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The study focuses on the negative implications that an organizational crisis can have for individual employees. Specifically, it considers job-related uncertainty, negative emotions (anxiety and frustration) and job disengagement. Through the lens of the social exchange theory, it is argued that internal crisis communication needs to provide sufficient socioemotional resources to their employees in order to mitigate these negative outcomes. In particular, the study argues for internal crisis communication that fosters organizational transparency and organizational support to achieve these mitigating effects.

An online survey among employees in Austria was administered one year after the outbreak of the COVID-19 pandemic – this specific crisis context particularly evoked job-related uncertainty and negative emotions which are considered relevant drivers of job disengagement. The hypotheses were tested using structural equation modeling based on a sample of N = 410.

Results show that employees' perceptions of job-related uncertainty are strongly linked to job-related anxiety and frustration; job-related frustration, in turn, strongly influences job disengagement. Overall, employees' perceptions of organizational transparency and organizational support contribute both to prevent the risk of job disengagement; however, the processes how these effects evolve differ. Whereas organizational transparency works on the cognitive level via a reduction of employees' perceptions of uncertainty, organizational support shows its effect on the emotional level through a reduction of job frustration.

The study contributes to the scarce research on how internal crisis communication can address employees' uncertainty, negative emotions and job disengagement during a crisis. Moreover, despite the lack of organizational responsibility for creating the crisis, the study emphasizes organizational accountability to respond to the needs of its employees to mitigate negative effects.

The purpose of this paper is to make the case for bringing compassion to students in educational settings, preschool through graduate school (PK-20).

First, the author defines what is meant by “compassion” and differentiates it from the related constructs. Next, the author discusses the importance of bringing compassion into education, thinking specifically about preschool, K-12 (elementary and middle school/junior high/high school), college students, and graduate students (e.g. law, medical, nurses, counselors and therapists-in-training). The author then reviews the scant empirical literature on compassion in education and makes recommendations for future research. In the final section, the author makes specific and practical recommendations for the classroom (e.g. how to teach and evaluate compassion in PK-20).

While there is a fair amount of research on compassion with college students, and specifically regarding compassion for oneself, as the author reviews in this paper, the field is wide open in terms of empirical research with other students and examining other forms of compassion.

This is not a formal review or meta-analysis.

This paper will be a useful resource for teachers and those interested in PK-20 education.

This paper highlights the problems and opportunities for bringing compassion into education settings.

To date, no review of compassion in PK-20 exists.

This paper aims to fill gaps in one’s knowledge of the impact of organizational change on two outcomes relevant to hospital service quality (performance obstacles and physician job satisfaction) and in one’s knowledge of the role of middle manager change-oriented leadership in relation to the same outcomes. Further, the authors aim to identify how physician participation in decision-making is impacted by organizational change and change-oriented leadership, as well as how it mediates the relationships between these two variables, performance obstacles and job satisfaction.

The study adopted a cross-sectional survey design including data from Norwegian hospital physicians (N = 556). A hypothetical model was developed based on existing theory, confirmatory factor analysis was carried out in order to ensure the validity of measurement concepts, and the structural model was estimated using structural equation modelling.

The organizational changes in question were positively related to performance obstacles both directly and indirectly through participation in decision-making. Organizational change was also negatively related to job satisfaction, both directly and indirectly. Change-oriented leadership was negatively related to performance obstacles, but only indirectly through participation in decision-making, whereas it was positively related to job satisfaction both directly and indirectly.

The authors developed a theoretical model based on existing theory, but to their knowledge no other studies have tested these exact relationships within one model. These findings offer insights relevant to current and ongoing developments in the healthcare field and to the question of how hospitals may deal with continuous changes in ways that could contribute positively towards outcomes relevant to service quality.

This ethnographic revisit of a general hospital aims to critically explore and describe the mechanisms of corporate culture change and how institutional excellence is facilitated and constrained by everyday management practices between 1996/1997 and 2014/2015.

A five-month field study of day-to-day life in the hospital's nursing division was conducted by means of an ethnographic revisit, using participant-observation, semi-structured interviews, free conversations and documentary material.

Using labour process analysis with ethnographic data from a general hospital, the corporate culture is represented as faceted, complex and sophisticated, lending little support to the managerial claims that if corporate objectives are realised, they are achieved through some combination of shared values, beliefs and managerial practices. The findings tend to support the critical view in labour process writing that modern managerial initiatives lead to tightened corporate control, advanced employee subjection and extensive effort intensification. The findings demonstrate the way in which the nursing employees enthusiastically embrace many aspects of the managerial message and yet, at the same time, still remain suspicious and distance themselves from it through misbehaviour and adaptation, and, in some cases, use the rhetoric against management for their own ends.

What are the implications for clinical and managerial practitioners? The recommendations are to (1) develop managerial practitioners who are capable of managing change combined with the professional autonomy of clinical practitioners, (2) take care to practise what you preach in clinical and managerial reality, as commitment, consent, compliance and difference of opinion are signs of a healthy corporate culture and (3) consider the implications between social structures and human actions with different work behaviours on different levels involved.

This ethnographic revisit considers data from a labour process analysis of corporate culture change in a general hospital and revisits the ways in which contradictory expectations and pressures are experienced by nursing employees and management practitioners spread 17 years apart.

This study aims to explore whether the working parents' perception about the necessity of childcare centres for their work efficiency is associated with their anxieties and concerns related to their dual responsibilities, i.e. providing proper parental childcare and maintaining work efficiency.

A sample of 100 employed parents, from the Jashore region of Bangladesh, was surveyed, and descriptive and inferential statistics were used to analyze the data.

It was revealed that there is a strong association between the perceived negative impact on job performance, childcare, child development, work efficiency and perceived need for a childcare centre.

The limitation of this study is that it was confined to Jashore University of Science and Technology. The results may differ from those of the study conducted outside this study area and the methodology used here.

This study has significant practical implications for employers, childcare service providers and policy makers, especially in Bangladesh. The employers will be able to understand the demand for childcare services centres among the employed parents in respective organizations. It will draw attention of employers of knowledge intensive industries and grants commission to the issue of conflict of work and childcare-related responsibilities of employed parents. This will also make employers conscious about the dilemma that is undergone by employed parents motivating them to take actions for minimizing such conflicts to ensure better job performance of working parents.

Based on this study, childcare providers and other policy makers will be able to ascertain the potential size of the childcare market and determine the requirement for investment in childcare-related human resources development. As the work and childcare responsibilities compete for limited time of working parents, either childcare or job performance suffers. This causes concerns, anxieties or remorse, which again hampers the job performance further. Therefore, this study may motivate the university authority around the world, specifically those in Bangladesh, to provide childcare facilities for its faculties, students and other employees.

This study contributes to the literature on growing demand for centre-based childcare services in an emerging economy context. It provides evidence of high demand for on- and off-site childcare centres to enhance work efficiency of working parents.

Hierarchical and flat organizational types are predominant in Spain and Sweden, respectively. To study how managers’ commitment and work overcommitment (WOC) affect employee well-being, and job perception in these different countries can shed insight on how to improve eldercare organization. The purpose of this paper was to study the association between eldercare employee exposure to managers’ commitment and WOC, and employee mental well-being and job perception and how these associations differed between Spain and Sweden.

A questionnaire with validated questions on commitment, WOC, mental well-being and job perception, operationalized as the perception of quality of care and turnover intent, was sent out to eldercare managers and employees in Spain and Sweden. t-Tests, χ² and linear regression were applied to study the associations and differences between the countries.

Interaction analyses revealed that Spanish employees’ mental well-being and job perception were influenced by their managers’ commitment and WOC in that manager commitment improved and WOC impaired well-being and job perception. However, the Swedish eldercare employees were not influenced by their managers on these parameters.

The impact of managerial commitment and WOC differed between employees in Spain and Sweden, possibly because the preconditions for leadership varied due to differences in organizational type.

This study compares the managers’ impact on employee health and job perception in two countries with different organizational prerequisites. Moreover, managers’ commitment and WOC were estimated by the managers themselves and did not rely on the employees’ perception, which improved ecological validity.