Healthcare workers' autonomy
| Autor: | Pauline van Dorssen-Boog, Tinka van Vuuren, Jeroen de Jong, Monique Veld |
|---|---|
| Přispěvatelé: | RS-Research Program Learning and Innovation in Resilient systems (LIRS), Department of Organisation |
| Jazyk: | angličtina |
| Rok vydání: | 2022 |
| Předmět: |
STRAIN
ORGANIZATIONS IMPACT SATISFACTION WORKPLACE EMPOWERMENT Health Personnel Health Policy Job autonomy MOTIVATION DEMANDS PERFORMANCE Job Satisfaction Leadership Cross-lagged study DESIGN Surveys and Questionnaires Self-leadership Need for job autonomy Workforce Humans Business Management and Accounting (miscellaneous) Healthcare workers NURSES Workplace Institute for Management Research |
| Zdroj: | Journal of Health, Organization and Management, 36, 9, pp. 212-231 Journal of Health, Organization and Management, 36, 212-231 Journal of Health, Organisation and Management, 36(9), 212-231. Emerald Group Publishing Ltd. van Dorssen-Boog, P, van Vuuren, T, de Jong, J & Veld, M 2022, ' Healthcare workers' autonomy : testing the reciprocal relationship between job autonomy and self-leadership and moderating role of need for job autonomy ', Journal of Health, Organisation and Management, vol. 36, no. 9, pp. 212-231 . https://doi.org/10.1108/jhom-04-2022-0106 |
| ISSN: | 1477-7266 |
| DOI: | 10.1108/jhom-04-2022-0106 |
| Popis: | PurposeWhile both perceived job autonomy and self-leadership are assumed to be important for optimal functioning of healthcare workers, their mutual relationship remains unclear. This cross-lagged study aims to theorize and test that perceived job autonomy and self-leadership have a reciprocal relationship, which is moderated by need for job autonomy.Design/methodology/approachTwo-wave panel data were used to measure cross-lagged relationships over a time period of three months. Self-leadership is indicated by both self-leadership strategies and self-leadership behavior. The data were analyzed using hierarchical multiple regression (HMR).FindingsJob autonomy was not causally nor reverse related to self-leadership strategies, but did relate to self-leadership behavior in both directions. Need for job autonomy did not influence the causal and reverse relationships between job autonomy and self-leadership (strategies and behavior). Instead, need for job autonomy discarded the influence of job autonomy on self-leadership behavior, and predicted self-leadership behavior over time.Practical implicationsFor optimizing healthcare jobs, human resource management (HRM) policy makers need to consider other interventions such as training self-leadership, or developing an autonomy supportive work environment, since job autonomy does not lead to more use of self-leadership strategies.Originality/valueThis study used a cross-lagged study design which gives the opportunity to investigate causal relationships between job autonomy and self-leadership. Both self-leadership strategies and self-leadership behavior are included. |
| Databáze: | OpenAIRE |
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