The impact of workplace relationships on engagement, well‐being, commitment and turnover for nurses in Australia and the USA

Brunetto, Yvonne; Xerri, Matthew; Shriberg, Art; Farr‐Wharton, Rod; Shacklock, Kate Herring; Newman, Stefanie; Dienger, Joy

doi:10.1111/jan.12165

Cited by 164 publications

(191 citation statements)

References 66 publications

(163 reference statements)

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“…101,132,197,198 However, 19 studies utilised cross-sectional designs and only three utilised time-lagged designs, so causality cannot be fully established. A particular issue arose during the course of this evidence review.…”

Section: Discussionmentioning

confidence: 99%

“…Three out of the twelve reported on data from samples in Europe (representing Finland, Belgium and Germany), two from samples in Australia, two from samples in Canada, two from samples in China, one from a sample in Scotland and one from a sample in Ireland, as well as one 198 that took samples from mixed sites: the USA and Australia (see Appendix 18).…”

Section: Geographical Considerationsmentioning

confidence: 99%

“…197,198,200,203,[206][207][208] All found that engagement was negatively associated with turnover intentions (note: Van Bogaert et al …”

Section: Turnover Intentionsmentioning

confidence: 99%

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Evaluating the evidence on employee engagement and its potential benefits to NHS staff: a narrative synthesis of the literature

Bailey

Madden

Alfes

et al. 2015

Health Services and Delivery Research

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BackgroundRecent studies have suggested engagement is linked with beneficial outcomes for individuals and organisations. Despite growing demand for resources and advice on engagement within the NHS, there has been no systematic evaluation of how engagement strategies can be developed and operationalised within the NHS.Objectives and research questionsTo evaluate evidence and theories of employee engagement within the NHS and the general workforce to inform policy and practice. Four research questions focused on definitions and models of engagement; the evidence of links between engagement and staff morale and performance; approaches and interventions that have the greatest potential to create and embed high levels of engagement within the NHS; and the most useful tools and resources for NHS managers in order to improve engagement.Review methodsEvidence was evaluated using a narrative synthesis approach involving a structured search of relevant academic databases and grey literature. The search yielded a final data set of 217 items, comprising 172 empirical papers, 38 theoretical articles, four meta-analyses and three books. From the grey literature, only 14 items were used in the analysis.Main findingsThere is no one agreed definition or measure of engagement. Existing approaches were grouped under three headings: a psychological state; a composite attitudinal and behavioural construct; and employment relations practice. Most fell under the first category, with the Utrecht Work Engagement Scale being the most prevalent. Most theorising around engagement used the job demands–resources framework. Thirty-five studies considered engagement and morale, and the most consistent finding was a positive link between engagement and life satisfaction, and a negative link between engagement and burnout. Some studies suggested that engagement was positively associated with organisational commitment and job satisfaction and negatively linked to turnover intentions. Of 42 studies that looked at performance and engagement, the strongest support was found for a link between engagement and individual in-role performance and a negative link between engagement and counterproductive performance outcomes. A link between engagement and higher-level performance outcomes was also found. Of 155 studies that explored approaches and interventions that promote engagement, the strongest support was found for the following: positive psychological states including resilience; job-related resources and job design features; positive leadership; perceived organisational support; team-level engagement; training and development. Only a small proportion of studies were based in health-care settings, making the application of evidence to wider contexts limited. Studies identified in the grey literature suggested that the focus of practitioner material was more on wider managerial issues than on psychological factors.ConclusionsThe synthesis highlights the complex nature of the engagement evidence base. The quality of evidence was mixed. Most studies were cross-sectional, self-report surveys, although the minority of studies that used more complex methods such as longitudinal study designs or multiple respondents were able to lend more weight to inferences of causality. The evidence from the health-care sector was relatively sparse. Only a few studies used complex methods and just two had taken place in the UK. The evidence synthesis suggests that employers might consider several factors in efforts to raise levels of engagement including development and coaching to raise levels of employee resilience, the provision of adequate job resources, and fostering positive and supportive leadership styles.FundingThis project was funded by the National Institute for Health Research (NIHR) Health Services and Delivery Research (HSDR) programme.

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Section: Discussionmentioning

confidence: 99%

Section: Geographical Considerationsmentioning

confidence: 99%

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Evaluating the evidence on employee engagement and its potential benefits to NHS staff: a narrative synthesis of the literature

Bailey

Madden

Alfes

et al. 2015

Health Services and Delivery Research

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“…There is evidence supporting the claim that both organization and manager support influence job engagement and organizational commitment (Saks 2006;Guerro and Herrbach, 2009;Morrow, 2011;Brunetto et al 2013). Getting recognition and awards from the organization strengthens employees' loyalty to the organization as long as they are consistent with fairness concerns.…”

Section: Perceived Organizational Supportmentioning

confidence: 92%

“…Perceived organizational support (POS) can be understood IJSR 3 as a workplace relationship. It is assumed that, when the organization treats the employee well, the employee reciprocates by working hard to improve organizational effectiveness (Brunetto et al, 2013). Perceived support of the organization means for employee that the organization values him/her as an employee and also values his/her welfare.…”

Section: Perceived Organizational Supportmentioning

confidence: 99%

Affecting Factors of Public Employees’ Ganizational Commitment

Rakowska

Valdés-Conca

Espinosa

2015

ijsr

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Purpose -The aim of this chapter is to shed some light on the antecedents of organizational commitment, the mediating role of job engagement and job satisfaction as determinants of organizational commitment within the public sector environment, and the effects that national cultural values may have on these relationships. Approach -This paper presents a review of the works that, from both theoretical and empirical points of view, explore the affecting factors of public employees' organizational commitment in an international setting. Findings -A comprehensive model has been developed, detailing the expectations on the influence that these factors might have on public employees' level of commitment, either as mediators or moderators. Research limitations/implications -The main limitation is the paper's theoretical nature; the subsequent implication is a future empirical research that may prove or disprove these theoretical findings. In addition, there are some other possible mediating factors and antecedents which may be of interest for future researchers. Originality/value -This comprehensive review of the extant literature may provide academics and public managers with a deeper comprehension of how organizational commitment might be achieved, and why some practices may or may not be transferrable from one country to another.

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Does compliance to standards in the ready‐made garments industry affect employee attitudes? A study in Bangladesh

Azim¹,

Uddin²,

Haque³

2020

Glob Bus Org Exc

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Due to high quality at low costs, Bangladesh has long been of interest to retailers as a location for sourcing garments. In 2012 and 2013 however, two disasters drew the world's attention to the poor working conditions of the garment workers there, which in turn led to demands that these conditions should be improved. However, many factory owners continue to view compliance as a cost and are reluctant to improve standards. Based on data from 444 workers in the ready‐made garments industry, this study focuses on the mediating effect of job satisfaction on compliance with improved standards, and employee engagement. The findings confirm that compliance acts as a distal antecedent to employee engagement and job satisfaction fully mediates the compliance–engagement relationship. The results shed light on the significance of compliance with standards in terms of long‐term profitability, and retaining an engaged workforce. They highlight the value of good management practices when implementing compliance in the garment factories of Bangladesh and provide guidance for policymakers and groups concerned with the working conditions of garment workers in Bangladesh and elsewhere.

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The impact of workplace relationships on engagement, well‐being, commitment and turnover for nurses in Australia and the USA

Cited by 164 publications

References 66 publications

Evaluating the evidence on employee engagement and its potential benefits to NHS staff: a narrative synthesis of the literature

Evaluating the evidence on employee engagement and its potential benefits to NHS staff: a narrative synthesis of the literature

Affecting Factors of Public Employees’ Ganizational Commitment

Does compliance to standards in the ready‐made garments industry affect employee attitudes? A study in Bangladesh

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