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No studies have examined preoperative handoffs from the intensive care unit (ICU) to OR. Given the risk of patient harm, the authors developed a standardized ICU to OR…
No studies have examined preoperative handoffs from the intensive care unit (ICU) to OR. Given the risk of patient harm, the authors developed a standardized ICU to OR handoff using a previously published handoff model. The purpose of this paper is to determine whether a standardized ICU to OR handoff process would increase the number of team handoffs and improve patient transport readiness.
The intervention consisted of designing a multidisciplinary, face-to-face handoff between sending ICU providers and receiving anesthesiologist and OR nurse, verbally presented in the I-PASS format. Anticipatory calls from the OR nurse to the ICU nurse were made to prepare the patient for transport. Data collected included frequency of handoff, patient transport readiness, turnover time between OR cases, and anesthesia provider satisfaction.
In total, 57 audits were completed. The frequency of handoffs increased from 25 to 86 percent (p<0.0001) and the frequency of patient readiness increased from 61 to 97 percent (p=0.001). There were no changes in timeliness of first start cases and no significant change in turnover times between cases. Anesthesia provider satisfaction scores increased significantly.
A standardized, team based ICU to OR handoff increased the frequency of face-to-face handoffs, patient readiness and anesthesia provider satisfaction within increasing turnover between cases.
Although studies have identified the transition of patients from the ICU to the OR as a period of increased harm, the development of a preoperative ICU to OR handoff had not been described. This intervention may be used in other institutions to design ICU to OR transitions of care.
The processes that underlie ability emotional intelligence (EI) are barely understood, despite decades of management research. Furthermore, the outcomes of these processes…
The processes that underlie ability emotional intelligence (EI) are barely understood, despite decades of management research. Furthermore, the outcomes of these processes have been narrowly and prescriptively defined. To address this deficiency, I conducted a phenomenological study (n = 26). Findings from a public sector sample suggest that the underlying emotional processes of meaningful life events are – at least for now – better defined through the construct of emotion regulation. While it is part of the ability EI model, the emotional processing that occurs prior to emotion regulation being initiated is likely to be less consistent with current EI theory. Likewise, these processes lead to outcomes considerably more nuanced than currently appreciated in the EI literature. Consequently, what started as a gap-filling approach to research eventually turned into a problematization of what scholars seem to know about EI. I outline the theoretical and practical implications of this study for management, and offer suggestions for future research.
Based on a review of multiple literatures, a comprehensive content domain of essential intercultural competencies for effective global leaders is presented. This domain is…
Based on a review of multiple literatures, a comprehensive content domain of essential intercultural competencies for effective global leaders is presented. This domain is then used to guide the development of the Global Competencies Inventory (GCI), a 160-item self-report measure that assesses the degree to which individuals possess the intercultural competencies that are associated with global leader effectiveness. Using sample sizes ranging from several hundred to nearly 9,000 subjects, evidence from several studies is presented showing the GCI to have convergent validity, predictive validity, and freedom from demographic and ethnic subgroup biases. Implications for theory and future research are also discussed.
Scholars and practitioners in the OB literature nowadays appreciate that emotions and emotional regulation constitute an inseparable part of work life, but the HRM…
Scholars and practitioners in the OB literature nowadays appreciate that emotions and emotional regulation constitute an inseparable part of work life, but the HRM literature has lagged in addressing the emotional dimensions of life at work. In this chapter therefore, beginning with a multi-level perspective taken from the OB literature, we introduce the roles played by emotions and emotional regulation in the workplace and discuss their implications for HRM. We do so by considering five levels of analysis: (1) within-person temporal variations, (2) between persons (individual differences), (3) interpersonal processes; (4) groups and teams, and (5) the organization as a whole. We focus especially on processes of emotional regulation in both self and others, including discussion of emotional labor and emotional intelligence. In the opening sections of the chapter, we discuss the nature of emotions and emotional regulation from an OB perspective by introducing the five-level model, and explaining in particular how emotions and emotional regulation play a role at each of the levels. We then apply these ideas to four major domains of concern to HR managers: (1) recruitment, selection, and socialization; (2) performance management; (3) training and development; and (4) compensation and benefits. In concluding, we stress the interconnectedness of emotions and emotional regulation across the five levels of the model, arguing that emotions and emotional regulation at each level can influence effects at other levels, ultimately culminating in the organization’s affective climate.
The International Human Resource Management literature has paid less attention to the selection of expatriates and the decision-making criteria with regard to such…
The International Human Resource Management literature has paid less attention to the selection of expatriates and the decision-making criteria with regard to such selection, than to issues relating to expatriates’ role, performance, adjustment, success, and failure. Yet, before expatriates commence their assignments, they need to be selected. The purpose of this book chapter is to provide an overview of issues related specifically to expatriate selection. In particular, the chapter traces the chronological development of selection over the last five decades or so, from prior to 1970 until present. The chapter subsequently identifies five expatriate selection criteria that have been applied in regard to traditional international assignments, but are also relevant to alternative assignments.
We begin by reviewing expatriate selection historically and its position within expatriate management based on changing business environments. Then, drawing from over five decades of literature on international assignments, we identify and discuss five organizational, individual, and contextual level criteria for selecting expatriates.
Emphasis on different issues tends to characterize expatriate selection during the various decades since the literature has taken up the topic. The chapter describes those issues, following a chronological perspective. In addition, the chapter organizes the various selection criteria in five clusters: organization philosophy, technical competence, relational abilities, personal characteristics, and spouse and family situation.
Research limitations and practical implications
While there are studies on expatriate selection, there is more to be understood with regard to the topic. Provided all other expatriation phases are subsequent, if selection is not understood in detail, the foundations of studying phases and processes that take place once expatriates are selected may not be sound. While the scholarly conversations of other expatriate-related issues should continue, the international human resource management literature can absorb more analyses on selection. A better understanding of expatriate selection will assist its better management. The chapter provides a basis for human resource management professionals to be able to map the various criteria for selection, and decide, under particular circumstances, which ones to prioritize and why.
The chapter brings clarity to a topic that has remained less researched when compared to other areas of interest related to expatriates and their international assignments by tracing the historical development of this important phase of the expatriation process. In addition, the chapter organizes a number of selection criteria along five core areas and discusses each of them to gain insights that help explain expatriate selection in greater detail.
Organizational behavior scholars have long recognized the importance of a variety of emotion-related phenomena in everyday work life. Indeed, after three decades, the span…
Organizational behavior scholars have long recognized the importance of a variety of emotion-related phenomena in everyday work life. Indeed, after three decades, the span of research on emotions in the workplace encompasses a wide variety of affective variables such as emotional climate, emotional labor, emotion regulation, positive and negative affect, empathy, and more recently, specific emotions. Emotions operate in complex ways across multiple levels of analysis (i.e., within-person, between-person, interpersonal, group, and organizational) to exert influence on work behavior and outcomes, but their linkages to human resource management (HRM) policies and practices have not always been explicit or well understood. This chapter offers a review and integration of the bourgeoning research on discrete positive and negative emotions, offering insights about why these emotions are relevant to HRM policies and practices. We review some of the dominant theories that have emerged out of functionalist perspectives on emotions, connecting these to a strategic HRM framework. We then define and describe four discrete positive and negative emotions (fear, pride, guilt, and interest) highlighting how they relate to five HRM practices: (1) selection, (2) training/learning, (3) performance management, (4) incentives/rewards, and (5) employee voice. Following this, we discuss the emotion perception and regulation implications of these and other discrete emotions for leaders and HRM managers. We conclude with some challenges associated with understanding discrete emotions in organizations as well as some opportunities and future directions for improving our appreciation and understanding of the role of discrete emotional experiences in HRM.
Recently scholars have been interested in examining social intelligence, emotional intelligence, and cultural intelligence, but none have examined all these in a…
Recently scholars have been interested in examining social intelligence, emotional intelligence, and cultural intelligence, but none have examined all these in a comparative study of cultures. Here an empirical examination is conducted of a high-context culture, India, versus a low-context culture, the United States. Linear regression was conducted and findings indicate that the hypothesized relationships, that high-context cultures will have a higher social, emotional, and cultural intelligence, are not supported. In fact, social intelligence was found to be higher in the U.S. sample. Managerial implications and avenues for future research are presented.
This article introduces a systems‐centered model for emotional intelligence (EI). This makes it possible to consider not only the emotional intelligence of individuals…
This article introduces a systems‐centered model for emotional intelligence (EI). This makes it possible to consider not only the emotional intelligence of individuals, but the emotional intelligence of work groups and organizations themselves. Agazarian's theory of living humans systems (TLHS) (and its constructs) applies to all levels of living human systems. Using these constructs, we operationally define emotional intelligence from a systems‐centered framework (Agazarian & Peters, 1981, 1997). From the systems‐centered perspective, individuals contribute energy that is necessary for organizational emotional intelligence. Yet equally important, emotional intelligence in organizations is a dynamic output of the function and structure and energy of the organizational system itself, rather than a property of individuals. This conceptualization extends the focus in the field of emotional intelligence from individuals with a selection and personnel development emphasis and instead to building work groups and organizations that function with greater emotional intelligence. Introducing a systems‐centered perspective on emotional intelligence enables emotional intelligence to be viewed at all system levels in the organization, including individuals, work teams and the organization itself.