Samenvatting
Summary of all the literature
- Instelling
- Erasmus Universiteit Rotterdam (EUR)
It's a summary of all the articles per week from the whole course.
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Voorbeeld 4 van de 35 pagina's
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Voorbeeld van de inhoud
Organisational behaviour –Literature
Index
Week 1 – Introduction to organisational behaviour...............................................................................2
West et al. (2006) – Reducing patient mortality in hospitals: the role of human resource
management..................................................................................................................................2
Paauwe (2017) – Chapter 5 – HRM and performance....................................................................4
Paauwe (2017) – Chapter 6 – The contextual SHRM Framework...................................................5
Week 2 – Leadership..............................................................................................................................7
Andersson (2015) – The medical leadership challenge in healthcare is an identity challenge.......7
Derue et al. (2011) – Trait and behavioural theories of leadership: an integration and meta-
analytic test of their relative validity..............................................................................................7
Northouse (2013) – Chapter 1 – Leadership: theory and practice..................................................9
Week 3 – Teams...................................................................................................................................16
Lemieux-Charles & McGuire (2006) – What do we know about health care teams effectiveness?
A review of literature....................................................................................................................16
West & Lyubovnikova (2013) – Illusions of team working in health care.....................................17
Reeves & Lewin (2004) – Interprofessional collaboration in the hospital: strategies and
meanings......................................................................................................................................19
Week 4 – eHealth.................................................................................................................................21
Van Gemert-Pijnen et al. (2011) – A holistic framework to improve the uptake and impact of
eHealth technologies....................................................................................................................21
Shaw et al. (2017) – What is eHealth? Development of a conceptual model for eHealth:
qualitative study with key informants..........................................................................................25
Week 5 – Professionals.........................................................................................................................27
Waring & Currie (2009) – Managing expert knowledge: organizational challenges and managerial
futures for the UK medical profession..........................................................................................27
Van de Veen (2013) – Professionals under pressure....................................................................28
Powell & Davies (2012) – The struggle to improve patient care in the face of professional
boundaries....................................................................................................................................30
Week 6 – Performance.........................................................................................................................30
Colquitt, Lepine & Wesson (2011) – Job performance & Organizational commitment................30
Ramall (2004) – A review of employee motivation theories and their implications for employee
retention within organizations.....................................................................................................33
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,Week 1 – Introduction to organisational behaviour
West et al. (2006) – Reducing patient mortality in hospitals: the role of
human resource management
Summary:
This study examines the potential contribution of organisational behaviour theory and research by
investigating the relationship between systems of human resource management (HRM) practices
and effectiveness of patient care in hospitals. The research reveals that greater use of a
complementary set of HRM practices has a statistically and practically significant relationship with
patient mortality. The findings suggest that managers and policy makers should focus sharply on
improving the functioning of relevant HR management systems in health care organisations as one
important means by which to improve patient care.
Introduction:
In this paper, we build upon extend previous work on strategic human resource management (SHRM)
to examine the influence of a ‘bundle’ or ‘system’ of HR policies and practices on a critically
important organization-level healthcare outcome: patient mortality in acute hospitals in England.
Quality of care and inpatient mortality in hospitals: Quality of care is defined as the ‘degree to which
health services for individuals and populations increase the likelihood of desired health outcomes
and are consistent with current professional knowledge’.
Why focus on HRM? Donabedian (1980) provides a sophisticated and well-used model of patient care
quality in which he identifies two basic aspects of patient care:
Technical aspects of care refer to the appropriate application of professional knowledge and
skills to promote healthcare.
Interpersonal aspects of care involve both the relationships between patients and healthcare
professionals as well as the contextual aspects of care.
Preuss (2003) argues that ‘high performance’ HR systems can improve healthcare outcomes in
hospital settings in part because they promote effective information processing and decision-making
in environments where this is critical. Preuss found that aspects of high performance work systems
(e.g., increased employee knowledge and broad task responsibilities among nurses) directly impact a
measure of hospital medication errors (frequently linked to patient mortality). This effect was partly
mediated by improvements in information quality.
SHRM and Organizational Performance: Strategic human resource management is ‘the pattern of
planned human resource deployments and activities intended to enable an organization to achieve
its goals.’ Much of SHRM research has focused on establishing a link between strategic HR policies
and practices and organizational level measures of performance. HR policies and practices may
impact multiple measures of organizational effectiveness, including human resource outcomes (e.g.,
turnover, absenteeism), organizational outcomes (e.g., productivity, inpatient mortality) and financial
outcomes (e.g., profits, market value).
Hight Performance HRM Systems and Patient Mortality: HRM practices related to:
1. Performance appraisal/management = clarify ‘individuals’ roles and objectives, provide
feedback on performance, determining their development needs and communicating their
value and importance to the organization.
2. Training = provide employees with the skills they need to perform their jobs and to improve
their performance over time.
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, 3. Decentralization = of decision making and enabling employees to exert influence over their
work are twin strategies to encourage staff involvement, reduce the risk of ‘group thinking’.
4. Participatory mechanisms = staff involvement, a participative process to utilize the entire
capacity of workers, designed to encourage employee commitment to organizational
success.
5. Team-based structures = enables to shared knowledge and understanding about patient
needs, good decision making, lower error rates, and more effective patient recovery.
6. Employment security = enhance commitment and to ensure the retention of skills
development through training and appraisal and to maintain effective teamwork as a result
of not disrupting established relationships.
Question: how would these individual practices theoretically be likely to affect in-patient mortality in
hospitals?
GOAL: to offer a more rigorous test than has been possible in previous research of the following
primary hypothesis: Greater use of a system of high performance human resource policies and
practices will be associated with lower rates of patient mortality.
Methods:
52 hospitals, a survey was given to the HRM directors.
Measures:
HRM system: Our HR system measure includes items reflecting hospital policy and practice with
respect to training, performance management, participation, decentralization, involvement, use of
teams, employment security, and investor in people (IiP) status.
1. Training: Assessment of training needs & sophistication of training policy
2. Appraisal or sophistication of performance management practices was measured
3. Participation or contribution of staff views was measured by asking respondents to assess
the extent to which the hospital had a priority ‘to provide mechanisms to enable staff to
contribute their views.
4. Staff involvement in decision making was measured by asking respondents to rate the extent
to which the hospital had a priority ‘to enable and encourage staff to take an active role in
decision-making.’
5. Respondents also provided information on the centralization of decision-making
6. To assess the relative use of a team-based organizational structure—team working—
respondents estimated the ‘percentage of staff working in teams within the hospital.’
7. As a measure of employment security, respondents were asked whether there had been any
workforce reductions during the previous two years.
8. Finally, respondents were asked about their current investors in people (IiP) status.
Hospital healthcare performance: As an organization-level measure of healthcare performance, we
used the standardized mortality ratio (SMR). An SMR above 100 means more patients died than
would be expected; one below 100 means that fewer than expected died.
Discussion and Conclusion
Our findings suggest that HR systems are related to the quality of healthcare and specifically patient
mortality in hospitals. Above and beyond the effects of a set of important controls, our results
suggest that people management systems that emphasize a set of complementary ‘high
involvement’ policies and practices (i.e., an emphasis on training, performance management,
participation, decentralized decision making, involvement, teams, and employment security) may be
successful in contributing to high-quality healthcare.
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, Paauwe (2017) – Chapter 5 – HRM and performance
5.1 Introduction: ‘Human resources’ became seen as more attractive sources of competitive
advantage in firms. Lack of insight in the underlying mechanisms and processes that explain why
HRM practices and systems contribute to performance, the ‘black box’ phenomenon.
5.2 Achievements to date: Research concludes that HRM in its ‘system’ form has been found to
matter (in a positive sense) for organizational performance. There are 3 levels of outcome:
1. Financial
2. Organizational
3. HRM
5.3 Challenges in HRM and performance research: 3 commonly used theories:
1. Contingency theory (organizational level)
2. Resource-based view (RBV) (organizational level)
3. AMO framework (individual level)
Both levels are important Bath tub model, see the lecture.
5.4 Unravelling the mysteries of the ‘black box’: Black box = an unclear mechanism going on between
the input and the output of a relationship. There are different levels micro (= individual employee
and his/her behaviour), meso (= impact of HRM on organizational level) and macro (= issues outside
of the organization and the influence of this external context. 5 black boxes:
1. Context/societal level of analysis understanding the societal context of the organization
(CBHRT of Pauwwe).
2. Connecting societal and organizational levels of analysis connection between macro &
meso or meso & micro.
3. Connecting organizational and individual levels of analysis HRM signals towards
employees that will affect them.
4. Individual level of analysis the processes in the human mind that could be affected by
HRM practices.
5. Connecting the individual level to the organizational level least researched, link between
individuals and organizations.
The black box between HRM and performance will never be solved by applying any individual theory:
it will always depend on the level of analysis and the kind of linkages being explored.
5.5 HPWSs Balancing performance and well-being?!: HRM practices improve firm performance and
high firm performance increases the range and use of HRM practices.
HPWSs are bundles of HRM practices designed to improve firm performance, and as such hold an
important position in the HRM-performance debate. Elements that are included in an HPWS:
- Challenging targets/customer-oriented units
- Decentralization/delegation of decision-making
- Work by semi-autonomous task groups/teamwork
- Performance management linked to financial performance indicators
- Business process reengineering customer focus
- Benchmarking performance stakeholder value
- Creating and stimulating learning and development at all organizational levels
- Information and communication from top down to flowing in all directions
Incorporated in HPWS is training and development, contingent pay and reward schemes,
performance management (including appraisal), and careful recruitment and selection.
The happiness and relational dimensions of well-being are linked with the mutual gains perspective,
whereas the health dimension is not: the use of HPWSs may be associated with a health risk for
employees in the form of job strain, stress, and subsequent effects in term of absenteeism and
burnout.
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