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Staff Turnover in Assertive Community Treatment (Act) Teams: The Role of Team Climate

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TLDR
This paper examines the effect of team climate, defined as team members’ shared perceptions of their work environment, on turnover and individual outcomes that mediate the climate-turnover relationship and highlights the importance of safety and quality climate in reducing turnover.
Abstract
Staff turnover in Assertive Community Treatment (ACT) teams can result in interrupted services and diminished support for clients. This paper examines the effect of team climate, defined as team members' shared perceptions of their work environment, on turnover and individual outcomes that mediate the climate-turnover relationship. We focus on two climate dimensions: safety and quality climate and constructive conflict climate. Using survey data collected from 26 ACT teams, our analyses highlight the importance of safety and quality climate in reducing turnover, and job satisfaction as the main mediator linking team climate to turnover. The findings offer practical implications for team management.

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Evaluation of Flexible and Integrative Psychiatric Treatment Models in Germany-A Mixed-Method Patient and Staff-Oriented Exploratory Study.

TL;DR: In all departments, the implementation of the new accounting system resulted into a relatively stable set of structural and processual changes where rigid forms of mainly inpatient care shifted to more flexible and integrated types of outpatient and outreach treatments.
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Mixed method study of workforce turnover and evidence-based treatment implementation in community behavioral health care settings

TL;DR: Examination of practitioner and organizational characteristics that contribute to high staff turnover in community behavioral health settings highlighted the importance of job characteristics, compensation, productivity requirements, advancement opportunities, and co-worker relationships as influential in the decision to leave.
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Leader-member exchange and organizational climate effects on clinician turnover intentions.

TL;DR: Findings indicate that poorer LMX and more variability in LMX at the team level are related to clinician TI, and highlight the importance of leader-follower relationships and organizational climate and their associations with clinician TIs.
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Conceptualizing and Measuring Group Openness and Cohesion as Dimensions of Group Personality

TL;DR: Based on previous research findings on group and team efficiency, Wang et al. as discussed by the authors derived two basic dimensions of group personality, group openness and cohesion, representing the group's outward and inward orientation, respectively.
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Managing workplace change: Intergenerational perspectives from Victorian public hospital nurses

TL;DR: It is highlighted that workplace change is common and nurses in Victoria, Australia’ are typically well informed and supported during change processes and promoting professional development and career progress may promote retention in an era of global nursing shortages.
References
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Journal ArticleDOI

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TL;DR: This article seeks to make theorists and researchers aware of the importance of not using the terms moderator and mediator interchangeably by carefully elaborating the many ways in which moderators and mediators differ, and delineates the conceptual and strategic implications of making use of such distinctions with regard to a wide range of phenomena.
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TL;DR: The Logic of Hierarchical Linear Models (LMLM) as discussed by the authors is a general framework for estimating and hypothesis testing for hierarchical linear models, and it has been used in many applications.
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Journal ArticleDOI

The measurement of experienced burnout

TL;DR: A scale designed to assess various aspects of the burnout syndrome was administered to a wide range of human services professionals as discussed by the authors, and three subscales emerged from the data analysis: emotional exhaustion, depersonalization, and personal accomplishment.
Journal ArticleDOI

Motivation through the Design of Work: Test of a Theory.

TL;DR: In this paper, a model is proposed that specifies the conditions under which individuals will become internally motivated to perform effectively on their jobs, focusing on the interaction among three classes of variables: (a) the psychological states of employees that must be present for internally motivated work behavior to develop; (b) the characteristics of jobs that can create these psychological states; and (c) the attributes of individuals that determine how positively a person will respond to a complex and challenging job.
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