Examining Gender and Enjoyment: Do They Predict Job Satisfaction and Well-Being?

Within organizations, happiness of employees is of key importance, and researchers have theorized that work happiness is comprised of positive well-being and job satisfaction (Sgroi, 2015; Wright & Cropanzano, 2000). However, women experience the workplace differently than their male counterparts (Clark, 1997). In the present study, we examine how female leaders and non-leaders (compared to male leaders and non-leaders), experience well-being and job satisfaction, as well as how work enjoyment predicts well-being and job satisfaction. Participants (286 women and 255 men) completed a demographic measure, the Subjective Vitality Scale (Ryan & Frederick, 1997), the Job Satisfaction Survey (Macdonald & McIntyre, 1997) and the ENJOY (Davidson, 2018). Results showed that being in a leadership position, not gender, determined well-being and job satisfaction with those in leadership positions experiencing higher levels of both variables. For women, number of individuals supervised and leadership experience did not predict well-being or job satisfaction. Last, for women, the work enjoyment variables of pleasure, relatedness and competence predicted well-being and job satisfaction. Results were similar for male participants. Unlike earlier research, the results of the present study found more similarities than differences between women and men. Differences in well-being and satisfaction were more influenced by whether one was in a managerial role than by gender. Future research would do well to focus on exploration and understanding of how female leaders versus non-leaders experience the workplace

Utilizing Telemedicine In The Icu: Does It Impact Teamwork?

Adverse events and medical errors plague the healthcare system. Hospital acquired infections and teamwork are some of the biggest contributor to these adverse outcomes. In an effort to mitigate these problems, administrators and clinicians alike have developed mechanisms, such as telemedicine. However, little research has been conducted investigating the role of telemedicine on teamwork -- a fundamental component of quality patient care. The purpose of this study is to gain a better understanding of the impact of telemedicine on teamwork behaviors and subsequent teamwork attitudes and cognitions during a common medical task, rounds within the Trauma-Intensive Care Unit. To this end, rounds were conducted with and without telemedicine. During this 60 day period, 16 clinicians completed three surveys and 34 rounds were video recorded. The results of this study suggest that the relationships between teamwork attitudes, behaviors, cognitions, and outcomes are differential impacted under conditions with and without telemedicine. More specifically, telemedicine is associated with an increase in attendance and communication density. Meanwhile, it does not significantly impact teamwork attitudes or cognitions. The primary implications of these findings indicate that telemedicine is not the solution for improving all teamwork elements but yet it is not a complete detriment eithe

Human Factors Applied to Perioperative Process Improvement

Human factors/ergonomics (HF/E) is its own scientific discipline that can be applied to understanding performance in perioperative medicine. Humans are not perfect decision makers and are affected by a variety of factors that can greatly harm their ability to perform, including attention, bias, stress, and fatigue. HF/E has a unique perspective on human error, and HF/E can illustrate how moving away from blame can enhance safety. HF/E offers strategies for undertaking a systematic approach to assessment of work processes in perioperative medicine that can be used to increase safety and wellbeing of patients and providers

Error Reporting Behaviors

Although patient safety is a focus with medical care, it has been influenced by the lack of safety culture in the environment (Vincent et al., 2000). Preventable medical errors continue to plague healthcare and cost close to $1 trillion annually (Andel et al., 2012). Despite the prevalence of medical errors, only one of seven errors are reported (Levinson, 2010). Understanding the behaviors that influence reporting is imperative to developing patient safety reporting initiatives. Ajzen’s theory of planned behavior identifies behaviors as based on a combination of beliefs, intentions, and social control (1988). Applying this model to error reporting, we hypothesize that error reporting behaviors are shaped by different variables. Personality and expertise as well as age and sex impact error reporting attitudes and behaviors, and individual differences pertaining to culture, such as the extent that an individual submits to authority or status and hierarchy affect error reporting. Likewise, organizational factors can influence the extent to which errors are reported (Uribe, et al., 2002; Wakefield et al., 2001). Surveys were collected longitudinally from senior medical students’ with little to no previous experience as a professional. The survey tool includes items that were pulled from the validated Attitudes toward Patient Safety Questionnaire, a validated measure of power distance, previously reported items measuring reporting behaviors and demographic items. Understanding error reporting behaviors guides healthcare providers to develop protocols or initiatives. Knowing what particular constructs predict the intent to report, healthcare providers can successfully implement structure, change workplace culture, and education

Add Me as a Friend: Face to Face vs. Online Friendships and Implications for Happiness

Friendships are beneficial to individual happiness. Studies have examined virtual relationships; however, the quality and utility of adult, online gaming friendships and their relationship with happiness is still not well understood. Respondents were surveyed about friendship quality with their closest friends across two modalities (face-to-face or online via gaming), as well as other relationship characteristics including communication frequency and friendship length. We identified a statistically significant difference between the modalities in friendship quality. We also identified a relationship between friendship quality and happiness. We discuss these results in terms of practical implications concerning friendship quality in face-to-face and online gaming best friendships and their influence on happiness

Applying a Team Performance Framework to better Understand the Handoff Process: Part 2

In healthcare, handoffs are crucial when it comes to transitioning care of patients from one provider to another. Handoffs are communication events between providers that include the background and treatment plan, as well as all pertinent information involving the patient (Paterson, 2010). There are many factors that influence the reliability and transfer of the information being passed during a handoff. In order to understand the way these factors influence and change the handoff process, they were organized according to the input - mediator - output – input (IMOI) model. The IMOI model claims that the productivity and effectiveness of interactions between team members can be influenced by cognitive, affective, and external factors (Weaver, Feitosa, Salas, Seddon, & Vozenilek, 2013). The IMOI also clarifies that the output affects the performance of the team in the future through a feedback loop. This paper focuses specifically on the Output – Input stages, as well as future implications that come from understanding handoffs within the IMOI model

Teams in a New Era: Some Considerations and Implications

Teams have been a ubiquitous structure for conducting work and business for most of human history. However, today’s organizations are markedly different than those of previous generations. The explosion of innovative ideas and novel technologies mandate changes in job descriptions, roles, responsibilities, and how employees interact and collaborate. These advances have heralded a new era for teams and teamwork in which previous teams research and practice may not be fully appropriate for meeting current requirements and demands. In this article, we describe how teams have been historically defined, unpacking five important characteristics of teams, including membership, interdependence, shared goals, dynamics, and an organizationally bounded context, and relating how these characteristics have been addressed in the past and how they are changing in the present. We then articulate the implications these changes have on how we study teams moving forward by offering specific research questions

Applying a Team Performance Framework to better Understand the Handoff Process: Part 1

Handoffs require critical information transfers that are clear, comprehensible, and correct from receiver to sender. There are many factors that influence the reliability of the information in a handoff procedure, and impact the subsequent choices that are made that affect patient care. Using the Input – Mediator – Output – Input model multiple factors that influence the information transfer process have been identified to better handoff communication and in turn, lead to better patient care. The IMOI model is a recently developed theory that claims the productivity and value of interaction among team members can be influenced by cognitive, affective, and external factors (Weaver et al., 2013). This clarifies that the output affects the future performance of a group through a feedback loop, as well as reflects variability in mediational influences. This paper focuses on the first two parts of the IMOI model; input and mediators. Individual characteristics affect the handoff process for both the sender and receiver, including attitudes, expertise, experience, expectations, and fitness for duty. The inputs of a handoff are the individual characteristics of the providers and the patient case, where mediation is the shared process to develop an outcome. The attitudes, expertise, experience, and fitness for duty influence the composition of the team, but are moderated by factors such as interventions, communication, resources, team monitoring, and team orientation. By understanding these factors, providers can create a safer environment and provide safer patient care

Simulation-Based Training for Patient Safety: 10 Principles That Matter

Simulation-based training can improve patient care when factors influencing its design, delivery, evaluation, and transfer are taken into consideration. In this paper, we provide a number of principles and practical tips that organizations in health care can use to begin implementing effective simulation-based training as a way to enhance patient safety. We commend the health care community for their efforts thus far. We hope that the information provided in this paper will encourage thinking beyond the bells and whistles of the simulation and bring to light full potential of simulation-based training in health care and patient safety