Is burnout static or dynamic? A career transition perspective of employee burnout trajectories.

Despite decades of theory and empirical research on employee burnout, its temporal and developmental aspects are still not fully understood. This lack of understanding is problematic because burnout is a dynamic phenomenon and burnout interventions may be improved by a greater understanding of who is likely to experience changes in burnout and when these changes occur. In this article, we advance existing burnout theory by articulating how the 3 burnout dimensions should differ in their pattern of change over time as a result of career transition type: organizational newcomers, internal job changers (e.

Minimizing deviant behavior in healthcare organizations: the effects of supportive leadership and job design.

In an era when healthcare organizations are beset by intense competition, lawsuits, and increased administrative costs, it is essential that employees perform their jobs efficiently and without distraction. Deviant workplace behavior among healthcare employees is especially threatening to organizational effectiveness, and healthcare managers must understand the antecedents of such behavior to minimize its prevalence. Deviant employee behavior has been categorized into two major types, individual and organizational, according to the intended target of the behavior.

The impact of participative management perceptions on customer service, medical errors, burnout, and turnover intentions.

Numerous challenges confront managers in the healthcare industry, making it increasingly difficult for healthcare organizations to gain and sustain a competitive advantage. Contemporary management challenges in the industry have many different origins (e.g.

Creating a learning health care organization for participatory management: a case analysis.

Purpose: This paper aims to define a theory of practice in successfully implementing management-communication practices in the service of organizational learning.

Design/methodology/approach: A combination of research methods, both quantitative and qualitative, was used in gathering and analyzing data.

Findings: Three principles in creating a supportive environment conducive to employee empowerment and participative decision making enable organizational learning.

Adapting to change in healthcare: aligning strategic intent and operational capacity.

The concept of a stakeholder is commonplace in a business context. Participative- democratic communication refers to those organization-wide principles and practices that "represent" many relevant stakeholders in the decision making of work-related activities. One case in point is as follows: In May 2000, the Spartanburg Regional Healthcare System board of directors forced its CEO to resign, ending his 6-year tenure and the heated controversy of the previous 2 months.