Inclusivity in Leader Selection: An 8-Step Process to Promote Representation of Women and Racial/Ethnic Minorities in Leadership.

At a systemic level, organizations need to take intentional steps to build inclusion, equity, and diversity at all levels. In accordance with this need, organizations have been catalyzed by national conversations surrounding gender and racial/ethnic discrimination to generate sustainable change that addresses the disenfranchisement of women and racial/ethnic minorities. Although progress toward addressing the systemic issues that perpetuate these inequities has been made in recent years, research indicates that underrepresentation at the leadership level persists in academic medicine.

Core conditions of team effectiveness: Development of a survey measuring Hackman's framework.

Leaders and team development practitioners working toward increasing interprofessional team effectiveness frequently need to quickly and accurately determine the extent to which a team possesses the most essential and foundational components required for effective teamwork. While there is no shortage of team theories, there are few freely available, practical, short, and well-developed surveys to measure team functioning across a variety of team types. We developed a 9-item team assessment to fill this gap in the literature, measuring the most fundamental criteria for optimising team functioning, based on Hackman's widely used framework of the foundational conditions for team effectiveness.

An Examination of Burnout Predictors: Understanding the Influence of Job Attitudes and Environment.

Burnout amongst healthcare employees is considered an epidemic; prior research indicates a host of associated negative consequences, though more research is needed to understand the predictors of burnout across healthcare employees. All employees in a cancer-focused academic healthcare institution were invited to participate in a bi-annual online confidential employee survey. A 72% response rate yielded 9979 complete responses.

Retesting personality in employee selection: implications of the context, sample, and setting.

The present study sought to assess when and how actual job applicants change their responses when filling out an unproctored personality selection assessment for a second time. It was predicted feedback would be a key contextual motivator associated with how much applicants change their answers during the second administration. Mediation results showed that individuals receiving feedback that showed a low score on the personality assessment was the reason they did not get the job were more likely to employ faking response strategies in the second testing session, predicting the highest change in scores between the first and second testing sessions.

The performance management system: applying and evaluating a pay-for-performance initiative.

The clinical operations and programs division at the University of Texas M. D. Anderson Cancer Center undertook an initiative, as part of a new performance management system, to determine the effectiveness in aligning individual performance goals to institutional goals and linking performance to rewards (i.

Practice variability and transfer of training: the role of self-efficacy generality.

Practice variability has been shown to enhance transfer of training. The purpose of the present study was to examine the role of self-efficacy generality as a motivational mechanism in explaining the relationship between practice variability and transfer. Undergraduate students (N = 82) were randomly assigned to 1 of 2 training conditions (constant or variable) for a computer decision-making task.