Behavioral Integrity, Engagement, Organizational Citizenship Behavior, and Service Quality in a Healthcare Setting.

In response to increased competition and outcomes transparency, healthcare delivery organizations must rely on their employees to provide superior care quality and patient service. Healthcare managers seeking to motivate employees to this end have an abundance of leadership theories, many of which are broad and overlapping, on which to base their initiatives. In this study, we looked at a relatively narrow construct: behavioral integrity (BI)-that is, the extent to which employees view their managers' words and actions as congruent (whether they "walk their talk").

Theory X/Y in the Health Care Setting: Employee Perceptions, Attitudes, and Behaviors.

Douglas McGregor's conceptualization of Theory X and Theory Y has influenced management practices for almost six decades, despite the relative paucity of empirical support. This empirical study examined the relationships between health care employees' perceptions of (1) manager Theory Y and Theory X orientations; (2) work unit psychological safety, organizational citizenship behavior, and service quality; and (3) the employing entity. The study used survey data from more than 3500 employees of a large US health care system and analyzed them using confirmatory factor and hierarchical regression analyses.

Stress, satisfaction, and the work-family interface: a comparison of self-employed business owners, independents, and organizational employees.

Using data from the 2002 National Study of the Changing Workforce (NSCW) (N = 3,504), we examined differences among organizational employment and two categories of self-employment: independent contractors and small business owners. Our results suggest that self-employment, either as owner or independent, may allow individuals to achieve greater autonomy than would be available to them as organizational employees. However, the greater pressure associated with ownership of a small business detracts from the advantages of having autonomy, making small business ownership a double-edged sword.

Relationships among organizational family support, job autonomy, perceived control, and employee well-being.

The authors analyzed data from the 2002 National Study of the Changing Workforce (N = 3,504) to investigate relationships among availability of formal organizational family support (family benefits and alternative schedules), job autonomy, informal organizational support (work-family culture, supervisor support, and coworker support), perceived control, and employee attitudes and well-being. Using hierarchical regression, the authors found that the availability of family benefits was associated with stress, life satisfaction, and turnover intentions, and the availability of alternative schedules was not related to any of the outcomes. Job autonomy and informal organizational support were associated with almost all the outcomes, including positive spillover.