TitleDeterminants of hospital nurse intention to remain employed: broadening ourunderstanding.AimThis paper is a report of a study to identify nurse reported determinants of intention to remain employed and to develop a model explaining determinants of hospital nurse intention to remain employed.BackgroundA worsening shortage of nurses globally suggests that efforts must be made to promote retention of nurses. However, effective retention promotion strategies depend on understanding the factors influencing nurse retention.MethodsA descriptive study using focus group methodology was implemented. Thirteen focus groups including 78 nurses were carried out in two Canadian provinces in 2007. Thematic analysis strategies were incorporated to analyse the data.FindingsEight thematic categories reflecting factors nurses described as influencing their intentions to remain employed emerged from focus groups: (1) relationships with co-workers, (2) condition of the work environment, (3) relationship with and support from one’s manager, (4) work rewards, (5) organizational support and practices, (6) physical and psychological responses to work, (7) patient relationships and other job content, and (8) external factors. A model of determinants of hospital nurse intention to remain employed is hypothesized.ConclusionFindings were both similar to and different from previous research. The overriding concept of job satisfaction was not found. Rather, nurse assessments of satisfaction within eight thematic categories were found to influence intentions to remain employed. Further testing of the hypothesized model is required to determine its global utility. Understanding determinants of intention to remain employed can lead to development of strategies that strengthen nurse retention. Incorporation of this knowledge in nurse education programmes is essential.
Research on group creativity has concentrated on explaining how the group context influences idea generation and has conceptualized the evaluation of creative ideas as a process of convergent decision making that takes place after ideas are generated to improve the quality of the group's creative output. We challenge this view by exploring the situated nature of evaluations that occur throughout the creative process. We present an inductive qualitative process analysis of four U.S. healthcare policy groups tasked with producing creative output in the form of policy recommendations to a federal agency. Results show four modes of group interaction, each with a distinct form of evaluation: brainstorming without evaluation, sequential interactions in which one idea was generated and evaluated, parallel interactions in which several ideas were generated and evaluated, and iterative interactions in which the group evaluated several ideas in reference to the group's goals. Two of the groups in our study followed an evaluation-centered sequence that began with evaluating a small set of ideas. Surprisingly, doing so did not impede the groups' creativity. To explain this, we develop an alternative conceptualization of evaluation as a generative process that shapes and guides collective creativity.
A dynamic perspective on diverse teams: moving from the dual-process model to a dynamic coordination-based model of diverse team performance. Academy of Management ABSTRACTThe existing literature on diverse teams suggests that diversity is both helpful to teams in making more information available and encouraging creativity and damaging to teams in reducing cohesion and information sharing. Thus the extant literature suggests that diversity within teams is a double-edged sword that leads to both positive and negative effects simultaneously. This literature has not, however, fully embraced the increasing calls in the broader groups literature to take account of time in understanding how groups function (e.g., Cronin, Weingart, & Todorova, 2011). We review the literature on diverse teams employing this lens to develop a dynamic perspective that takes account of the timing and flow of diversity's effects. Our review suggests that diversity in groups has different short-term and long-term effects in ways that are not fully captured by the dominant double-edged sword metaphor. We identify an emerging perspective that suggests a tropical depression metaphor-that has the potential, over time, to develop either into a dangerous hurricane or diffuse into a rainstorm that gives way to sunshine, as more apt to capture the dynamic effects of diversity in teams. We conclude by outlining an agenda for redirecting future research on diverse teams using this more dynamic perspective. A Dynamic Perspective on Diverse Teams 3 A DYNAMIC PERSPECTIVE ON DIVERSE TEAMS: MOVING FROM THE DUAL-PROCESS MODEL TO A DYNAMIC COORDINATION-BASED MODEL OF DIVERSE TEAM PERFORMANCEWhy do some diverse teams outperform homogenous teams, while others severely underperform? At some point in the not-so-distant past that question may have provided an interesting thought experiment, but in an era of globalization and increased worker mobility it has moved to everyday reality for managers. Scholars have responded to this changed reality with an explosion of research on group diversity of all types and have generated significant insight into the drivers of diverse group performance (see Guzzo & Dickson, 1996;Harrison & Klein, 2007;Joshi & Roh, 2009;van Knippenberg & Schippers, 2007;Williams & O'Reilly, 1998). The metaphor that has emerged from the literature on diverse groups and teams is one of a "double-edged sword" (Milliken & Martins, 1996) whereby diversity leads simultaneously to informational advantage and to potential for creativity, as well as to reduced cohesion and poor information exchange. In line with recent calls for better understanding team dynamics over time (Cronin, Weingart and Todorova, 2011), in this paper, we review the literature on team diversity through a more dynamic, temporal lens to explain how diversity influences team performance.Our review reveals a different emergent metaphor that takes account of time in understanding why diverse teams produce diverse outcomes to replace the historic dual-process model.By "diverse team" w...
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