Organizations affect their employees' vaccine readiness: A self-perception theory perspective.

Over the past 3 years, employees have constantly witnessed how their organizations have responded to the challenges posed by the COVID-19 pandemic. Here, we hypothesize that employees' perceptions of the COVID-19 safety climate of their organization positively affect their vaccine readiness. To examine the underlying mechanisms of this effect, we use a self-perception theory lens. Thus, we hypothesize that an organization's COVID-19 safety climate affects employees' COVID-19 vaccine readiness through employees' adherence to COVID-19 guidelines. We conducted a time-lagged study over the time span of 1 year (N = 351) to test our hypotheses. In general, results support our hypotheses. In particular, results showed that perceived COVID-19 safety climate assessed at an early stage of the pandemic (April 2020, when no vaccines were available) predicted employees' COVID-19 vaccine readiness more than a year later. In line with self-perception theory, this effect was mediated by employees' adherence to COVID-19 guidelines. The present study provides theoretical insight into the underlying mechanisms of organizational climate on employees' attitudes. From a practical perspective, our results suggest that organizations are a powerful lever for promoting vaccine readiness.

An assessment of organizational well-being, organizational health, and work-related stress: A cross-sectional study of nurses involved with COVID-19 interventions.

BACKGROUND: Nurses have been affected by stress, developing many related consequences during the health emergency caused by the SARS-CoV-2 (COVID-19) pandemic. It is essential for healthcare organizations to protect their human resources because there is a strong correlation between the health status of healthcare workers and the quality of care provided. OBJECTIVE: The aim of the study was to measure the perception of the organizational health level of the workplace among COVID-19 nurses (i.e. nurses who directly dealt with COVID-19 countermeasures) as an influence on work quality and work-related stress. METHODS: A cross-sectional study was carried out by administering the Nursing Questionnaire on Organizational Health (QISO) to nurses in contact with COVID-19 patients. The search period ranged between August and September 2021 with nurses who work and/or worked in Lazio. RESULTS: 123 questionnaires were collected. The scores with a value below the recommended level (2,6) are: "Comfort of the working environment" (mean = 2.57; SD = 0.66); "Valorization of skills" (mean = 2.40; SD = 0.62); "Openness to innovation" (mean = 2.46; SD = 0.77); "Satisfaction with top management" (mean = 2.48; SD = 0.81); and the inverse scale "Fatigue" (mean = 2.94; SD = 0.55). CONCLUSION: Management of healthcare organizations should define action strategies to promote and increase organizational well-being and reduce work-related stress risk factors. Some action strategies that could be used include improving the elements of the work environment to make it more comfortable for workers; strengthening and improving communication; improving the relationship between nurses and senior management; and establishing a team of experts for psychological assistance.

I-deals as a Human Resource Initiative: Exciting Innovation or Passing Fad?

As the workplace continuously reinvents itself due to advances in technology, changes in society, and unexpected events like COVID-19, both employers and employees are employing idiosyncratic deals (i-deals) to allow for flexibility for both sides. This chapter addresses i-deals from a human resources (HR) perspective, by focusing on three critical themes. First, we discuss how organizations effectively institutionalize i-deals, and how such i-deals impact human resource philosophy and practices, given that HR departments often lead the effort to institutionalize such deals through individualized and fair HR practices. Next, we explore how supervisors can make sure that i-deals are fair and effective. Following this, we discuss where i-deals fit in the international human resource management (IHRM) context. A total of fourteen future research directions are identified with particular emphasis on practical HR perspectives. Finally, this chapter constructs a bridge between the two disciplines through drawing upon established literatures from i-deals and IHRM, to extending our current knowledge through both theoretical and practical lenses. © The Author(s), under exclusive license to Springer Nature Switzerland AG 2022.

COVID - 19 Readiness Organizational Trust Scale

It was aimed to develop a scale to evaluate how trust-distrust is structured in the context at the macro level;the state, lower organizations, employees and organization managers, decisions and measures regarding the epidemic and also communication between the employees and the organization and the changes brought about the way of doing business after being declared the outbreak in Turkey COVID-19. For this purpose, online interviews conducted with the help of open-ended questions. The obtained data transformed into measurable scale items and applied to 150 participants (Male: 78, Female: 72;Age: 22-67, Average: 38.3, SS: 12.43) together with the Socio- Demographic Information Form, General Job Satisfaction, and Turnover Intention scales. The findings obtained revealed that the scale has a three-factor structure: 'Trust in Manager', 'Trust in Organization' and 'Trust in Employee'. The results of the correlation analysis performed within the scope of the criterion validity showed that all the sub-dimensions of the scale are associated with General Job Satisfaction and the Turnover Intention. The analyzes carried out to test the discrimination validity showed that there is a significant differences in terms of Trust in Organization and Trust in Employees in groups where the perception of work-related health hazard is less dangerous and very dangerous. As a result, the findings obtained in this study show that the COVID-19 Readiness Organizational Trust Scale is a valid and reliable scale whose psychometric properties have been empirically tested in the Turkish sample. (PsycInfo Database Record (c) 2023 APA, all rights reserved) (Turkish) Bu calismada, Turkiye'de COVID-19 salgini ilan edildikten sonra;makro duzeyde devletin, daha asagida orgutlerin, calisanlarin ve orgut yoneticilerinin, salginla ilgili olarak aldigi kararlar, tedbirler, calisanlarin kendi aralarinda ve orgutle kurdugu iletisim, is yapma tarzi ile ilgili getirilen yenilikler baglaminda calisan ve orgut arasinda kurulan guven-guvensizligin nasil yapilandigini degerlendirmeye yonelik bir olcek gelistirmek amaclanmistir. Bu amaca yonelik olarak hazirlanan acik uclu sorular yardimiyla cevrimici gorusmeler gerceklestirilmistir. Elde edilen nitel veri olcumlenebilir olcek maddelerine donusturulmus ve Sosyo-demografik Bilgi Formu, Genel Is Memnuniyeti, Isten Ayrilma Niyeti olcekleriyle birlikte farkli sektorlerde calisan 150 katilimciya (Erkek: 78, Kadin: 72;Yas: 22 - 67, Ort:38.3, SS:12.43) uygulanmistir. Elde edilen bulgular olcegin 'Yoneticiye Guven', 'Kuruma Guven' ve 'Calisana Guven' olmak uzere uc faktorlu bir yapi gosterdigini ortaya koymustur. Kriter gecerliligi kapsaminda gerceklestirilen korelasyon analizi sonuclari olcege ait tum alt boyutlarin Genel Is Memnuniyeti ve Isten Ayrilma Niyeti ile iliskilendigini gostermektedir. Ayirt etme gecerliligini test etmek amaciyla gerceklestirilen analizler isin saglik acisindan tehlike algisinin az tehlikeli ve cok tehlikeli oldugu gruplarda Orgute Guven ve Calisana Guven boyutlarinda anlamli farklilik oldugunu gostermistir. Sonuc olarak, bu calismada elde edilen bulgular COVID - 19 Hazirliligi Orgutsel Guven Olcegi'nin Turk ornekleminde psikometrik ozellikleri gorgul olarak test edilmis gecerli ve guvenilir bir olcek oldugunu gostermektedir. (PsycInfo Database Record (c) 2023 APA, all rights reserved)

An ed-tech organizational transition from a reactive to a proactive change model in client success

The pivotal role Ed-Tech facilitates as an industry is increasing in education. As education evolves, the emergence of Ed-Tech in the classroom, data collection, curriculum, assessment, and student information continues to drive new initiatives, projects, and solutions in the school. The cross-sectional relationship between education and organizational culture during the COVID pandemic identified emerging themes of the increasing reliance on education and the emphasis society and education place on technology. This study analyzes and developed an action plan to address the disconnect between educational stakeholders and client organizational engagement. This qualitative study focuses on the role of the organizational culture of Ed-Tech organizations in improving practices of engagement, user experience, and internal client success practices. (PsycInfo Database Record (c) 2023 APA, all rights reserved)

Exploring organizational culture's relationship to innovation in online instruction

Institutions of higher education have identified online programs as a top innovation strategy, but lack of faculty buy-in has been cited as a major challenge to launching them. In addition, leaders have identified issues of organizational culture, such as the lack of supportive leadership and a risk-averse mindset, as key barriers to their innovation efforts. In fact, researchers have uncovered a strong predictive relationship between organizational culture and innovation, such as online education. Aspects of organizational culture have been shown to influence technology use, and the adoption of online and blended learning. Comprising three manuscripts, this dissertation explores the influence of organizational culture on faculty's adoption of online teaching and yields practical insights for leaders and stakeholders who seek to expand their online offerings. This dissertation's original research was conducted during the COVID-19 pandemic, in which faculty were essentially forced to teach online, many for the first time. These unique circumstances presented an opportunity to explore the influence of organizational culture on different types of online faculty adopters--those who were already teaching online and those who were new to teaching online due to the pandemic. The first manuscript presents a sequential explanatory mixed methods study focused specifically on these faculty who were forced to teach online during the pandemic. Surveys were used to capture faculty's perceived organizational culture, relying on the Competing Values Framework's four cultural archetypes. Interviews were then conducted to understand how organizational culture influenced faculty's online teaching practices and willingness to teach online post-pandemic. The second manuscript describes the same empirical study but analyzes all online teaching adopters, who were categorized using Rogers' Diffusion of Innovations adopter categories (innovator, early adopter, early majority, late majority and laggards). The third manuscript is a systematic literature review yielding culture-based facilitators and best practices that promote online teaching adoption. These manuscripts together found collaboration was a key success factor, as well as developing and aligning to share values. As institutions' online education plans evolve over time, culture must also evolve to meet current goals and strategies. This dissertation provides a roadmap to support institutions who seek to foster cultures that support innovation through online education. (PsycInfo Database Record (c) 2023 APA, all rights reserved)

Organizational climate among healthcare personnel and satisfaction of users assisted by the Mobile Emergency Care Service (SAMU) in the context of COVID-19, Piura, 2021.

Objective: To determine the relationship between the organizational climate among healthcare personnel and the satisfaction of users assisted by the Mobile Emergency Care Service (SAMU) in the context of COVID-19, Piura. Material(s) and Method(s): A Likert-scale survey was administered to 80 healthcare workers to assess the organizational climate and 110 SAMU users to assess their satisfaction level and whether they met the selection criteria. The survey had one section addressed to SAMU workers and another one to SAMU users. Result(s): Out of all healthcare personnel, 51.3 % were men with an average age of 32.65 +/- 6.8 % years, and there were more registered nurses (32.50 %) than doctors (31.30 %). Out of all users, 54.5 % were men with an average age of 58.78 +/- 20.97 years, 57.3 % had no comorbidities and 84.5 % used the service once. The organizational climate and its dimensions showed healthy outcomes (96.58 +/- 3.21). Most SAMU users (51.60 %) were satisfied (57/110) while 38.20 % (42/110) were moderately satisfied and 10.20 % (11/110) showed dissatisfaction. The main hypothesis concerning the relationship between the organizational climate and the satisfaction of SAMU users (p < 0.005) was confirmed. Moreover, there was a relationship between the five dimensions and the satisfaction of users. Conclusion(s): There is a relationship between the organizational climate among SAMU healthcare workers and the satisfaction of SAMU users in Piura. The organizational climate and its dimensions, compared to the instrument developed by MINSA, showed healthy outcomes. Most patients were satisfied with the care received and the most frequent comorbidities were hypertension and type 2 diabetes mellitus.Copyright © La revista. Publicado por la Universidad de San Martin de Porres, Peru.

Psychosocial safety climate and self-efficacy: Moderating role of job-related expectations in Pakistani private-sector employees during the COVID-19 pandemic.

The labor force in Pakistan comprises 59.8 million individuals. The employees have faced major changes in work dynamics and psychosocial safety climate during the COVID-19 pandemic. The purpose of the current study is to find the relationship between psychosocial safety climate, self-efficacy, and job-related expectations. It explores the moderating role of job-related expectations on the relationship between psychosocial safety climate and self-efficacy. It was hypothesized that there is likely to be a significant relationship between psychosocial safety climate, self-efficacy, and job-related expectations, job-related expectations are likely to moderate the relationship between psychosocial safety climate and self-efficacy, and there are likely to be differences between married and unmarried employees; men and women; satisfied and unsatisfied employees with respect to psychosocial safety, self-efficacy, and job-related expectations. A correlational research design and a convenience sampling strategy were used. A total of 281 employees (M = 30.74 years, SD = 10.99) of the private-sector (including educational, industrial, and IT) organizations during the COVID-19 pandemic were part of the study. Results show that psychosocial safety climate had a positive significant relationship with job-related expectations and self-efficacy. Job expectations also significantly correlated with self-efficacy. There were significant differences in measures of study variables with respect to gender, marital status, and employee satisfaction. This research has implications for administration, managers, policymakers, and organizational psychologists.

Organizational climate and quality of work-life in the creativity of teachers

This study analyzed the effect of organizational climate and quality of work-life on teachers' creativity throughout state vocational high schools in Serang, Indonesia during the COVID-19 pandemic. This work involved 164 civil servant teachers in state vocational high schools in Serang, Indonesia as the sample. As the major analysis tool, we used a multiple linear regression model. The hypothesis test used the t-test and f-test. The study revealed that: i) Organizational climate positively and significantly influenced the civil servant teachers' creativity amid the COVID-19 pandemic with a significance value of.000 (α<.005);ii) The quality of work-life also had a positive and significant effect on the teachers' creativity during this difficult situation has significance value of.000 (α<.005);and iii) The quality of their work influenced both organizational climate and the creativity of state vocational high school teachers living in Serang, Indonesia, with a determination coefficient of.861 or 86.1% during the pandemic. © 2023, Institute of Advanced Engineering and Science. All rights reserved.

Trauma-informed higher education workplaces: A literature review crosswalk analysis

Trauma is an ongoing reality of life. Mass shootings, adverse childhood events, and the COVID-19 pandemic have affected every workplace. Within higher education, students, faculty, staff, and administrators have experienced traumatic stress. The purpose of this systematic literature review (SLR) was to compile evidence-based best practices and create a trauma-informed (TI) model explicitly for higher education grounded on the current TI workplace models. The project addresses which models and evidence-based programs of the TI workplace have been used in the past 21 years and how these practices connect to higher education organizations. A crosswalk analysis between standard TI workplace practices aligned with the higher education context constructs a framework for higher education TI workplaces. The project's implications may take practitioners beyond the broad implementation and evaluation procedures required to sustain a TI workplace initiative toward more tangible approaches for higher education leadership to implement a TI culture. As a result of the SLR, higher education professionals may be able to apply the novel higher education TI practices to develop a culture that acknowledges employees' traumatic experiences and adopts evidence-based TI practices to support their wellbeing. (PsycInfo Database Record (c) 2023 APA, all rights reserved)

Why are they still here: A look at employee retention amidst the COVID-19 pandemic

The purpose of this mixed methods study was to examine the impact of unplanned change, driven by the COVID-19 pandemic, on organizational culture and employee retention among essential workers in a growing healthcare organization. The research addresses the importance of employee retention, including factors related to retention, consequences of retentions, and the financial impact of employee attrition. Additionally, the research addresses employer strategies to increase retention, such as organizational culture, job satisfaction, employer brand, and generational differences in the workplace. The conceptual framework used for this research is an adaptation of the Burke-Litwin model of organizational performance and change (BLMOPC). The study sought to examine the change to the organization caused by the external environment factor of the COVID-19 pandemic by exploring the transactional factors of work unit climate and individual needs and values. Data collection consisted of a survey instrument and interviews with survey participants. The findings and results support the conceptual framework suggesting that the transformational factor of organizational culture is influenced by the transactional factors which can be leveraged to inform leaders and turn the COVID-19 crisis into an opportunity to create a stronger organizational culture. Recommendations to address the impact of the COVID-19 on organizational culture and employee retention are discussed and include a quantified and transparent approach to compensation and developing an organizational culture that promotes work-life balance and leadership presence. (PsycInfo Database Record (c) 2023 APA, all rights reserved)

Understanding change in disruptive contexts: The role of the time paradox and locus of control

We examine how the experience of time and locus of control influence organizational change in disruptive contexts. Through the cycles of the COVID-19 pandemic restrictions and their relaxations in Turkey, we found that organizations approached change similarly in the short term but differently in the long term. To unpack the mechanism behind these observations, we analyzed in-depth qualitative data from five organizations from March 2020 to September 2021. We reveal that the change process creates time pressure in disruptive contexts, and a time paradox emerges to the extent that the change outcomes increase the available time under time pressure. Depending on their locus of control, individuals either complement organizational change or resist it even more after triggering events that signal the lastingness of the post-disruption situation. Our framework may enhance organizational resilience to future disruptions by highlighting the requirement for change recipients to make complementary moves to regain control. (PsycInfo Database Record (c) 2023 APA, all rights reserved)

On the meaning of meaning as shared meaning-Leadership development in turbulent times

"In a crisis character proves itself" (Helmut Schmidt)-and so does the culture of an organization. Is it of support also in difficult times? Does pressure amplify its positive aspects or rather the dysfunctional ones? This case report addresses a nursing division within a university hospital, particularly its leadership culture that was recently "stress tested" by the COVID-19 pandemic. To the relief of those involved, the situation revealed a solid foundation and the positive force of a division-wide culture of shared leadership. Our contribution to this special issue of the journal Gruppe. Interaktion. Organisation. (GIO) reflects upon a leadership development process of five years, which supported the emergence of an adaptive and community-oriented leadership practice capable of constructively coping with complexity, permanent change and various tensions. Core elements of this process were regular large group workshops that provided spaces for resonance, reflection and experimentation and fostered the building of trust and connectedness. We first recapitulate significant steps and contents of this process and then examine impact factors and determinants of success by drawing on interviews with participating leaders. This is followed by an engagement with theoretical perspectives on questions of meaning in relation to leadership and a consideration and discussion of the case example against this background. In that we focus on such approaches that look at meaning phenomena as transsubjective and collective and our article advocates against considering meaning detached from the communities in which it emerges. We conclude with a resume and outlook in view of a reorganization in the context of this case study. (PsycInfo Database Record (c) 2023 APA, all rights reserved) (German) In der Krise beweist sich der Charakter" (Helmut Schmidt) - und die Kultur einer Organisation. Tragt sie auch in schwierigen Zeiten? Kommt es unter Druck zu einer Verstarkung der positiven oder der dysfunktionalen Aspekte? Dieser Praxisbericht befasst sich mit einem Pflegebereich eines Universitatsklinikums und insbesondere seiner Fuhrungskultur, die jungst angesichts der COVID-19-Pandemie einem Stresstest" ausgesetzt war. Erleichternderweise trat hier ein solides Fundament zutage bzw. es zeigte sich die positive Kraft einer bereichsumfassenden Kultur der gemeinschaftlichen Fuhrung. Unser Beitrag zu diesem Themenheft der Zeitschrift Gruppe. Interaktion. Organisation. (GIO) reflektiert einen funfjahrigen Fuhrungsentwicklungsprozess, der die Herausbildung einer adaptiven und gemeinschaftsorientierten Fuhrungspraxis, welche Komplexitat, permanente Veranderung und multiple Spannungsfelder konstruktiv bewaltigen kann, unterstutzt hat. Kernelemente dieses Prozesses waren regelmasige Grosgruppenworkshops, die als Resonanz-, Reflexions- und Experimentierraume dienten sowie Vertrauen und Verbundenheit forderten. Wir rekapitulieren zunachst wesentliche Schritte und Inhalte des Prozesses und beleuchten dann auf Basis von Interviews mit beteiligten Fuhrungspersonen Wirkfaktoren und Gelingensvoraussetzungen der stattgefundenen Entwicklungen. Anschliesend erfolgt eine Auseinandersetzung mit theoretischen Perspektiven auf Sinnfragen in Zusammenhang mit Fuhrung und eine Einordnung und Diskussion des Fallbeispiels vor diesem Hintergrund. Dabei interessieren uns vor allem solche Ansatze, die Sinnphanomene als transsubjektiv und kollektiv betrachten und unser Beitrag pladiert dafur, Sinn nicht losgelost von den Gemeinschaften zu denken, in welchen er entsteht. Wir enden mit einem Resumee und Ausblick angesichts einer Reorganisation im Kontext des Fallbeispiels. (PsycInfo Database Record (c) 2023 APA, all rights reserved)

Predictors of engagement in nursing professional practice: Transforming organizational culture in the post-COVID healthcare environment

Cultivating the shared belief that individuals matter within an organization enhances the empowerment of staff and supports enthusiastic engagement in organizational efforts aimed toward a common mission, vision, and goals (McShane & Von Glinow, 2019). The nursing profession has been plagued by an unprecedented decrease in engagement and diminished job satisfaction, particularly following the prolonged tenure of the COVID-19 pandemic, leading to subsequent attrition amidst a staffing crisis. This quantitative predictive correlational study seeks to determine whether proactive and persevering characteristics, professional identity, and passion of nurses are predictors of engagement in a post-COVID healthcare environment. The research was based on transformational leadership theory and utilized the existing Nurses Positive Energy of Retention instrument developed by Wu et al. (2019). The study incorporated a convenience sample of nurses (N = 132) and was conducted through Qualtrics utilizing a Likert scale questionnaire. The outcome variable was defined as nurses' positive energy of retention (NPER), which determines the engagement of nursing staff within their professional work environment. A non-parametric analysis of the variables utilizing Spearman's rho found the relationship of each of the primary variables (proactive and persevering characteristics, professional identity, and passion of nurses) to engagement to be highly statistically significant (<.001). The proposed implementation of transformative leadership supports these relationships and fosters a culture of engagement and empowerment, impacting nursing at its core and positively guiding the profession into the future. (PsycInfo Database Record (c) 2023 APA, all rights reserved)

An exploration of organizational culture in the remote work environment: A Delphi study

This study was an exploration of organizational culture in the remote work environment. A classical Delphi study was selected as the most appropriate research methodology available for this exploratory work. The subject matter, organizational culture and the remote work environment were identified as worthy of study given the well-recognized relationship of organizational culture to organizational success and the recent large-scale increase in the number of remote workers initiated by the COVID-19 pandemic.In this study, the researcher led a diverse panel of experienced remote worker managers through a confidential consensus-building process of three rounds of online questionnaires. The results from the study were analyzed and interpreted in the context of Edgar Schein's three element model of organizational culture (artifacts, values, and assumptions) combined with social constructivist learning theory.It was determined that the remote work environment does present several key culturally relevant factors. A total of 97 survey factors were identified, 88 of which achieved consensus by round three. Several key themes were identified including the critical need for trust and to create the opportunity for informal interactions that aid in trust, relationship building and cultural diffusion. Additional focus areas for leadership and management were identified including new skill sets needed for the remote work environment, the importance of consistency, and establishing the norms or acceptable remote environment behaviors. Context or organizational culture type is also discussed. Effectively, if an organization transitions to a dominantly remote work environment, several cultural adaptations are necessary to encourage success. (PsycInfo Database Record (c) 2023 APA, all rights reserved)

Forced telecommuting during the COVID-19 lockdown: the impact on corporate culture in Spain and Kazakhstan

PurposeThis paper studied organizational culture in two different countries during the COVID-19 lockdown, a stressful social and labor context that obliged entire working populations to telecommute from home. We considered how people have coped with this new scenario, bearing in mind that one of the most relevant aspects of organizational culture and climate is the face-to-face interactions that take place in offices. With telework, that important physical relationship disappears and, since body language has its own grammar, work-related messages logically become open to misunderstanding between leaders and subordinates, as well as among peers.Design/methodology/approachAn anonymous questionnaire (in Spanish and Russian) was distributed through the LinkedIn social media platform. The study intended to capture responses from white-collar professionals with managerial profiles, including those occupying high and medium-level positions, consultants, section directors, and project managers across different industries in both the countries. We collected 142 responses from Spain and 115 from Kazakhstan, with a total of 257 valid responses. Principal component's analysis (PCA), to obtain factorial axis was applied. We then performed a factor analysis of those principal components using Coheris Analytics SPAD 9.1.FindingsThe first finding herein points to the fact that the same experience had different consequences in these two different places, which can be traced back to national-cultural values. Spain and Kazakhstan share some common values and, at the same time, are culturally opposite. People fear uncertainty and one of the best ways to avoid this feeling is to provide them with technical and emotional support to manage a situation. During the COVID-19 lockdown, professionals from both countries expected their bosses to be assertive, driven, attentive and encouraging. And it seems they got just that. Secondly, a robust structure is mandatory for feeling secure: workers reported devoting more hours to telecommuting at home and even felt that their jobs were invading their personal lives, but they handled it because they knew to whom they should report. Procedures, rules, and methods were clear enough to avoid uncertainty. They even invented new rituals, patterns and practices that helped to reinforce their sense of belonging to the team. On top of this, in their responses, they noted that leaders acted consistently, even admirably, during lockdown and, for this reason, they gained their subordinates' respect.Research limitations/implicationsResponses from female participants more than doubled those from males in this sample. Women are assumed to prefer flexible working conditions so that they can better take care of children and/or elderly or dependent persons, but this could just be a long-standing bias. On the other hand, the incorporation of women into professional life has feminized work environments, translating into more concern for workers' personal circumstances and more awareness of the human relationships therein. Thus, independent of the country studied, gender is another factor to consider for future research.Practical implicationsThis article proposes further exploratory study of how organizational contexts are affected by unexpected, informal and even radical changes, as well as of organizations' ability to manage said changes by looking to their cultural values.Originality/valueFacing a common enemy— the coronavirus— seems to have made workers more positive and less prone to complaining. Workers have been resolute and have tried their best not only in their individual work, but also with their co-workers and teams. The data suggests that, even when analyzing two diverse countries in terms of their cultural historical, and sociological contexts, companies' reactions impacted their employees somewhat similarly and engendered similar responses. At the same time, the reactions of Spanish and Kazakhstani professionals vary on certain aspects, and, surprisingly, converge in terms of avoiding uncertainty, w ich suggests a conservative reaction in both countries. This study concludes that structure (clarity of procedures, norms, patterns) and leaders' recognition of their employees' efforts to overcome uncertainty were of utmost importance.

Leadership strategies for obtaining employee involvement in a behavioral health organization

Maintaining a stable and engaged workforce is essential in providing quality treatment to individuals with behavioral health disorders. Soliciting and accepting input and feedback from workforce members is vital in ensuring that competent staff is available to this vulnerable population. Behavioral health leaders can facilitate this goal by cultivating environments that support employee involvement in organizational decision-making. This case study focused on identifying strategies for obtaining employee involvement by examining organizational culture and perceptions, with specific attention to existing opportunities for engaging the workforce in corporate decisions. Using the Baldridge Excellence Framework conceptually, data collection comprised five leadership interviews, organizational policies, quality reports, strategic planning documents, and external licensing and accreditation reports from a behavioral health organization operating in an urban city in the northeastern United States. Findings indicated that employee involvement was present and valued in the organization. However, health and safety measures implemented to reduce risks of COVID-19 exposure contributed to a perception of reduced employee involvement. Other findings suggested the presence of paternalistic leadership and a family orientation in the agency. Recommendations included implementing processes that support the organizational culture and employees' need for affiliation while protecting employee health and safety. Study findings contribute to positive social change by providing behavioral health leaders with strategies for maintaining a stable workforce that can provide quality treatment and care. (PsycInfo Database Record (c) 2023 APA, all rights reserved)

A retrospective study of knowledge management for integrated resorts (IRs) crisis preparedness

PurposeThis study aims to propose a systematic knowledge management model to explore the causal links leading to the organizational crisis preparedness (OCP) level of integrated resorts (IRs) during the COVID-19 pandemic based on the intangible capital of organizational climate, dynamic capability, substantive capability and commitment. Design/methodology/approachThe authors use data obtained from IRs in Macau. The Wuli-Shili-Renli (WSR) approach underpins the study. Structural equation modeling following fuzzy-set qualitative comparative analysis (fsQCA) was used for data processing. FindingsThe results showed that organizational climate has an essential role in IRs preparedness for crises and affects their dynamic capacity, substantive capacity and commitment. The fsQCA results revealed that the relationships between conditions with a higher level of dynamic and substantive capability lead to higher OCP scores. Practical implicationsExecutives should develop systemic thinking regarding organization preparedness in IRs for crisis management. A comprehensive understanding of the IRs' business environment and crises is necessary, as they will require different factor constellations to allow the organization to perform well in a crisis. Financial support for employees could ensure their assistance when dealing with such situations. Rapid response teams should be set up for daily operations and marketing implementation of each level of the IRs management systems. Originality/valueThis study contributes to the extant literature on IRs crisis management in the OCP aspect. The authors constructed a systematic composite picture of organization executives' knowledge management through the three layers of intangible capitals in WSR. Moreover, the authors explored causal links of WSR from symmetric and asymmetric perspectives.

Resilience and Prospective. An Analysis of the Emotional State of Psychology Students at the Technical University of Babahoyo, Ecuador

The return to the face-to-face modality in higher education, after the virtuality that, without other alternatives, was imposed by the Covid-19 pandemic last year, has been the subject of multiple investigations. The emotional state of higher-level students, in the transition from virtual to face-to-face teaching, after the pandemic crisis, has had an impact on the teaching-learning process where student resilience has been vital in this process. In this context, the climate present in organizations must be proactive to favor the control of possible risks inherent in the teaching-learning process in all its magnitude in a way that guarantees the well-being of teachers and students with satisfactory results, preparing them at all stages: before, during and after these extreme events occurred. The purpose of this work is to assess the resilience of Psychology students at the Technical University of Babahoyo, Ecuador, upon returning to teaching in the face-to-face modality. A descriptive-non-experimental study was carried out with a mixed research approach, in which quantitative and qualitative methods are systematically integrated. The Connor-Davidson Resilience Scale (CD-RISC10) was applied to a sample of 182 students. The results made it possible to determine the emotional state of the students in terms of their resilience when returning to the face-to-face modality, after the context of absolute virtuality imposed by the pandemic. It is revealed that these students are resilient, with a slight difference in favor of the female gender.

Why are they still here: A look at employee retention amidst the COVID-19 pandemic

The purpose of this mixed methods study was to examine the impact of unplanned change, driven by the COVID-19 pandemic, on organizational culture and employee retention among essential workers in a growing healthcare organization. The research addresses the importance of employee retention, including factors related to retention, consequences of retentions, and the financial impact of employee attrition. Additionally, the research addresses employer strategies to increase retention, such as organizational culture, job satisfaction, employer brand, and generational differences in the workplace. The conceptual framework used for this research is an adaptation of the Burke-Litwin model of organizational performance and change (BLMOPC). The study sought to examine the change to the organization caused by the external environment factor of the COVID-19 pandemic by exploring the transactional factors of work unit climate and individual needs and values. Data collection consisted of a survey instrument and interviews with survey participants. The findings and results support the conceptual framework suggesting that the transformational factor of organizational culture is influenced by the transactional factors which can be leveraged to inform leaders and turn the COVID-19 crisis into an opportunity to create a stronger organizational culture. Recommendations to address the impact of the COVID-19 on organizational culture and employee retention are discussed and include a quantified and transparent approach to compensation and developing an organizational culture that promotes work-life balance and leadership presence. (PsycInfo Database Record (c) 2023 APA, all rights reserved)