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Addresses the standardization of the measurements and the labels for concepts commonly used in the study of work organizations. As a reference handbook and research tool, seeks to improve measurement in the study of work organizations and to facilitate the teaching of introductory courses in this subject. Focuses solely on work organizations, that is, social systems in which members work for money. Defines measurement and distinguishes four levels: nominal, ordinal, interval and ratio. Selects specific measures on the basis of quality, diversity, simplicity and availability and evaluates each measure for its validity and reliability. Employs a set of 38 concepts ‐ ranging from “absenteeism” to “turnover” as the handbook’s frame of reference. Concludes by reviewing organizational measurement over the past 30 years and recommending future measurement reseach.

Trending in modern interior design frameworks is an integration of real and simulated (i.e. photographs, murals) elements of nature into buildings, and a number of interdisciplinary studies concern the effects of nature on various aspects of human functioning. The purpose of this paper is to measure employees’ self-reported levels of affective organizational commitment (AOC), perceived productivity, well-being, attention restoration and satisfaction at work to explore how each mural is conceptualized and to make recommendations to hospital administrators and facilities managers as they make decisions concerning mural design and placement. One hospital had a biophilic mural and the other had a bold abstract mural.

The research was carried out using post-occupancy evaluation and mixed-methods survey design.

Employees in both hospitals disagreed that their organizational commitment (OC), perceived productivity or well-being at work had improved since the new murals had been installed. Responses from both hospitals were also low concerning perceptions of attention restoration. Indeed, no significant differences between hospitals were found. Correlations among scales were found within hospitals that support published studies. More correlations occurred at the hospital where employees viewed the biophilic mural (e.g. between OC and perceived productivity, and between satisfaction with the physical environment and perceived productivity). At both sites, satisfaction with the physical environment correlated with OC.

The authors expected that those working within view of the biophilic mural would report stronger ratings of AOC, perceived productivity, well-being, attention restoration and satisfaction with the workplace than employees with a view of the abstract scene. No differences between groups were found; responses to psychosocial scale items asking about whether attitudes had improved after the retrofit were low or neutral for employees in either hospital. However, more correlations between scales that support existing literature were revealed for those working near the biophilic mural. Thus, the authors recommend architectural programming before a design change to gather insight on occupants’ preferences at work.

The purpose of this study is to capture patients' and employees' perception of quality of care in the Indian private hospitals and to find the possible perceptual gaps between both the groups.

Authors have referred to the Victorian patient satisfaction monitoring (VPSM) scale and studied the responses of 327 patients and 327 employees collected from six private Indian tertiary care hospitals. SPSS v26 software was used to conduct the data reliability test, descriptive analysis and Mann–Whitney U test.

Authors have found significant differences in perceptions of quality of care between the patients and employees in the Indian hospitals. Employees have high positive perceptions towards the provided medical care whereas the patients have less favourable perceptions for many quality indicators.

This study findings help the healthcare managers, practitioners and healthcare workers of the Indian hospitals to understand the perceptions of both the employees and the patients towards healthcare quality elements and help to reduce the existing perceptual gap in the process of providing quality healthcare services.

To the best of authors knowledge, this is one of the pioneering studies conducted in Indian healthcare industry to capture and compare the perceptions of both the employees' and the patients' perceptions of various quality of care elements. This study highlighted the existing perceptual gap between the employees and the patients on various healthcare quality elements and indicated the critical areas for improvement to provide high quality healthcare services.

This study aims to examine to what extent the relationships between hospital workers’ perceptions of lean leadership behaviour, their engagement and the hospital unit’s perceived performance are mediated by job demands.

The data (n = 1,624) come from a lean implementation study in a Dutch hospital and are analysed using structural equation modelling in Mplus (v8.4).

The results confirm that lean leadership behaviour is related to employee engagement and hospital unit performance as perceived by employees, and these relationships are partially mediated through job demands. More specifically, the authors found that the type of job demand explains the direction of mediation effects. On the one hand, so-called challenging demands positively mediate the relationships between lean leadership behaviour and its outcomes. Conversely, hindering demands negatively mediates the relationship between lean leadership behaviour and perceived unit performance.

The authors recommend hospital organisations and human resources managers start by helping hospital leaders understand the underlying mechanisms that explain the effects of leadership on employees’ perceptions and, second, support their frontline leaders by providing training, coaching and feedback on how to influence job demands in a way that creates an optimal work environment for hospital employees.

The authors contribute to the literature by building upon insights from the job demands-resources model to explain the effects of lean leadership behaviour and by investigating the relevance of lean leadership in a hospital context, given the phenomenon’s strong roots in manufacturing.

The purpose of this paper is twofold: first, to examine whether workers in various hospital job groups differ in their perceptions of the provision of managerial support, and of their up-to-date expertise (UDE), willingness to change (WTC) and employment opportunities (EO). Second, to examine whether and how the relationships between managerial support, workers’ UDE, WTC and their EO are moderated by hospital job type.

Survey data were collected from 1,764 employees of three Dutch hospitals. ANOVAs and structural equation modeling were used to test the hypotheses.

The research findings indicate significant differences between the hospital job groups with regard to UDE, WTC and EO. No support was found for differences on managerial support nor for a moderating effect of hospital job type. The latter means that the relationships of managerial support with workers’ UDE, WTC and EO are independent of job type.

Based on the findings, a classification system is constructed that shows how hospital workers’ UDE, WTC and EO can be explained by the combination of the educational level required by a job and its degree of specialization.

As posited by the ecological model of health, improvements in the nutrition and physical activity environments of worksites may facilitate healthier dietary intakes and physical activity patterns of employees. This cross-sectional study describes current policies and practices targeting these environments in five large Texas-based hospitals employing approximately 40,000 adults. The paper aims to discuss these issues.

The environmental assessment tool survey, an observation tool, was used to assess these policies and practices in August and September 2012.

Results demonstrated major policy and practice deficiencies, including a lack of policies supporting on and offsite employee physical fitness, no healthy catering or healthy meeting policies, minimal subsidizing of healthy food and beverage options, few health-promoting vending services, and no performance objectives related to worksite health improvement. Hospitals having an active employee wellness staff consistently performed better on implementation of policies and practices supporting healthy eating and physical activity.

This study supports practice recommendations including engaging executive leadership to prioritize worksite wellness and using policies to create an infrastructure that promotes healthy eating and encourages physical activity among employees.

This study is the first to compare and contrast the nutrition and the physical activity environments of large hospitals, allowing for the identification of common environmental barriers and supports across multiple hospital and foodservice systems.

This study aims to examine the effect of job stress on perceived organizational support (POS) and organizational commitment in hospitals in Amman, Jordan. It also investigated the mediating role of POS on the relationship between job stress and organizational commitment.

The study used a cross-sectional, quantitative survey design to collect data from 500 employees in six hospitals in Amman, Jordan. An Arabic version of a reliable and valid measurement instrument was used. A convenience sample was selected from employees in the targeted hospitals. Mediating effect was tested using the approach proposed by Baron and Kenny (1986). Validity and reliability tests were applied, and regression analyses were used to test the study hypotheses.

The results revealed a significant negative effect of job stress on POS and organizational commitment. The results also indicated full negative mediating effect of POS on the relationship between job stress and organizational commitment.

This research promotes hospitals to implement strategies that reduce employees’ job stress, increase levels of POS among employees working at hospitals, which, in turn, will enhance employees’ commitment to their hospitals.

This study is one of the first to investigate the proposed effects in Jordan in particular, and the Middle East in general. In addition, it contributes to the literature by examining the mediating effect of POS on the relationship between job stress and organizational commitment. Recommendations are provided to practitioners in hospitals based on the study results.

The purpose of this descriptive and cross‐sectional study is to explore the relationships between managers' leadership styles and employees' job satisfaction in Isfahan University Hospitals, Isfahan, Iran, 2004.

The data were collected through the distribution of two questionnaires among the 814 employees, first line, middle and senior managers of these hospitals through a stratified random sampling.

The dominant leadership style of managers was participative. The mean score of employee‐oriented dimension of leadership style in first line, middle and senior managers were 52, 54, and 54 (from 75 credit) respectively. The mean score of task‐oriented dimension of leadership style in first line, middle and senior managers were 68, 69, and 70 (from 100 credit) respectively. The mean score of employee's job satisfaction was 3.26±0.56 on a 6 scale (moderate satisfaction), 1.9, 26.1, 64.7, and 7.3 percent of hospital employees had respectively very low, low, moderate, and high satisfaction with their job. Employees demonstrated less satisfaction with salaries, benefits, work conditions, promotion and communication as satisfier factors and more satisfaction with factors such as the nature of the job, co‐workers and supervision type factors. There was significant correlation (p<0.001) between the use of leadership behaviors and employees and job satisfaction.

Employee job satisfaction depends upon the leadership style of managers. Nevertheless, participative management is not always a good management style. Managers should select the best leadership style according to the organizational culture and employees' organizational maturity.

Although this study conducted in Iran, it is anticipated that the findings may have relevance on a broader scale. By replicating this study in different countries and contexts the results of could be very helpful for developing a new model of leadership with new implementation techniques that can be implemented easily and successfully in a cross cultural context.

This paper aims to examine the level of smoke‐free policies in general hospitals and the barriers faced in implementing restrictive policies banning smoking inside buildings and on surrounding grounds.

A survey was developed to gather data on hospitals' current smoke‐free policies, including the challenges faced when implementing such a policy or the barriers to implementing one. The surveys were directed to the chief executive officers (CEOs) of Alabama general hospitals. Responses from 47 hospital CEOs, representing 46.5 percent of the total population were obtained.

Over one‐quarter of respondents were found to have restrictive smoke‐free policies. Of this group, over one‐third experienced a hostile response from employees that smoked. Nearly 85 percent indicated that they made smoking cessation resources available to their employees. Of those that did not have a restrictive smoke‐free policy, fear of employee and patient backlash was cited as the most common deterrent against implementing such a policy.

Studies show that restrictive smoke‐free workplace policies have altered employees' smoking prevalence and consumption. Given the recent reports on the dangers of secondhand smoke, hospitals should reduce the risk of exposure to secondhand smoke for employees, patients, and visitors. Furthermore, restrictive smoke‐free policies may help to increase hospitals' bottom line.

A study examining restrictive smoke‐free policies in general hospitals and challenges faced in implementing such policies is absent from the literature. Identifying the barriers faced may help health care facilities to avoid or overcome these barriers when implementing such policies. The paper addresses the issues involved.

This chapter explores the adoption and implementation of a conflict management system (CMS) in a hospital setting. In particular, it uncovers the different motivations and challenges associated with a CMS across various stakeholders within the organization.

The chapter is based on qualitative research conducted in a large American hospital that adopted and implemented a CMS over the course of 15 months. The author conducted extensive interviews with stakeholders across the organization, including top management, union leaders, middle managers, clinicians, and frontline staff. Findings are also based on an array of observations, including stakeholder meetings and conflict management sessions.

The case study demonstrates the centrality of underexplored, generalizable, and industry-specific pressures that may lead organizations to reconsider their use of traditional dispute resolution practices and to institute a CMS. It also highlights the inherent organizational ambivalence toward the design and adoption, initiation and implementation, and routine use of a CMS and it documents the different types of outcomes delivered to various stakeholders.

The chapter provides a nuanced portrait of the antecedents to and consequences of the transformation of conflict management within one organization. It contributes to the existing body of research exploring the 30-year rise of alternative dispute resolution and CMSs in a growing proportion of firms in the United States. The use of an in-depth case-study method to examine this CMS experience offers a number of important insights, particularly regarding different stakeholder motivations and outcomes.