2011
DOI: 10.1016/j.profnurs.2010.10.007
|View full text |Cite
|
Sign up to set email alerts
|

Evaluation of a Team-Building Retreat to Promote Nursing Faculty Cohesion and Job Satisfaction

Help me understand this report

Search citation statements

Order By: Relevance

Paper Sections

Select...
1
1

Citation Types

0
18
0

Year Published

2014
2014
2022
2022

Publication Types

Select...
5
2
2

Relationship

0
9

Authors

Journals

citations
Cited by 23 publications
(18 citation statements)
references
References 7 publications
0
18
0
Order By: Relevance
“…These team conflicts, such as competition and varieties, usually have destructive effects on the interaction quality and collaboration achievement (Jehn & Chatman, 2000). In addition, participants' emotional intelligence is an important factor dominating team performance during the growth processes (Birx, Lasala, & Edd, 2011). …”
Section: Introductionmentioning
confidence: 99%
“…These team conflicts, such as competition and varieties, usually have destructive effects on the interaction quality and collaboration achievement (Jehn & Chatman, 2000). In addition, participants' emotional intelligence is an important factor dominating team performance during the growth processes (Birx, Lasala, & Edd, 2011). …”
Section: Introductionmentioning
confidence: 99%
“…At the end of the one day retreat, there were statistically significant increases in getting to know work colleagues better, group cohesion, and overall job satisfaction. However at the end of semester these measured improvements had returned to pre-retreat levels (Birx et al, 2011). This may not be surprising, given that a one-day retreat is a 1 in 365 event, and a hard working semester is demanding-if not draining-for all teachers.…”
mentioning
confidence: 94%
“…Productive and trusting collaborations with colleagues not only help us to develop professionally, but also support effective communication and organizational functioning (Birx et al, 2011). Creating a workplace environment in which commitment and connection among team members are healthy and relationships are productive, not only increases job satisfaction, but contributes to interpersonal rewards that may help compensate for everyday work place demands, pressures, and frustrations (Phillips, 2009).…”
mentioning
confidence: 99%
“…They enjoy the process and value the approval or accomplishments and therefore they generate a higher degree of endeavor and working attitude. After organizing various academic theories, Birx et al (2011) summarized job involvement into three different schools of theories and each represents different theoretical opinions for the job involvement. The first type of theory belongs to the school of Allport and Wickert.…”
mentioning
confidence: 99%