The Project Involvement Index, psychological distress, and psychological well-being: Comparing workers from projectized and non-projectized organizations

Chiocchio, François; Beaulieu, Geneviève; Boudrias, Jean‐Sébastien; Rousseau, Vincent; Aubé, Caroline; Morin, Estelle M.

doi:10.1016/j.ijproman.2009.05.007

Cited by 33 publications

(18 citation statements)

References 43 publications

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“…The results of this study acknowledge that health care managers' report limited expertise in project management within health care organisations, despite needing increasingly to participate in projects (Chiocchio et al, 2010). These managers are sometimes hard pressed to manage their daily activities and lead projects successfully.…”

Section: Discussion and Implications For Nursing Managementmentioning

confidence: 88%

Innovation in health service management: Adoption of project management offices to support major health care transformation

et al. 2017

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Section: Discussion and Implications For Nursing Managementmentioning

confidence: 88%

Innovation in health service management: Adoption of project management offices to support major health care transformation

et al. 2017

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“…Secondly, since nurses hold such a central role in care and represent the largest healthcare profession, they are often impacted by project work. [3] Clinicians often engage in multiple projects concurrently [38] and juggle their normal jobs with the added workload of projects, while facing unclear expectations as to how to manage their priorities. [39] Exacerbating these pressures is the excessive number of changes experienced in the healthcare system.…”

Section: Discussionmentioning

confidence: 99%

Major hospital transformations: An integrative review and implications for nursing

Fréchette

Lavoie‐Tremblay²,

Aubry³

et al. 2020

JNEP

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Major hospital transformations, hospital projects that combine construction and quality improvement dimensions, are booming around the globe. These costly endeavours have the potential to revolutionize healthcare, yet no known review explores this phenomenon, undermining accessibility of knowledge for healthcare leaders. In order to provide guidance on healthcare project management and on future research avenues, this article aims to synthesize empirical knowledge concerning major hospital transformations and their implications for nursing. An integrative review of the literature using the systematic approach described by Whittemore and Knafl was selected. As major hospital transformations represent a new area of research, the review includes 13 articles out of 116 retrieved for screening. The search strategy included the following electronic databases: CINAHL, MEDLINE, and Business Source Complete. Three main themes emerged from the data: the challenging context of major hospital transformations, the project management office as a key to successful healthcare change, and the absence of certain stakeholders’ voices. Major hospital transformations are important to study holistically as multi-change initiatives cannot be understood through investigating individual changes alone. Healthcare leaders are called to reflect on their governance structures during organisational transformations, as well as on the inclusion and exclusion of certain stakeholders who are essential to making sustainable change.

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“…In addition, project-based organizations do not provide much time for formal training and staff development [37]. Finally, previous research show that people coming from organizations that are considered to be nonprojectized who are working on projects show less mental health than those people who are coming from projectized organizations [40].…”

Section: Hrm In Project-based Organizationsmentioning

confidence: 99%

“…More precisely, it is often cited that even though project participants are motivated by the challenge of reaching project goals, tight completion dates often put pressure and stress on them [1]. In fact, most project managers will state that they work overtime which causes a lot of stress and exhaustion [40]. Project managers, in that case, should strive to find ways to keep themselves and team members motivated, involved and engaged while at the same time they should be able to answer stress-related problems and pressures 1 that are inevitable in projects.…”

Section: Advances In Economics Business and Management Research Volmentioning

confidence: 99%

Work motivation and temporary organizing – an overview of the state and perspectives of reward practices in project-based organizations

Klindžić¹,

Vlahov²

2019

Proceedings of the 5th IPMA SENET Project Management Conference (SENET 2019)

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Projects, project-oriented or project-driven companies have emerged as the most popular forms of temporary organizing in the last couple of decades. While marginalized in the past, people factor has appeared as one of the most important factors of project success, and human resource management issues are consequently generating more knowledge on principles and practices of motivating and rewarding individuals and team members in project-based organizations. In this review paper, a desk-research was undertaken in order to analyse available studies on motivating and rewarding project teams, and several research questions that can potentially fill in the gaps present in the literature were revealed. More precisely, conclusions and research gaps were divided into five broad areas: (1) cross-sectional nature of data gathered by available studies, (2) separation of available motivation and reward practices examined in research so far, (3) generic application of reward practices and conclusions without taking into account independent characteristics of individuals, organizations and industries, (4) potential application of new reward management concepts to project teams, and (5) reward management problems related to various roles and responsibilities of project management stakeholders. Keywordstemporary organizing, project-based organizations, work motivation, reward management, human resource management5th IPMA SENET Project Management Conference (SENET 2019)

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The Project Involvement Index, psychological distress, and psychological well-being: Comparing workers from projectized and non-projectized organizations

Cited by 33 publications

References 43 publications

Innovation in health service management: Adoption of project management offices to support major health care transformation

Innovation in health service management: Adoption of project management offices to support major health care transformation

Major hospital transformations: An integrative review and implications for nursing

Work motivation and temporary organizing – an overview of the state and perspectives of reward practices in project-based organizations

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