Effects of self‐efficacy, affectivity and collective efficacy on nursing performance of hospital nurses

Abstract

Understanding the effects of group-level variables on nursing performance improves performance management approaches in hospitals.

Empleados saludables y calidad de servicio en el sector sanitario: un estudio de caso

“…Burke, 1995;RiosRísquez, Mecca, & Fernandez, 2010;Salanova, Llorens, & Schaufeli, 2011;. Specifically, research (e.g., Carmeli et al, 2009;Fröjd & Von Essen, 2006;Lee & Ko, 2010) has shown that the performance of healthcare professionals depends in part on their effectiveness, their vigor, and their dedication. These positive states are reflected in the way healthcare workers treat patients.…”

“…Previous research has shown that work engagement has increased different health outcomes, such as: (1) business results (Harter, Schmidt, & Hayes, 2002), (2) performance and perceived quality of workers from various sectors (Burke, 1995;Rios-Rísquez, Mecca, & Fernandez, 2010;Salanova, Agut, & Peiro, 2005;Salanova et al, 2003), particularly in the healthcare sector (Carmeli, Ben-Hador, Waldman, & Rupp, 2009;Frojd & Von Essen, 2006;Koch & Jones, 2010;Lee & Ko, 2010), as well as (3) team performance assessed by the supervisor (Torrente et al, 2012), (4) levels of job control, positive affect, and efficacy beliefs in work teams as positive spirals (Llorens et al, 2007;Salanova, Llorens, & Schaufeli, 2011), (5) future academic success (Salanova, Martinez, & Llorens, 2012), and (6) job satisfaction and organizational commitment (Lebanon, Llorens, Bakker, Schaufeli, & Salanova, 2006) (for an in-depth review see: .…”

“…The third limitation is that, although the reference when completing the questionnaire was the group/organization, data were treated individually considering the perception of employees. In future studies it would be advisable to include more hospitals (at least 30) in order to replicate the results obtained by adding the scores at team or organization level, given the relevance of the work units in hospitals (Lee & Ko, 2010). In this case, the perception of service quality assessed by supervisors or customers may be used to explore cross-level and interaction effects using multilevel analysis.…”

From burnout to engagement at work: Multi-sample empirical results in healthcare professionals

“…Specifically, research (e.g., Carmeli et al, 2009;Fröjd & Von Essen, 2006;Lee & Ko, 2010) has shown that the performance of healthcare professionals depends in part on their effectiveness, their vigor, and their dedication. These positive states are reflected in the way healthcare workers treat patients.…”

“…Previous research has shown that work engagement has increased different health outcomes, such as: (1) business results (Harter, Schmidt, & Hayes, 2002), (2) performance and perceived quality of workers from various sectors (Burke, 1995;Rios-Rísquez, Mecca, & Fernandez, 2010;Salanova, Agut, & Peiro, 2005;Salanova et al, 2003), particularly in the healthcare sector (Carmeli, Ben-Hador, Waldman, & Rupp, 2009;Frojd & Von Essen, 2006;Koch & Jones, 2010;Lee & Ko, 2010), as well as (3) team performance assessed by the supervisor (Torrente et al, 2012), (4) levels of job control, positive affect, and efficacy beliefs in work teams as positive spirals Salanova, Llorens, & Schaufeli, 2011), (5) Despite these advances, there is still a lack of studies that focus on the relationship between engagement in teamwork and service quality, particularly in the healthcare sector. One of the novelties of this study (besides the fact it assesses the relationship of personal resources at both the cognitive and the affective level with engagement) is the evaluation of service quality (in terms of performance, commitment, and perceived quality).…”