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This paper aims to illuminate the issue of workplace violence (WPV) against psychiatry residents. Workplace violence is known to negatively impact physical and emotional well-being, professional development and the quality of the care that mental health professionals provide to patients. The authors discuss the prevalence of, risk factors for and consequences of WPV against psychiatry residents, as well as the need for support and resources to help residents cope with the emotional challenges of their job.

This paper is a review of the literature on WPV against psychiatry residents, and includes studies on its prevalence, associated risk factors and consequences.

Psychiatry residents face a heightened risk of WPV, including physical and verbal attacks, which can harm their mental and physical health and disrupt their continuity of care. Factors that contribute to WPV against psychiatry residents include exposure to aggressive or violent behaviors, inadequate training in WPV, understaffing, the stigmatization of mental illnesses, and discriminatory treatment. Furthermore, psychiatry residents who encounter WPV may develop negative emotions and attitudes toward their patients, which can compromise the care they provide.

The inherent heterogeneity of study designs highlighted in this review could hinder the establishment of definitive conclusions about the impact of workplace violence on psychiatry residents. A focus on studies published in English may inadvertently exclude relevant literature in other languages, potentially limiting the comprehensiveness of study findings.

This paper highlights resident physicians’ personal experiences with and perceptions of WPV encountered during residency training. In response, potential solutions are proposed to address WPV, including increased support for resident physicians, mandatory reporting of WPV incidents, and a cultural shift toward zero tolerance for WPV. In addition, the paper raises awareness of the limited research on this topic and the importance of further investigation.

Society is critically dependent on an adequate supply of hospital doctors to ensure optimal health care. Voluntary turnover amongst hospital doctors is, however, an increasing problem for hospitals. The aim of this study was to systematically review the extant academic literature to obtain a comprehensive understanding of the current knowledge base on hospital doctor turnover and retention. In addition to this, we synthesise the most common methodological approaches used before then offering an agenda to guide future research.

Adopting the PRISMA methodology, we conducted a systematic literature search of four databases, namely CINAHL, MEDLINE, PsycINFO and Web of Science.

We identified 51 papers that empirically examined hospital doctor turnover and retention. Most of these papers were quantitative, cross-sectional studies focussed on meso-level predictors of doctor turnover.

Selection criteria concentrated on doctors who worked in hospitals, which limited knowledge of one area of the healthcare environment. The review could disregard relevant articles, such as those that discuss the turnover and retention of doctors in other specialities, including general practitioners. Additionally, being limited to peer-reviewed published journals eliminates grey literature such as dissertations, reports and case studies, which may bring impactful results.

Globally, hospital doctor turnover is a prevalent issue that is influenced by a variety of factors. However, a lack of focus on doctors who remain in their job hinders a comprehensive understanding of the issue. Conducting “stay interviews” with doctors could provide valuable insight into what motivates them to remain and what could be done to enhance their work conditions. In addition, hospital management and recruiters should consider aspects of job embeddedness that occur outside of the workplace, such as facilitating connections outside of work. By resolving these concerns, hospitals can retain physicians more effectively and enhance their overall retention efforts.

Focussing on the reasons why employees remain with an organisation can have significant social repercussions. When organisations invest in gaining an understanding of what motivates their employees to stay in the job, they are better able to establish a positive work environment that likely to promote employee well-being and job satisfaction. This can result in enhanced job performance, increased productivity and higher employee retention rates, all of which are advantageous to the organisation and its employees.

The review concludes that there has been little consideration of the retention, as opposed to the turnover, of hospital doctors. We argue that more expansive methodological approaches would be useful, with more qualitative approaches likely to be particularly useful. We also call on future researchers to consider focussing further on why doctors remain in posts when so many are leaving.

Common challenges for healthcare systems worldwide are population ageing, rising therapy spending and reduced economic resources. In response, AI can play a crucial role in facilitating managerial and economic objectives within a holistic vision of care and improve the experience of patients and professionals. AI may change the delivery of services and the demand for them as well. This raises questions of how to balance the supply and demand sides of healthcare services, how to leverage competitive positioning and how to differentiate strategies specific to the public and to the private sector.

The detrimental effects of increased workloads and high-stakes accountability that impact on teachers’ job satisfaction and wellbeing have been well documented in the international literature (Holloway et al., 2017; Perryman et al., 2011). This chapter will explore the factors which influence staff mental health and wellbeing in schools. The authors unpack issues of burnout, job satisfaction and teacher attrition. The authors consider the concept of teacher resilience by situating resilience within a socio-ecological framework. Specifically, the authors draw on Greenfield’s (2015) model of teacher resilience. The authors draw on our own research to explore the relationship between staff wellbeing and student wellbeing (Glazzard & Rose, 2020). In addition, the authors consider the specific issues related to the wellbeing of school leaders.

The purpose of this study is to identify and assess the factors that influence the work performance of employees in the service sector of Mauritius during the post-COVID-19 period. Factors like emotional labour, burnout, job satisfaction and psychological health of employees have been identified as those potential factors influencing the work performance of employees.

This study adopts the survey-based approach for data collection. Employees from the service sector were targeted, that is, those who have direct contact with the customers. A response rate of 197 was recorded. The partial least square structural equation modelling has been used to run the data analysis.

Ten hypotheses were proposed, and four hypotheses were accepted. Job satisfaction appears to positively influence the work performance of employees in the service sector. Emotional labour, burnout and psychological health of employees appeared not to significantly affect the work performance of employees.

From a practical perspective, the author recommends that employers need to provide more support in terms of employee counselling, more job rotation for the employees to avoid burnout. Other support mechanisms as a supportive supervisor/manager where the employees can voice their concerns. It is also recommended that employers should have a more humane way to handle their human resources despite they are having the pressure to maximise profits. Employers need to understand that commercialisation of emotions demand a lot of emotional pressure on the employees and job re-design might be a solution to provide employees with more autonomy in the workplace. The level of flexibility also needs to be reviewed and employees should be more trusted.

This study acknowledges that a lot of research has been done in identifying and assessing factors that significantly impact employees’ work performance. Nevertheless, this study brings together two theories, namely, the social exchange theory and the psychological contract theory to better understand the relationship between the variables. This study also brings a methodological contribution with second-order factor analysis of factors like emotional labour and burnout which enabled better assessment and understanding of the factors and their effect on work performance. Some practical recommendations have also been made.

Implementing artificial intelligence (AI) in healthcare organizations involves the entire organization. This groundbreaking technology is becoming central to achieve the goals of the new healthcare through the ongoing commitment to sustainability despite the severe lack of resources. Decision-makers in healthcare need knowledge and skills to prepare for the changes in many professional activities in the years ahead. Furthermore, chief medical officers and clinical leaders need to act on the opportunities that AI can bring, starting from its integration into the reality of healthcare settings while working with those responsible for managing and implementing AI in compliance with current legislation in Europe and the United States. Finally, stakeholders need to know how to leverage AI capabilities and how to recognize its limitations and its opportunities in administrative applications (admin AI) to optimize day-to-day operations and clinical applications (non-admin AI). In this view, clinical leaders and health care decision-makers may appreciate AI as a new way to provide sustainable social and healthcare services.

The purpose of this study is to test a model of healthcare professionals’ well-being seen as a consequence of a process of motivated professional identity construction, a variable that mediates the influence of the organizational identity (utilitarian or normative) and the perceived reputation of the profession on well-being.

Cross-sectional design, based on a survey of 384 healthcare professionals. Structural equation modeling with latent variables was used to test the model.

The data provide empirical evidence supporting the proposed model. We find that organizational identity (utilitarian and normative) and perceived professional reputation positively relate to professional identity, a variable that positively relates to well-being. Professional identity mediates the relationship between organizational identity (normative and utilitarian) and perceived professional reputation and well-being. Utilitarian organizational identity and perceived professional reputation are also directly related to well-being.

This research significantly departs from the current focus of explaining the well-being of healthcare professionals by resorting mainly to individual factors and introduces organizational and institutional determinants.

This article aims to clarify the concepts used to understand, analyze and improve a patient’s progress through a health service system. A patient pathway describes plans and intentions. Within it, we distinguish between the clinical pathway of decisions and interventions and the care pathway of supportive activities. As a patient pathway is implemented, it turns into a patient journey of what is done, what happens to a patient’s medical condition and what is experienced and felt. We introduce “patient journey disruption” (PJD) as a concept describing the events that need to be prevented from happening to accomplish integrated, coordinated and seamless care.

The method used in this paper is concept analysis. First, an expert steering group worked to refine the concept of PJDs; second, an analysis of similar concepts from related fields was done to root the concept into existing theories, and third, semi-structured interviews with professionals and patients were done to test the concept of PJDs in the home care context.

PJDs are agency-based harmful events in the execution of the care pathway that deviate the patient journey from what can be reasonably expected. PJDs are management failures, which is why they should be studied by healthcare operations management (HOM) and service science scholars with the intention to find ways to prevent them from happening.

This study has limitations, including presenting conceptual ideas and preliminary results that are only indicative.

We believe that the introduction of the concept of PJDs into the literature provides a new, systematic way of approaching the different shortcomings in our healthcare production systems. Moreover, by systematically identifying different PJDs, interventions can be designed and targeted more appropriately.

Managerial challenges regarding healthcare processes have been studied but have not been well defined. The concept of PJDs is an original, well-thought-out definition.

Across many high-stakes contexts, teams influence their members’ physical and psychological Well-Being. For example, teams can provide social support and backup behaviors to reduce demands on team members. On the contrary, teams engaged in conflict or other deleterious processes can serve as a source of stress for their members. Despite these potential impacts, existing research primarily focuses on the impact of teamwork on team-level, rather than individual-level outcomes. This chapter argues that teams play an important role in members’ Well-Being, synthesizing existing research on the topic and focusing on synthesizing research that suggests teams play an important and overlooked role in members’ Well-Being, and providing recommendations for future research in this domain.

Based on the job demands-resources theory, the objective of the current research is to investigate the influence of contextual (i.e. change information), as well as, personal (i.e. meaning-making) change resources on the perceived change uncertainty (PCU) and employee burnout (i.e. emotional exhaustion, cynicism, professional efficacy) relationship.

The paper examines (1) whether PCU is related to burnout, (2) the extent to which change information and meaning-making are directly associated with burnout and (3) whether change information and meaning-making moderate the relationship between PCU and employee burnout. The research data were collected (in three sequential phases) from 293 employees of a group of Luxury Hotels and Resorts located in Southern Greece that has undergone a major cultural change.

The research findings suggest that change information is related to exhaustion and cynicism, as well as, that meaning-making is directly related to all of the burnout components. Change information buffered the negative relationship between PCU and exhaustion and between PCU and cynicism. Meaning-making moderated the negative relationship between PCU and exhaustion.

The results support that leaders and managers will benefit significantly if they realize how important is to ensure that these change resources (i.e. change information and meaning-making) are in place during organizational changes and constantly evaluate the factors that can increase their employees’ well-being.

The originality of this study lies in the finding that change information moderated the negative relationship between PCU and exhaustion, as well as, PCU and cynicism; and that meaning-making moderated the negative relationship between PCU and exhaustion. Further, the study refers to the Greek tourism industry (9th in the word in terms of international tourist arrivals) which plays a pivotal role to the Greek economy. Finally, the research findings contribute to the uncertainty reduction theory, as well as, other related notions.