Gratitude is a valuable emotion with an array of functional outcomes. Nonetheless, research on gratitude in organizations is limited. In this article we develop a multi-level model of gratitude ...composed of episodic gratitude at the event level, persistent gratitude at the individual level, and collective gratitude at the organizational level. We then consider the types of human resource initiatives that organizations can develop to cultivate employee gratitude and the contingencies of gratitude's emergence at the individual and organizational levels of analysis. Finally, we elucidate the benefits of gratitude for organizations and their employees. The result is a deeper understanding of how gratitude unfolds in organizations and the role that organizations themselves can play in influencing emotions at multiple levels in the workplace.
Outcomes:
1. Define organizational and team compassion in health care and relate these definitions and personal experiences of suffering at work
2. Describe domains of organizational and team ...compassion relevant to the practice of hospice and palliative care, and provide examples of behaviors related to each domain
Organizational compassion for clinicians is the systematic acknowledgement, prevention, and mitigation of sources of workplace-related suffering. The overarching purpose of this project is to create a clinical-reported experience measure of compassion (CREM-C) that measures how clinicians experience compassion within teams and from organizations. The purpose of this stage of work was to utilize qualitative interviews with clinicians to understand how they define and experience organizational and team compassion and uncover/validate domains of compassion identified in a literature-derived theoretical model. We undertook semi-structured interviews with 20 pediatric palliative care clinicians of various professional roles. A moderator's guide was developed based on domains in the theoretical model. Transcriptions were coded by multiple team members and a combination of inductive and deductive qualitative analysis was utilized to create the initial codebook, followed by focused coding and iterative codebook revision. Emergent themes of clinician experiences of compassion include: perception of caring (eg, acknowledgment of clinician suffering), compassionate practices and policies (eg, employee assistance programs, debriefing opportunities), being resourced to do the job well and provide self-care, feeling valued by the team and organization, perception of personal connection with leaders and the team, perception of authentic leadership, and vulnerability/transparency in leadership communication. Results are being used to generate and refine CREM-C items for testing in subspecialty pediatricians in the next stage of the project, and to refine our theoretical model of experiences of team and organizational compassion in health care. Ultimately, we hope to enable the design of healthcare systems that care compassionately for clinicians, empowering clinicians to create sustainable, meaningful careers in which they provide high-quality, compassionate, and safe care and positively impact patient experiences and outcomes.
Background
The unprecedented exodus of workers from the healthcare system is a patient safety crisis. Organizational compassion in health care is the proactive, systematic, and continuous ...identification, alleviation, and prevention of all sources of suffering.
Aims
This scoping review aimed to describe the evidence regarding the impact of organizational compassion on clinicians, identify gaps, and provide recommendations for future research.
Methods
A comprehensive librarian‐assisted database search was conducted. Databases searched were PubMed, SCOPUS, EMBASE, Web of Science, PsychInfo, and Business Source Complete. Combinations of search terms regarding health care, compassion, organizational compassion, and workplace suffering were used. The search strategy was limited to English language articles and those published between 2000 and 2021.
Results
Database search yielded 781 articles. After removing duplicates, 468 were screened by title and , and 313 were excluded. One‐hundred and fifty‐five underwent full‐text screening, and 137 were removed, leaving 18 eligible articles, two of which were set in the United States. Ten articles evaluated barriers or facilitators to organizational compassion, four evaluated elements of compassionate leadership, and four evaluated the Schwartz Center Rounds intervention. Several described the need to create systems that are compassionate to clinicians. Lack of time, support staff, and resources impeded the delivery of such interventions.
Linking evidence to action
Little research has been done to understand and evaluate the impact of compassion on US clinicians. Given the workforce crisis in American health care and the potential positive impact of increasing compassion for clinicians, there is an urgent need for researchers and healthcare administrators to fill this gap.
Distribution neglect in performance evaluations Awtrey, Eli; Thornley, Nico; Dannals, Jennifer E. ...
Organizational behavior and human decision processes,
07/2021, Letnik:
165
Journal Article
Recenzirano
Odprti dostop
•Managers are unlikely to use distribution information when evaluating performance.•Explanations for differences in performance overwhelmingly invoke mean differences.•NBA salaries overweight mean ...performance and underweight variability of performance.•People more accurately identify performers with high average than high consistency.•Distribution neglect is reduced when performance data is more complete and salient.
Five empirical studies, including both laboratory experiments and an archival investigation, provide evidence that decision makers often fail to consider variability and skew when making judgments about performance. We term this distribution neglect. Participants’ spontaneous explanations for group differences in elite achievement overwhelmingly invoked mean differences rather than group differences in variability, even when the complete distribution and summary statistics were provided (Study 1). A longitudinal examination indicates that NBA teams overweight average performance and underweight consistency of performance when deciding players’ contracts (Study 2), providing evidence that neglecting variance information leads to suboptimal judgments. In a manufacturing scenario involving monitoring assembly line workers, participants were more accurate at identifying top (high mean) performers than consistent (low variability) performers (Study 3). In a hiring simulation, decision makers were more likely to factor in variance when performance data was presented visually as a histogram (Study 4). Finally, participants’ spontaneous explanations for others’ self-assessments of ability assumed egocentric bias, when a skewed performance distribution was also a plausible contributor (Study 5). Individual differences (need for cognition) and task differences (such as style of information display) were associated with increased distribution-based reasoning in multiple studies, suggesting potential boundary conditions for further investigation. Organizational implications, and additional potential remedies for distribution neglect, are discussed.
The objectives of this study is to examine the effect of leader sleep devaluation (which we define as leader behaviors that signal to employees that sleep should be sacrificed for work) on the sleep ...and unethical behavior of subordinates.
Across 2 studies (with 3 total samples of participants), we use a cross-sectional survey, a diary study completed by employees, and a diary study completed by employees and their leaders.
Study 1 – a convenience sample of working adults in Italy, including 575 subordinates nested under 140 leaders. Study 2A – 135 working adults recruited from Amazon’s Mechanical Turk. Study 2B – 127 employee-supervisor dyads recruited from the Study Response project.
Survey measures of leader behaviors, subordinates sleep, and subordinate unethical behavior.
Sleep devaluing leader behavior has harmful effects on employee sleep, and that these effects occur above and beyond the effects of abusive supervision and other alternative explanations. Subordinate sleep quality has a mediating role between leader sleep devaluation and subordinate unethical behavior. Effects for sleep quantity were inconsistent.
Leaders can adversely influence the sleep and work experience of their subordinates. Specifically, sleep devaluing leader behavior undermines subordinate sleep, which in turn is associated with higher levels of subordinate unethical behavior.
This crowdsourced project introduces a collaborative approach to improving the reproducibility of scientific research, in which findings are replicated in qualified independent laboratories before ...(rather than after) they are published. Our goal is to establish a non-adversarial replication process with highly informative final results. To illustrate the Pre-Publication Independent Replication (PPIR) approach, 25 research groups conducted replications of all ten moral judgment effects which the last author and his collaborators had “in the pipeline” as of August 2014. Six findings replicated according to all replication criteria, one finding replicated but with a significantly smaller effect size than the original, one finding replicated consistently in the original culture but not outside of it, and two findings failed to find support. In total, 40% of the original findings failed at least one major replication criterion. Potential ways to implement and incentivize pre-publication independent replication on a large scale are discussed.
Current team diversity research is largely equivocal regarding the direct effects of intrateam differences on team processes and performance. In response, scholars encourage a more complex and ...multi-level approach to understanding this phenomenon. In this dissertation, I contribute to this effort by theorizing an emergent network approach to team diversity—that is, a dynamic, relational and structural approach to interpersonal differences. Given the historical and current emphasis on collective-level theories and measures of diversity in the team literature, I argue that this perspective will provide a more detailed account of the perceptions and behaviors associated with differences within teams. Through this paradigm, I ask two interrelated research questions. First, how does the structure of team diversity impact dyadic task-related collaboration over time within the team? Second, how does the heterogeneity of dyadic collaboration affect team performance? These questions are tested with a combination of archival and laboratory data using stochastic actor-oriented models (SAOMs), which enables the prediction of network evolution over time.
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