Employee response to major organizational redesign

Ingersoll, Gail L.; Fisher, Mary; Ross, Beverly; Soja, Mary; Kidd, Nancy

doi:10.1053/apnr.2001.21075

Cited by 21 publications

(12 citation statements)

References 12 publications

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“…All of this is a worrying condemnation of those who are supposed to provide leadership. It also raises concerns about the basic design of the managerial system, which can reasonably be described as distrustful (Decker et al 2001, Ingersoll et al 2001, Laschinger et al 2003.…”

Section: My Nursing Managers Do Not Listen To My Complaintsmentioning

confidence: 99%

Voluntary turnover among nurses working in Kuwaiti hospitals

Alotaibi

2008

J Nurs Manag

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High rates of voluntary turnover require more attention from administrators and policy makers because of its potential consequences in terms of the quality of nursing care delivered. Implications for nursing management This paper identifies many causes of nurses' voluntary turnover. It also shows the need for nursing managers to explore these causes and suggests successful strategies for recruitment and retention practices and policies.

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Section: My Nursing Managers Do Not Listen To My Complaintsmentioning

confidence: 99%

Voluntary turnover among nurses working in Kuwaiti hospitals

Alotaibi

2008

J Nurs Manag

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“…The present manager probably provided opportunities for informal discussions of the changes that were taking place (cf. Ingersoll et al. 2001).…”

Section: Discussionmentioning

confidence: 99%

Struggling to adapt: caring for older persons while under threat of organizational change and termination notice

2009

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Organizational changes are common in elder care today. Such changes affect caregivers, who are essential to providing good quality care. The aim of the present study was to illuminate caregivers' experiences of working in elder care while under threat of organizational change and termination notice. Qualitative content analysis was used to examine interview data from 11 caregivers. Interviews were conducted at three occasions during a two-year period. The findings show a transition in their experiences from 'having a professional identity and self-confidence', to 'being a professional in a threatening situation caused by someone else' and to 'struggling to adapt to a changed working environment as a person and a professional'. The caregivers experienced a loss of pride and satisfaction. Previous literature indicates that this may have consequences for the quality of care and that employees may be at risk of negative health effects. However, the caregivers continued to struggle, doing their best to complete their duties. The study has implications for high-level decision-makers, managers and caregivers in similar work-life situations in that it deals with factors that facilitate or impede similar transitions.

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“…The superior's trustworthiness characteristics are even considered by some as the best tool of prediction for organizational citizenship behavior (Brower, Schoorman, & Tan, 2000;Pillai, Schriesheim, & Williams, 1999). Also, the result corresponds to research conducted in the medical sector which found that staff nurses are understandably distrustful of management (Ingersoll, Fisher, Ross, Soja, & Kidd, 2001;Laschinger, Finegan, Shamian, & Casier, 2000). The five manifest variables, integrity, benevolence, ability, communication and consistency were not established as common factors of trustworthiness characteristics (Figure 2).…”

Section: Model Constructed On Samples From Staff Nurses Is Admissiblementioning

confidence: 93%

Constructing and Testing a Model of Trustworthiness, Trust Behavior and Organizational Identification

Tseng¹,

Chen²,

Chen³

2005

Journal of Nursing Research

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This study, in which staff nurses in Taiwan participated, was aimed to construct a model for relationships among trustworthiness, trust behavior and organizational identification. One hundred and ninety five anonymously completed questionnaires were collected. Superiors' trustworthiness, staff nurses' trust behavior, and organizational identification were identified as latent variables to which the following indicators were to be applied: integrity, benevolence, ability, communication, consistency, compliance, sharing, teamwork, subordination, membership, loyalty and similarity. A logical trust and organizational identification model was constructed and tested with LISREL (Linear Structural Relations) analysis. Benevolence was eliminated due to excessive residual value. The adjusted model passed pertinent tests. It was also revealed that trust behavior acts as a mediator between trustworthiness and organizational identification. The results of this study may be taken as a reference for the training of supervisory level personnel, as well as for strengthening the organizational identification of staff nurses, and as a beginning phase in the construction and testing of a relationship model for the relationship between trust and organizational identification.

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Employee response to major organizational redesign

Cited by 21 publications

References 12 publications

Voluntary turnover among nurses working in Kuwaiti hospitals

Voluntary turnover among nurses working in Kuwaiti hospitals

Struggling to adapt: caring for older persons while under threat of organizational change and termination notice

Constructing and Testing a Model of Trustworthiness, Trust Behavior and Organizational Identification

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