Work motivation is a crucial, yet complex resource for employees and organizations. Scholars have investigated motivation at work through many theoretical lenses that are often examined in isolation from one another. This chapter seeks to bridge these various perspectives, first by providing a review of dominant theoretical lenses and second by presenting an integrative framework. The historical review includes a consideration of reinforcement theory, Maslow’s need hierarchy, valence–instrumentality–expectancy theory, the theory of planned behavior, goal-setting theory, self-regulation theories, achievement goal theory, regulatory fit theory, and self-determination theory. Together, these theories identify key mechanisms through which work motivation directs and regulates behavior, as well as antecedents and consequences of motivation. The integrative motivation framework distills insights from the various motivational theories, providing a heuristic to understand what (goal choice: characteristics and content), how (goal striving: macro- and microprocesses), where, and when (antecedents: personal and contextual) employees will be motivated to work.
Aim Mental health problems are a growing challenge in tertiary institutions warranting psycho‐educational intervention programmes such as mental health first aid (MHFA) that provide training to identify and support affected individuals. The present study assesses the impact of MHFA interventions on tertiary students and staff. Specifically, we examine (1) MHFA application rates and the types of mental health issues encountered, (2) how MHFA was provided, (3) application of the MHFA action plan, and (4) perceived outcomes of MHFA. Methods MHFA‐trained staff within a tertiary institution were electronically surveyed. Quantitative data were analysed using descriptive statistics, whereas abductive coding yielded qualitative themes. Results Ninety participants completed the questionnaire (26%). Fifty‐seven percentage of respondents had applied MHFA within the tertiary context. All participants reported applying MHFA in response to anxiety or depression at least once. Anxiety (37%) and depression (27%) were the most frequently encountered mental health issues. All participants had administered MHFA face‐to‐face, with telephone calls (35%) and text messaging (33%) also frequently employed. On average, participants reported completing 4.2 (out of 5) MHFA action plan actions, with 47% completing all actions. Most participants believed that their intervention was helpful (88%) with 65% of recipients seeking professional assistance. Recipients experienced perceived positive affective responses, which were also associated with approach strategies. Conclusions MHFA is widely applied in the tertiary context through a variety of modes. Most interventions featured at least four of the recommended MHFA action plan actions. The outcomes of MHFA were largely positive, suggesting that MHFA is an effective early intervention in the tertiary context.
ObjectivesThis study investigates perceived barriers towards the implementation of multiprofessional team briefings (MPTB) in operating theatres, as well as ways to overcome these perceived barriers. Previous research shows that MPTB can enhance teamwork and communication, but are underused in operating theatres. By adopting a multilevel systems perspective, this study examines perceived barriers and solutions for MPTB implementation.DesignParticipants completed open-ended survey questions. Responses were coded via qualitative content analysis. The analysis focused on themes in the responses and the systems level at which each barrier and solution operates.SettingFour tertiary hospitals in Australia.Participants103 operating theatre staff, including nurses, surgeons, anaesthetists, technicians and administrators.ResultsParticipants identified barriers and solutions at the organisational (15.81% of barriers; 74.10% of solutions), work group (61.39% of barriers; 25.09% of solutions) and individual level (22.33% of barriers; 0% of solutions). Of all the perceived barriers to MPTB occurrence, a key one is getting everyone into the room at the same time . Matching of perceived barriers and solutions shows that higher systems-level solutions can address lower level barriers, thereby showing the relevance of implementing such wider reaching solutions to MPTB occurrence (including work practices at occupational level and above) as well as addressing more local issues.ConclusionsSuccessful MPTB implementation requires changes at various systems levels. Practitioners can strategically prepare and plan for systems-based strategies to overcome barriers to MPTB implementation. Future research can build on this study’s findings by directly examining higher systems-level barriers and solutions via detailed case analyses.
Scholars have identified numerous forms of individual work performance, including core task, adaptive, proactive, and citizenship. Although the diversity of performance constructs has contributed to breadth, it has also resulted in a fragmented literature that, at times, operates in theoretical silos. As such, the overarching purpose of this chapter is to consider how organizational citizenship behavior (OCB) constructs relate to, and can fit within, broader models of individual work performance. We begin with a brief history of work performance concepts and review five integrative models of individual performance, culminating with the presentation of the Griffin, Neal, and Parker (2007) model. We use the latter to assess systematically whether and how OCB concepts relate to other performance concepts. We highlight constructs that fit readily within the Griffin et al. framework, in addition to constructs that do not. We conclude with five recommendations.
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