Management commitment to safety, teamwork, and hospital worker injuries

McGonagle, Alyssa K.; Essenmacher, Lynnette; Hamblin, Lydia E.; Luborsky, Mark; Upfal, Mark; Arnetz, Judith E.

doi:10.5430/jha.v5n6p46

Cited by 29 publications

(34 citation statements)

References 28 publications

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“…Previous analyses of this population indicated that aggregation at the unit level was not justified and relationships between variables were more appropriately studied at the individual level. 23 For the current study, hierarchical cluster analysis using scree plots and dendrograms 39 confirmed that meaningful clusters could also not be created at the hospital level (data not shown). For this reason, we were not able to account for clustering of workers.…”

Section: Methodsmentioning

confidence: 54%

“…Scores for work efficiency were calculated by totaling the four component item scores and converting that sum to a percentage of the maximum possible score. 31 Teamwork 19,23 is comprised of four items measuring the degree to which unit staff work together to accomplish work tasks (Cronbach’s alpha .91). A sample item is, “People support one another in this unit.”…”

Section: Methodsmentioning

confidence: 99%

“…However, teamwork was directly associated with, and mediated the effect of, management commitment on worker injury. 23 …”

Section: Introductionmentioning

confidence: 99%

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Organizational Determinants of Workplace Violence Against Hospital Workers

Arnetz

Hamblin

Sudan

et al. 2018

Journal of Occupational &Amp; Environmental Medicine

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Objective To identify organizational factors contributing to workplace violence in hospitals. Methods A questionnaire survey was conducted in 2013 among employees in a Midwestern hospital system (n=446 respondents). Questions concerned employees’ experiences of violence at work in the previous year and perceptions of the organizational safety climate. Logistic regressions examined staff interaction and safety climate factors associated with verbal and physical violence, respectively. Results Interpersonal conflict was a risk factor for verbal violence (OR 1.49, 95% CI 1.04-2.12, p<.05) and low work efficiency was a risk factor for physical violence (OR .98, 0.97-0.99). A poor violence prevention climate was a risk factor for verbal (OR 0.48, 0.36-0.65, p<.001) and physical (OR 0.60, 0.45-0.82, p<.05) violence. Conclusions Interventions should aim at improving coworker relationships, work efficiency, and management promotion of the hospital violence prevention climate.

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Section: Methodsmentioning

confidence: 54%

Section: Methodsmentioning

confidence: 99%

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Organizational Determinants of Workplace Violence Against Hospital Workers

Arnetz

Hamblin

Sudan

et al. 2018

Journal of Occupational &Amp; Environmental Medicine

Self Cite

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“…They findings also agreed with [28] who concluded that the challenges in OSH performance within the manufacturing sector were associated with lack of management commitment. A study [29] also emphasized the importance of management commitment in OSH implementation. Table 5 summarizes responses from health workers on their participation in the implementation of occupational safety and health Act.…”

Section: Perceived Effects Of Management Commitment On Implementationmentioning

confidence: 99%

“…A study [31] concluded that employees' participation influenced the implementation of OSH while [28] attributed the challenges in OSH performance to lack of workers' cooperation. It was demonstrated that teamwork was fundamental in OSH activities [29]. According to Gbadago [32] lack of an appointed OSH specialist was a reason for poor implementation of OSH policy.…”

Section: Perceived Effects Of Workers' Participation On Implementatiomentioning

confidence: 99%

Effects of Management Commitment and Workers’ Participation on Occupational Safety and Health Performance in Public Health Facilities

Njogu¹,

Mburu²,

Karanja³

2019

JHER

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The Kenya Occupational Safety and Health Act (OSHA) mandates employers to maintain the highest standards of occupational safety and health in their workplaces. It further provides the rights and roles of workers in occupational safety and health. However, occupational incidents persist in public health facilities. The researcher aimed to determine whether management commitment and employee participation hindered the implementation of OSHA in public dispensaries and health centres, using Machakos County. The study was a cross-sectional descriptive survey involving 107 health workers in public dispensaries and health centres in Machakos County. The assessment involved data collection from respondents using Likertscaled questionnaires, physical observations such as documents review in the selected facilities. The Likert-scaled questions were in form of positive statements. Pearson's correlation coefficients (r) were 0.7222 for management commitment and 0.7053 for workers' participation, both showing high correlations. Linear regression analysis indicated reasonably strong negative relationships between each of the independent variables and hindrance in the implementation of OSHA. The prediction factors for management commitment and workers' participation were -0.6600, p<0.05 and -0.6300, p<0.05 respectively. The null hypotheses failed in the t-test thus favouring the alternative hypotheses. The researchers concluded that implementation of OSHA in the selected facilities was hindered by lack management commitment and workers' participation. The health management, workers and the Directorate of Safety and Health Services should act as mandated to improve in implementation of OSHA in the health facilities.

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Reopening the Doors to Center-Based ABA Services: Clinical and Safety Protocols During COVID-19

Kornack

Williams²,

Johnson³

et al. 2020

Behav Analysis Practice

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In the wake of the coronavirus (COVID-19) pandemic, U.S. organizations that provide applied behavior analysis (ABA) programs to individuals with autism spectrum disorder have implemented a variety of safety precautions to minimize the spread of the virus, often shifting center-based services to the home or telehealth. Considered essential workers, ABA providers are exempt from government directives to close, so they have both the freedom and the great responsibility to make their own decisions about how best to keep their clients safe while continuing to provide medically necessary services. In the coming weeks and months, ABA providers will be faced with the decision about whether to reopen centers. This article does not address that decision, except to acknowledge the urgency to reopen, both to help clients and to remain solvent. Political rhetoric and contradictory public information further complicate this daunting decision. Because ABA providers do not have legal guidance to shift the burden of such decisions to local and state regulators, the burden is theirs alone. The unprecedented nature of the COVID-19 pandemic means that no decision is clearly wrong or right, and every decision has consequences. Although ABA providers do not have their own state guidance, many states have issued guidelines for childcare providers whose operations have continued throughout the pandemic. This article analyzes that guidance, identifies common variables potentially relevant to ABA organizations, highlights clinical considerations and procedural compliance, and provides ABA organizations with the tools to make the best decision for their clients, in their community, and on their timeline.

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Management commitment to safety, teamwork, and hospital worker injuries

Cited by 29 publications

References 28 publications

Organizational Determinants of Workplace Violence Against Hospital Workers

Organizational Determinants of Workplace Violence Against Hospital Workers

Effects of Management Commitment and Workers’ Participation on Occupational Safety and Health Performance in Public Health Facilities

Reopening the Doors to Center-Based ABA Services: Clinical and Safety Protocols During COVID-19

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