Marie-Hélène Gilbert, Julie Dextras-Gauthier, Pierre-Sébastien Fournier, André Côté, Isabelle Auclair and Mouna Knani
The purpose of this paper is to gain a better understanding of the difficulties encountered in the hybrid roles of physician−managers (P−Ms), examine the impact of organizational…
Abstract
Purpose
The purpose of this paper is to gain a better understanding of the difficulties encountered in the hybrid roles of physician−managers (P−Ms), examine the impact of organizational constraints on the role conflicts experienced by P−Ms and explore the different ways their two roles are integrated.
Design/methodology/approach
A qualitative approach was adopted, using six focus groups made up of clinical co-managers, medical directors and P−Ms. In all, 43 different people were interviewed to obtain their perceptions of the day-to-day realities of the role of the P−M. The data collected were subsequently validated.
Findings
Although the expectations of the different groups involved regarding the role of P−Ms are well understood and shared, there are significant organizational constraints affecting what P−Ms are able to do in their day-to-day activities, and these constraints can result in role conflicts for the people involved. Such constraints also affect the ways P−Ms integrate the two roles. The authors identify three role hybridization profiles.
Practical implications
The results afford a better understanding of how organizational constraints might be used as levers of organizational change to achieve a better hybridization of the dual roles of P−Ms.
Originality/value
This paper seeks to reach beyond a simple identification of constraints affecting the dual roles of P−Ms by analyzing how such constraints impact on these professionals’ day-to-day activities. Results also enable us to further refine Katz and Kahn’s (1966) role model, in addition to identifying hybridization profiles.
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Marie-Hélène Gilbert, Julie Dextras-Gauthier, Maude Boulet, Isabelle Auclair, Justine Dima and Frédéric Boucher
Maintaining a healthy and productive workforce is a challenge for most organizations. This is even truer for health organization, facing staff shortages and work overload. The aim…
Abstract
Purpose
Maintaining a healthy and productive workforce is a challenge for most organizations. This is even truer for health organization, facing staff shortages and work overload. The aim of this study is to identify the resources and constraints that influence managers' mental health and better understand how they are affected by them.
Design/methodology/approach
A qualitative approach was chosen to document the resources, the constraints as well as their consequences on managers in their day-to-day realities. The sample included executive-, intermediate- and first-level managers from a Canadian healthcare facility. A total of 62 semi-structured interviews were conducted. The coding process was based on the IGLOO model of Nielsen et al. (2018) to which an employee-related level was added (IGELOO).
Findings
Results highlight the importance of considering both resources as well as constraints in examining managers' mental health. Overarching context, organizational constraints and the management of difficult employees played important roles in the stress experienced by managers.
Practical implications
The results offer a better understanding of the importance of intervening at different levels to promote better organizational health. Results also highlight the importance of setting up organizational resources and act on the various constraints to reduce them. Different individual strategies used by managers to deal with the various constraints and maintain their mental health also emerge from those results.
Originality/value
In addition to addressing the reality of healthcare managers, this study supplements a theoretical model and suggests avenues for interventions promoting more sustainable organizational health.
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Chris Wilson, David Hagarty and Julie Gauthier
Annual reports and operational data are key performance indicators for any business. However, performance measurement is critical in today’s real property domain and should become…
Abstract
Annual reports and operational data are key performance indicators for any business. However, performance measurement is critical in today’s real property domain and should become part of strategic planning and management processes for an organisation to be truly successful. In this paper the authors examine a number of case studies for the application of the Balanced Scorecard framework in establishing a balanced distribution of measures across four perspectives: financial; customer; internal business processes; and learning and growth. This balanced measurement of government organisations can help satisfy customers and shareholders ‐ in the public sector, often one and the same.
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Annick Parent-Lamarche and Alain Marchand
It is of great importance for organizations to identify what can influence employees’ well-being. The theoretical model that the authors propose combines psychological and social…
Abstract
Purpose
It is of great importance for organizations to identify what can influence employees’ well-being. The theoretical model that the authors propose combines psychological and social determinants of stress at work. The purpose of this paper is to evaluate the contribution of work organization conditions, personality traits and their interaction to well-being in a sample of Canadian workers and companies.
Design/methodology/approach
Multilevel regression analyses were performed on a sample of 1,957 workers employed in 63 Quebec firms. Work organization conditions included (skill utilization, decision authority, psychological demands, physical demands, job insecurity, irregular schedule, number of working hours, social support from colleagues and supervisors, job promotion, and recognition) and personality traits included (self-esteem, locus of control and Big Five).
Findings
Work organization conditions (psychological demands, number of hours worked and job insecurity) and personality (self-esteem, locus of control, extraversion, neuroticism and conscientiousness) were significantly associated with well-being. The results of the analysis show that none of the personality traits included in this study interacts with work organization conditions to explain workers’ level of well-being.
Originality/value
This study provides support for the implementation of human resource management (HRM) practices in order to diminish the presence of stressful working conditions as well as for the eventual development of training programs designed to raise personality traits.
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Pierre‐Yves Guay et Sylvain Lefebvre
International tourism is steadily growing. Some people welcome this growth which supports economic and social development. Others are suspicious and afraid of the threat which…
Abstract
International tourism is steadily growing. Some people welcome this growth which supports economic and social development. Others are suspicious and afraid of the threat which tourism could create for the tourist destinations, the loss of cultural identity and of social alienation to its society. Reality is more complex than these two contrary positions suggest. After analyzing the existent attempts to explain the social effects of tourism, this paper intends to illustrate the variability of these effects. In this regard, the globalisation of human activities and its consequences on cultural identity are taken into account.
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Since the 1980s, the Canadian federal public service has implemented employment equity legislation.1 However, the management of diversity in the workplace and its issues have…
Abstract
Since the 1980s, the Canadian federal public service has implemented employment equity legislation.1 However, the management of diversity in the workplace and its issues have undergone significant changes over the past 30 years.2 A recent 2021 directive from the Clerk of the Privy Council Office ordered that each department and agency have an accessibility, diversity, equity, and inclusion (ADEI) management strategy.3 What about the measures and strategies implemented by the federal administrations in relation to culture? Based on a field survey and institutional documentary sources, the article will deal with ADEI management at Heritage Canada and Library and Archives Canada. It will present some innovations in diversity management and put them in perspective with some recent developments in the mandate entrusted to these two institutions. It will thus highlight that the evolution of the mandate of a public cultural administration in favor of the audiences it serves can impact choices and strategies for both the employees and the organizational environment.
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Laura A. Wankel and Charles Wankel
Universities are increasing hubs of digital activity; much commendable, some reprehensible. It is dismaying that in some learners' minds the divide between them is murky rather…
Abstract
Universities are increasing hubs of digital activity; much commendable, some reprehensible. It is dismaying that in some learners' minds the divide between them is murky rather than clear. Today's students are largely digital natives born into computing and its venues. In many colleges, during orientation the preponderance of incoming students use their new college e-mail accounts to enable in Facebook, etc., easy online communication with others in the institution. Unlike past decades when a student might be handed flyers or read postings on poles and walls, today's students are in a maelstrom of social media, and other new technologies that students are socially pressed to use. In her book Ruling the Waves, Debora Spar suggested that cyberspace is like a frontier town, a place where there are “not a lot of rules or marshals in town” (Spar, 2001). People online often feel relatively unconstrained, creative, and innovative. At the same time, chaos, disorder, nefariousness, and just plain “bad behavior” are rife. New technologies foster the sense of a new normality. Yet just because it is now possible to act in new ways through new technologies does not make those ways acceptable.
In the late autumn of 2002 Severe Acute Respiratory Syndrome (SARS) broke out in Foshan city in the People's Republic of China, and over the next few months it rapidly spread to…
Abstract
In the late autumn of 2002 Severe Acute Respiratory Syndrome (SARS) broke out in Foshan city in the People's Republic of China, and over the next few months it rapidly spread to every continent and 29 countries. Although plagues may be global events, they are ultimately fought at the local level. In discussing the SARS epidemic, I present two theses. (1) In the wake of a plague, politics tends to shape a community's response in protecting the system, evaluating performances and allocating blame, punishments, and rewards, and restructuring organizations. (2) Because of their potential for demographic and institutional destruction, systemic responses to plague tend to become entwined in politics at all levels – the local, national, and international.