Reducing turnover intentions among first-year nurses: The importance of work centrality and coworker support.

Turnover among nurses has been recognized as a frequent and enduring problem in healthcare worldwide. The widespread nursing shortage has reached the level of a healthcare crisis. The COVID-19 pandemic has illustrated the importance of understanding the contributing factors of nurse turnover, and more importantly how to mitigate the problem. Using cross-sectional survey data collected from 3370 newly licensed nurses working across 51 metropolitan areas within 35 U.S. states, we explore how role overload and work constraints can both diminish job satisfaction and increase turnover intentions of new nurses. Coworker support and work role centrality are identified as moderators of these relationships which show potential to mitigate these negative outcomes. This study highlights the importance of coworker support and work centrality in improving job satisfaction and subsequent turnover intentions among newly licensed nurses.

Organizing for Mars: A Task Management Perspective on Work within Spaceflight Multiteam Systems.

OBJECTIVE: The aim of this study was to examine how task, social, and situational factors shape work patterns, information networks, and performance in spaceflight multiteam systems (MTSs). BACKGROUND: Human factors research has explored the task and individual characteristics that affect decisions regarding when and in what order people complete tasks. We extend this work to understand how the social and situational factors that arise when working in MTSs affect individual work patterns. METHODS: We conducted a complex multi-site space analog simulation with NASA over the course of 3 years. The MTS task required participants from four teams (Geology, Robotics, Engineering, and Human Factors) to collaborate to design a well on Mars. We manipulated the one-way communication delay between the crew and mission support: no time lag, 60-second lag, and 180-second lag. RESULTS: The study revealed that team and situational factors exert strong effects: members whose teams have less similar mental models, those whose teams prioritize their team goal over the MTS goal, and those working in social isolation and/or under communication delay engage longer on tasks. Time-on-task positively predicts MTS information networks, which in turn positively predict MTS performance when communication occurs with a delay, but not when it occurs in real-time. CONCLUSION: Our findings contribute to research on task management in the context of working in teams and multiteam systems. Team and situational factors, along with task factors, shape task management behavior. APPLICATION: Social and situational factors are important predictors of task management in team contexts such as spaceflight MTSs.

Mindfulness buffers the deleterious effects of workaholism for work-family conflict.

RATIONALE: Workaholism logically corresponds to the experience of work-family conflict (WFC) which is associated with a wide variety of negative employee outcomes. Finding ways to mitigate the occurrence of workaholism and/or lessen its deleterious effects on the work-family interface is practically important. Mindfulness research may hold some promise in this regard. OBJECTIVE: We explore the potential that mindfulness - through its association with accuracy and salience of present moment experience and disengagement from automatic thoughts and debilitating behavior - may buffer the effects of workaholic tendencies on the experience of WFC. METHODS: We use a two-study design (total n = 1022) to examine the role of dispositional mindfulness and mindfulness practice on the workaholism-WFC relationship. RESULTS: Results suggest that (1) trait mindfulness buffers the workaholism-WFC relationship (Study 1; n = 307), and that (2) mindfulness practice and mindfulness training similarly buffer this relationship (Study 2; n = 715). CONCLUSION: Mindfulness effectively serves as a buffer in the relationship between workaholism and WFC.

Anxiety, job satisfaction, supervisor support and turnover intentions of mid-career nurses: A structural equation model analysis.

AIMS: To explore the effects of four predictors of anxiety (work constraints, work/family conflict, verbal abuse and negative team orientation) among nurses and their subsequent effects on job satisfaction and turnover intentions; and to examine the moderating effect of supervisor support on the relationship between job satisfaction and turnover intentions. BACKGROUND: Work-related anxiety is a well-known predictor of employee burnout. Research suggests the prevalence of stress in the workplace varies by occupation, with stress among nurses one of the highest. METHODS: We employed data from the 2015 national survey of licensed registered nurses (n=1,080). We assessed the conceptual model using partial least squares structural equation modeling (PLS-SEM). RESULTS: Work constraints, work/family conflict, and negative team orientation lead to anxiety, which diminished job satisfaction and ultimately increased turnover intentions. Supervisor support weakened the job dissatisfaction-turnover relationship. CONCLUSIONS: These findings suggest that the common experiences reported by health care professionals lead to anxiety and ultimately turnover intentions and emphasize the role of supervisor support. IMPLICATIONS FOR NURSING MANAGEMENT: The supervisor's role is crucial to the implications of workplace-generated anxiety for nurse job satisfaction and turnover intentions. As such, nurse managers need to develop tangible strategies to help nurses navigate these contextual constraints.

Moving beyond relationship and task conflict: toward a process-state perspective.

Teams are formed to benefit from an expanded pool of expertise and experience, yet 2 aspects of the conflict stemming from those core differences will ultimately play a large role in determining team viability and productivity: conflict states and conflict processes. The current study theoretically reorganizes the literature on team conflict--distinguishing conflict states from conflict processes--and details the effects of each on team effectiveness. Findings from a meta-analytic cumulation of 45 independent studies (total number of teams = 3,218) suggest states and processes are distinct and important predictors of team performance and affective outcomes. Controlling for conflict states (i.e., task and relationship conflict), conflict processes explain an additional 13% of the variance in both team performance and team affective outcomes. Furthermore, findings reveal particular conflict processes that are beneficial and others detrimental to teams. The truth about team conflict: conflict processes, that is, how teams interact regarding their differences, are at least as important as conflict states, that is, the source and intensity of their perceived incompatibilities.

Personality antecedents of self-other rating discrepancy / La Personalidad como Antecedente de la Discrepancia Autovaloraciones-Valoraciones de Otros

Multi-rater feedback systems are increasingly being used in organizations for assessment and development. Research suggests self-ratings are often uncorrelated with other-ratings, which has implications for ratee receptivity to feedback. Prior research suggests ratee personality may offer insight into selfother rating discrepancy. We explored the extent to which five work-related personality dimensions offer explanatory variance in self-other rating discrepancy using archival data of 527 employees from a large financial organization. Analyses of 487 self-peer dyads and 501 self-supervisor dyads revealed low agreement among self-, supervisor-, and peer-ratings of performance. Self-raters high on extraversion, dominance, cultural conformity, cynicism, and detail orientation were somewhat likely to over-rate their performance as compared to peer ratings. Cynical and detail-oriented raters were likely to over-rate their performance as compared with supervisor ratings. Detail orientation and cultural conformity interacted to predict self-other rating discrepancies for both supervisors and peers. Implications for research and practice are discussed(AU)

En los últimos tiempos, se está incrementando el uso de sistemas de feedback multi-evaluador por parte de las organizaciones para la evaluación y el desarrollo de su personal. La investigación sugiere que las autoevaluaciones del desempeño a menudo no correlacionan con las evaluaciones de los demás, lo que tiene implicaciones para la receptividad del evaluado al feedback. La investigación previa sugiere que la personalidad del evaluado puede ser un punto importante en la discrepancia entre las autoevaluaciones y las evaluaciones de los otros. En el presente estudio se exploró el grado en que cinco dimensiones de personalidad relacionadas con el trabajo explican la varianza en la discrepancia entre las autoevaluaciones y las evaluaciones de los otros, usando los datos de archivo de 527 empleados de una gran organización financiera. El análisis de 487 parejas de autoevaluaciones y evaluaciones de los compañeros y 501 parejas de autoevaluaciones y evaluaciones de los supervisores reveló un bajo acuerdo entre las autoevaluaciones, las evaluaciones de los supervisores y las evaluaciones de los compañeros. Los evaluados altos en extraversión, dominancia, conformidad cultural, cinismo y orientación al detalle fueron algo más probables a sobre-estimar su desempeño en las autoevaluaciones comparadas con las evaluaciones que recibían de sus compañeros. Los evaluados cínicos y orientados al detalle tendieron a sobre-estimar su desempeño en comparación con las evaluaciones de sus supervisores. La orientación al detalle y la conformidad cultural interactuaron para predecir las discrepancias entre las autoevaluaciones y las evaluaciones de los supervisores y los compañeros. Finalmente, se discuten las implicaciones para la investigación y la práctica profesional de estos hallazgos(AU)

The cognitive underpinnings of effective teamwork: a meta-analysis.

Major theories of team effectiveness position emergent collective cognitive processes as central drivers of team performance. We meta-analytically cumulated 231 correlations culled from 65 independent studies of team cognition and its relations to teamwork processes, motivational states, and performance outcomes. We examined both broad relationships among cognition, behavior, motivation, and performance, as well as 3 underpinnings of team cognition as potential moderators of these relationships. Findings reveal there is indeed a cognitive foundation to teamwork; team cognition has strong positive relationships to team behavioral process, motivational states, and team performance. Meta-analytic regressions further indicate that team cognition explains significant incremental variance in team performance after the effects of behavioral and motivational dynamics have been controlled. The nature of emergence, form of cognition, and content of cognition moderate relationships among cognition, process, and performance, as do task interdependence and team type. Taken together, these findings not only cumulate extant research on team cognition but also provide a new interpretation of the impact of underlying dimensions of cognition as a way to frame and extend future research.

Emotional intelligence, individual ethicality, and perceptions that unethical behavior facilitates success / Inteligencia Emocional, Eticidad Individual y Percepciones de que la Conducta no Ética Facilita el Éxito

Survey results (N = 198) suggest emotional intelligence is a significant predictor of individual ethicality, perceptions of others’ethicality and perceptions that unethical behavior facilitates success. Importantly, emotional intelligence explains incremental variance in perceptions of others’ ethicality, over and above individual ethicality. The relationship between emotional intelligence and perceptions that unethical behavior facilitates success is fully mediated by self-esteem. Results suggest emotionally intelligent employees are more adept at interpreting the ethicality of others’ actions and potentially less likely to engage in unethical actions than employees low on emotional intelligence. Implications for research and practice are discussed(AU)

Los resultados de este estudio (N = 198) sugieren que la inteligencia emocional es un predictor significativo de la eticidad individual, la percepción de la condición ética de los demás y la percepción de que el comportamiento no ético facilita el éxito. Especialmente, la inteligencia emocional muestra varianza añadida en la percepción de la condición ética de los demás, sobre la explicada por la eticidad individual. La relación entre la inteligencia emocional y la percepción de que el comportamiento no ético facilita el éxito está totalmente mediada por la autoestima. Los resultados sugieren que los trabajadores emocionalmente inteligentes, frente a los bajos en inteligencia emocional, son más expertos en la interpretación de la eticidad de las acciones de los demás y potencialmente menos propensos a participar en las acciones poco éticas. Se discuten las implicaciones para la investigación y la práctica(AU)

Information sharing and team performance: a meta-analysis.

Information sharing is a central process through which team members collectively utilize their available informational resources. The authors used meta-analysis to synthesize extant research on team information sharing. Meta-analytic results from 72 independent studies (total groups = 4,795; total N = 17,279) demonstrate the importance of information sharing to team performance, cohesion, decision satisfaction, and knowledge integration. Although moderators were identified, information sharing positively predicted team performance across all levels of moderators. The information sharing-team performance relationship was moderated by the representation of information sharing (as uniqueness or openness), performance criteria, task type, and discussion structure by uniqueness (a 3-way interaction). Three factors affecting team information processing were found to enhance team information sharing: task demonstrability, discussion structure, and cooperation. Three factors representing decreasing degrees of member redundancy were found to detract from team information sharing: information distribution, informational interdependence, and member heterogeneity.