Janis L. Gogan, Ryan J. Baxter, Scott R. Boss and Alina M. Chircu
Key findings from recent and relevant studies on patient safety and clinical handoffs are summarized and analyzed. After briefly reviewing process management and accounting…
Abstract
Purpose
Key findings from recent and relevant studies on patient safety and clinical handoffs are summarized and analyzed. After briefly reviewing process management and accounting control theory, the aim of this paper is to discuss how these latter two disciplines can be combined to further improve patient safety in handoffs.
Design/methodology/approach
A literature review on studies of patient safety, clinical processes and clinical handoffs was conducted in leading medical, quality, and information systems journals.
Findings
This paper issues a call for research using a trans‐disciplinary methodology to shed new light on information quality issues in clinical handoff processes, which in turn should improve patient safety.
Research limitations/implications
The literature review employed systematic, heuristic, iterative and practical criteria for identifying and selecting papers, trading off completeness for multi‐disciplinarity. No prior empirical patient safety studies combined process management and accounting control theory.
Practical implications
The above‐noted trans‐disciplinary analytic approach may help medical professionals develop more effective handoff processes, checklists, standard operating procedures (SOPs), clinical pathways, and supporting software, and audit and continuously monitor their implementation.
Originality/value
This paper responds to recent calls for trans‐disciplinary research on healthcare quality improvement. The literature review is valuable for understanding clinical handoff problems and solutions from multiple perspectives. The proposed combination of two theories – accounting control theory and business process management – is novel and useful for describing, improving and monitoring handoff processes in the broader context of clinical processes, using a common terminology for information quality traits.
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Alina M. Chircu, Janis L. Gogan, Scott R. Boss and Ryan Baxter
The purpose of this paper is to examine how clinical handoffs affect clinical information quality (IQ) and medication administration quality.
Abstract
Purpose
The purpose of this paper is to examine how clinical handoffs affect clinical information quality (IQ) and medication administration quality.
Design/methodology/approach
A case study was conducted in a US hospital. The authors applied a business process management (BPM) perspective to analyze an end‐to‐end medication administration process and related handoffs, and accounting control theory (ACT) to examine the impact of handoffs on IQ and medication errors.
Findings
The study reveals how handoffs can lead to medication errors (by passing information that is not complete, accurate, timely or valid) and can help reduce errors (by preventing, detecting and correcting information quality flaws or prior clinical mistakes).
Research limitations/implications
The paper reports on one case study on one hospital unit. Future studies can investigate the impact of clinical IQ on patient safety across the multitude of health information technologies (e.g. computerized provider order entry (CPOE), electronic medication administration records (EMAR), and barcode medication administration systems (BCMA)) and approaches to process design and support (e.g. use of clinical pathways and checklists).
Practical implications
The findings can contribute to more successful design, implementation and evaluation of medication administration and other clinical processes, ultimately improving patient safety.
Originality/value
The paper's main contribution is the use of accounting control theory to systematically focus on IQ to evaluate and improve end‐to‐end medical administration processes.
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John E. Kello and Joseph A. Allen
Previous research on workplace meetings identified critical design features, leader behaviors, group dynamics, post-meeting actions, and other factors which help determine the…
Abstract
Previous research on workplace meetings identified critical design features, leader behaviors, group dynamics, post-meeting actions, and other factors which help determine the effectiveness of the meeting. But as much as the authors acknowledge that meetings may differ from each other, much of the research appears to assume that it is meaningful to talk about “the meeting” as a single, generic entity (most commonly, the regularly scheduled staff or department meeting). In fact, though, there are several common types of meetings which vary among themselves in terms of a number of measurable parameters such as structure, meeting members, meeting leader, timing and duration, and scope. It is a gratuitous assumption that what the authors know about workplace meetings based on one especially common type applies to all workplace meetings. This chapter offers a historical review of previous attempts to classify meeting types; it then overviews several common types which deviate from the standard staff meeting paradigm, including project team meetings, debrief meetings, committee meetings, site-wide meetings, shift change meetings, and crew formation meetings. In comparing these types to the staff meeting, the authors identify some of the critical differences, thereby providing a first step toward a true taxonomy of meetings.
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Pamela R. Johnson and Julie Indvik
In decades past, workers were, in effect, told to leave their emotions at home and most complied. No more. A person with high emotional intelligence (EI) has the ability to…
Abstract
In decades past, workers were, in effect, told to leave their emotions at home and most complied. No more. A person with high emotional intelligence (EI) has the ability to understand and relate to people. In fact, this skill is now considered to have greater impact on individual and group performance than traditional measures of intelligence such as IQ. When emotional intelligence is present, there is increased employee cooperation, increased motivation, increased productivity, and increased profits. However, emotional intelligence is lacking in the US workplace. This lack is clearly chronicled in the comic strip, Dilbert, where Scott Adams, the creator, lampoons what occurs in the workplace: vapid corporate‐speak with no guts and no emotionally‐honest message. This article defines emotional intelligence, describes how the comic strip, Dilbert, daily depicts situations where emotional intelligence is lacking, and discusses the organizational benefits of having emotionally intelligent managers and employees.
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Managers and human resourcespecialists often prefer a particularapproach to the delivery of training anddevelopment above all others.Frequently, this approach is advocatedas a…
Abstract
Managers and human resource specialists often prefer a particular approach to the delivery of training and development above all others. Frequently, this approach is advocated as a blanket solution to a firm′s managerial problems with little consideration of other approaches. The strengths and weaknesses of the various approaches to management development are evaluated and their application for developing different levels of management in small and large companies is discussed.
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Mark R. Edwards and Lou Zevanove
Senior managers are often called upon to make unilateral human resource decisions, yet may be unfitted for the task. What can be done to ensure that personnel are accurately—and…
Abstract
Senior managers are often called upon to make unilateral human resource decisions, yet may be unfitted for the task. What can be done to ensure that personnel are accurately—and equitably—appraised?
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The benefits of experiential exercises for making conceptual material more dynamic and relevant, thus enhancing students' learning and developing their skills, are well…
Abstract
The benefits of experiential exercises for making conceptual material more dynamic and relevant, thus enhancing students' learning and developing their skills, are well documented. Presented here is an easy‐to‐administer roleplay that enables students to integrate a wide range of concepts covered in a typical organizational behavior course. Participants assume the roles of members of a food services department attending their weekly staff meeting. At the meeting, the new department manager announces that the previous manager has just resigned Each roleplayer has a different perspective on the problem‐riddled department, and none has a complete set of relevant information. Because the roleplayers have engaging issues, students participate actively, practicing managerial behaviors as they experience various organizational phenomena. An assessment of the exercise indicates its usefulness for developing students' skills, imparting an appreciation for the realities of organizational life, and provoking introspection and self‐learning.
Cicero Eduardo Walter and Manuel Au-Yong-Oliveira
The present investigation aimed to evaluate the influence of envy on the predisposition to innovative behavior, starting from a conceptual model that considers not only the direct…
Abstract
Purpose
The present investigation aimed to evaluate the influence of envy on the predisposition to innovative behavior, starting from a conceptual model that considers not only the direct influence of envy but its indirect influence through ostracism and alignment with the negative behaviors of superiors.
Design/methodology/approach
Using a survey applied to 168 individuals, a conceptual model was developed based on the relationship ignored in the literature between envy and innovative behavior. The model was validated using the multivariate statistical technique of structural equation modeling with partial least squares estimation (Partial least squares structural equation modeling [PLS-SEM]).
Findings
The results of the study suggest that envy not only has a direct positive influence on alignment with negative boss behaviors and ostracism, but also an indirect influence on ostracism mediated by alignment with negative boss behaviors. Another important result of the present investigation refers to the negative effect of envy on the predisposition to innovative behavior. The results suggest that the greater the envy, the lower the innovative behavior.
Practical implications
This research provides evidence that envy can act as a barrier to innovation by triggering counterproductive behaviors such as ostracism and a decrease in predisposition to innovative behaviors, either due to innovative individuals prematurely exiting the organization or due to them lessening/dampening their innovativeness to avoid the negative consequences. Given this scenario, it becomes necessary to increase managerial awareness on the subject to manage negative emotions to promote the conditions for organizational innovation.
Originality/value
The present research contributes in both practical and theoretical ways to understanding the effects of envy on the predisposition to innovative behavior. Adding to this, this research represents a conceptual advance by linking envy to innovative behavior, providing a promising avenue for extending the psychological relevance of the envy construct to organizational and management studies, which are generally positive, normative and outcome-oriented.
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Labor management cooperation, and the adoption of high-performance work systems (HPWS), are central topics in recent industrial relations research, with much emphasis given to…
Abstract
Labor management cooperation, and the adoption of high-performance work systems (HPWS), are central topics in recent industrial relations research, with much emphasis given to “best-practice” success stories. This paper uses a case study analysis, relying on conventional, and oral history interviews, to explore why managers, union leaders, and workers in two Maine paper mills rejected the cooperation and the HPWS model. It explores how local history and culture, regional factors like the dramatic International Paper (IP) strike in Jay, Maine, instability in industry labor relations, management turnover, and instability in corporate governance contributed to these two mills’ rejection of Scott Paper Corporation's “Jointness” initiative during the period from 1988 to 1995. The study argues that intra-management divisions blocked cooperation on the management side, and that the Jay strike created a “movement culture” among Maine's paper workers, who developed a class-conscious critique of HPWS as a tactic in class warfare being perpetrated by paper corporations.
Barrie O. Pettman and Richard Dobbins
This issue is a selected bibliography covering the subject of leadership.
Abstract
This issue is a selected bibliography covering the subject of leadership.