The effects of high-performance work systems on hospital employees' work attitudes and intention to leave: a multi-level and occupational group analysis

Affective commitment and turnover intentions among healthcare professionals: the role of emotional exhaustion and disengagement

“…Over the last two decades, a number of scholars have identified a link between the use of human resource management (HRM) practices and organisational performance in health-care organisations (Bartram, Stanton, Leggat, Casimir and Fraser 2007;Nishii and Wright 2008;Becker and Huselid 2006) and the extent to which HRM practices might affect the attitudes of employees in the health-care sector (Bonias, Bartram, Leggat and Stanton 2010;Bartram, Casimir, Djurkovic, Leggat and Stanton 2012;Ang, Bartram, McNeil, Leggat and Stanton 2013;Holland, Allen and Cooper 2013;Zhang, Zhu, Dowling and Bartram 2013). There is, importantly, and in line with this research stream, a growing body of literature which demonstrates that as a result of increased work demands, health-care professionals exhibit lower levels of commitment and a greater willingness to leave their employing organisations (Parry 2008; Bartram et al 2012).…”

Evaluating the link between human resource management decisions and patient satisfaction with quality of care

“…Prior studies provide considerable evidence of the positive effect of SHRM on employee outcomes, such as job satisfaction, affective commitment, intention to leave, civility toward patients, and employee turnover (Aiken et al, 2013;Ang et al, 2013;Baluch et al, 2013;McAlearney et al, 2011). Some studies also detect a positive association between SHRM and health care performance outcomes, such as patient safety, quality of care, and complaint rates (Baluch et al, 2013;Etchegaray, St. John, & Thomas, 2011;McAlearney et al, 2011).…”

“…Some studies also detect a positive association between SHRM and health care performance outcomes, such as patient safety, quality of care, and complaint rates (Baluch et al, 2013;Etchegaray, St. John, & Thomas, 2011;McAlearney et al, 2011).…”

“…In consideration of the close contact and frequent interactions between hospital staff and patients, the management of the hospital workforce in terms of human resource management (HRM) constitutes a highly decisive determinant of how health care quality is perceived by patients (West, Guthrie, Dawson, Borrill, & Carter, 2006). Particularly because hospitals compete not only for patients but also for personnel and because they are confronted with high turnover rates and increasing workforce shortages among clinical staff (Ang, Bartram, McNeil, Leggat, & Stanton, 2013;Baluch, Salge, & Piening, 2013), it is important to inquire about the possibilities for action in the field of HRM. In addition, in health care politics, human resources are increasingly recognized as one of the most essential components of the health care system and as a crucial element if health care systems and services are to improve (Dal Poz, Gupta, Quain, & Soucat, 2009).…”

Work Coordination as a Social Interaction Process in Nursing Staff Meetings

“…The nature of nursing and the organizational structures of health care organizations, like hospitals, give rise to circumstances that are multifaceted. First, organizational structures, hierarchies, borderlines between professions, and the cultural and the functional differences even between the same professions working in different specialist areas make hospitals complex working environments with interaction structures that are unique; these kinds of structural dimensions and the need to adjust to work in and between them may also burden employees (Ang et al, 2013;Apker, 2012;Barbour, 2010;Ray & Apker, 2011). Second, nursing is physically demanding and often highly emotional.…”