Connecting the organizational incomes and outcomes: a systematic review of the relationship between talent management, employee engagement, and turnover intention.

Introduction: In a post-pandemic environment, characterized by volatility and uncertainty, organizations need to adapt to it for their survival. Methods: Following a systematic review method, the aim of this study is to assess the relationship between talent management practices, employee engagement, and turnover intention. Carried out using PRISMA guidelines, this systematic review includes 43 studies. Results: Results showed a lack of consensus on the talent management concept, definition, and measurement. Also, talent management practices seem to increase employee engagement and decrease turnover intentions. That is, when organizations provide effective talent management practices to employees, they become more engaged and less likely to abandon the company. It is important to highlight the mediating role of engagement in the relation between talent management and turnover intention. Furthermore, the most studied talent management practices for promoting engagement and reducing turnover intention were identified. Regarding control variables, data highlighted the importance of age and organizational tenure in the aforementioned relationships. Discussion: This review draws attention to the need of designing and implementing talent management practices in an effective way in order to generate a healthy and engaged workforce that is willing to remain in an organization.

Et tu Brute? The Roles of Subordinate-Supervisor Similarities on the Relationship between Abusive Supervision and Employee Silence Behavior: A Study from the Subordinates' Perspectives.

The current study examined the moderating effects of subordinate-supervisor similarities on abusive supervision and employee silence relationships. We addressed the question of whether employees' silence reactions are alleviated or aggravated when the abuse comes from a supervisor who shares a similar gender and other sociodemographic attributes with the employee. The results indicated that abusive supervision led to more silence behavior and supported the moderating effect of perceived sociodemographic similarity on this relationship. However, regardless of gender similarities with their supervisors, the findings postulated that employees experiencing abusive supervision were more likely to remain silent at work. When there is a perceived sociodemographic similarity between the employee and the supervisor, abusive supervision has been found to have a harsher influence on employee's silence behavior. These findings help us better understand the antecedents of employee silence behavior and provide important implications for subordinate-supervisor similarity dynamics in exposure to abusive supervision.

Unveiling the Heartbeat of Healing: Exploring Organizational Culture in a Tertiary Hospital's Emergency Medicine Department and Its Influence on Employee Behavior and Well-Being.

This study examined the organizational culture of an emergency medicine department (EMD) in a tertiary hospital in Karnataka, India, using a prospective cross-sectional design from January to February 2024. It aimed to identify the predominant and supporting organizational cultures within the EMD and their influence on employee behavior and well-being, including job satisfaction, burnout, stress levels, and coping strategies. A total of 82 participants, including physicians, emergency medical technicians, and nurses, completed the Organizational Culture Assessment Instrument (OCAI) and a self-designed questionnaire. Ethical clearance was obtained (IEC2-656). Clan culture emerged as the dominant culture (73.17%), emphasizing collaboration and adaptability, correlated with lower stress levels and high job satisfaction (90.78%). Emotional exhaustion was the most common burnout symptom (53.66%). The coping strategies varied, with employees in Clan cultures seeking social support, while those in Hierarchy cultures sought guidance from superiors. This study highlighted the significant role of organization culture in employee well-being and EMD effectiveness, influenced by social values like respect for authority. The limitations included single-setting analysis, an uneven subgroup representation, and a lack of qualitative insights. Future research should involve multiple hospitals and qualitative methods for a comprehensive understanding.

Building a committed workforce: the synergistic effects of coaching leadership, organizational self-esteem, and learning goal orientation.

In today's volatile, uncertain, complex, and ambiguous (VUCA) work environments, mitigating employee burnout and turnover has become a critical concern. The enhancement of employee engagement stands out as a pivotal focus in corporate human resource management. Coaching leadership focuses on the encouragement and inspiration of employees, which can effectively stimulate the internal potential of employees, enhance work ability and enhance engagement. However, previous research on the relationship between coaching leadership style and employee engagement are limited, thus obscures the essential function in enterprise development and core competitiveness. The research collected 402 valid responses from MBA and EMBA students at the School of Business, and examines the effect of coaching leadership on employee engagement. Results indicate that coaching leadership significantly enhances multiple facets of employee engagement, including vigor, devotion, and absorption. Crucially, organizational self-esteem emerges as a mediating factor, while learning goal orientation strengthens the positive effects of coaching leadership. This research sheds light on the nuanced dynamics of effective leadership in contemporary workplaces, also it underscores the need for more nuanced, industry-specific analyses and broader exploration of moderating variables. Ultimately, the insights garnered hold profound implications for leadership training, human resource strategies, and performance metrics, emphasizing a more integrative and holistic approach to leadership and employee development in vocational contexts.

Addition of a Novel Qualitative Technique to Standard Quantitative Practices for Evaluation of Hazardous Drug Exposure in a Canadian Hospital Setting.

Background: Current recommendations from regulatory authorities suggest quantitative surface sampling for detection of hazardous drugs at least once every 6 months. A more frequent and efficient process for hazardous drug testing might reduce the safety risks associated with exposure to these agents. Objectives: The primary objective was to assess the findings of surface testing based on traditional quantitative sampling methods relative to the findings of qualitative surface sample testing with the BD HD Check system. The secondary objectives included assessment of the ease of integrating qualitative sampling into pharmacy protocols and identification of opportunities to enhance patient and staff education and safety. Methods: Samples from 23 unique surfaces were tested concurrently once a month for 5 months using a quantitative surface sampling method and the qualitative BD HD Check system on adjacent 12 inch × 12 inch (30.5 cm × 30.5 cm) surface areas. The presence or absence of cyclophosphamide, methotrexate, and/or doxorubicin contamination was assessed by each of the 2 testing methods. The BD HD Check system was also assessed for ease of use and efficiency. Results: Ten areas of contamination were identified over the 5-month period. Nine were detected by the BD HD Check system and one by the quantitative system. The BD HD Check system was easy to use, with results available in less than 10 minutes per area tested. Conclusions: The BD HD Check system allows for more timely identification of surface contamination with hazardous drugs than the standard sampling protocol. The discrepancy in results between the 2 methods of hazardous drug surface sampling requires further investigation.

Contexte: Les recommandations actuelles des autorités de réglementation suggèrent de procéder à un échantillonnage de surface quantitatif pour la détection de médicaments dangereux au moins une fois tous les 6 mois. Un processus de test des médicaments dangereux plus fréquent et plus efficace pourrait réduire les risques de sécurité associés à l'exposition à ces agents. Objectifs: L'objectif principal visait à évaluer les résultats de l'échantillonnage de surface basé sur les méthodes d'échantillonnage quantitatives traditionnelles par rapport aux résultats des tests qualitatifs d'échantillons de surface effectués avec le système de détection des médicaments dangereux BD HD Check. Les objectifs secondaires comprenaient l'évaluation de la facilité d'intégration de l'échantillonnage qualitatif dans les protocoles pharmaceutiques et l'identification des occasions d'améliorer l'éducation et la sécurité des patients et du personnel. Méthodologie: Des échantillons provenant de 23 surfaces uniques ont été testés simultanément une fois par mois pendant 5 mois à l'aide d'une méthode d'échantillonnage de surface quantitative et du système BD HD Check sur des surfaces adjacentes de 12 pouces × 12 pouces (30,5 cm × 30,5 cm). La présence ou l'absence de contamination par le cyclophosphamide, le méthotrexate et/ou la doxorubicine a été évaluée à l'aide de chacune des 2 méthodes de test. La facilité d'utilisation et l'efficacité du système BD HD Check ont également fait l'objet d'une évaluation. Résultats: Dix zones de contamination ont été identifiées sur la période de 5 mois. Neuf ont été détectées par le système BD HD Check et une par le système quantitatif. Le système BD HD Check était facile à utiliser et les résultats étaient prêts en moins de 10 minutes par zone testée. Conclusions: Le système BD HD Check permet d'identifier plus rapidement la contamination de surface par médicaments dangereux que le protocole d'échantillonnage standard. L'écart dans les résultats entre les 2 méthodes d'échantillonnage de surface des médicaments dangereux nécessite une étude plus approfondie.

Cultural blind spots: Identifying hidden psychosocial hazards in the workplace.

ISSUE ADDRESSED: This article presents a framework to identify hidden psychosocial hazards and emerging mental health risks in the workplace, thereby assisting Persons Conducting a Business or Undertaking. The framework adds value to the processes outlined in SafeWork NSW's Code of Practice for Managing Psychosocial Hazards At Work. Specifically, the article documents a framework to analyse microcultures and back stage sites of enactment where psychosocial hazards and risks may be hidden or obscured in workplace settings. BACKGROUND: The article's framework aims to bring to the surface both the intra and interpersonal tensions employees experience in the social reality they inhabit while they perform their work, thereby positively contributing to organisations and PCBUs by helping them create healthy workplace cultures and psychological safety. METHODS: Specifically, the article discusses partnering with an organisational ethnographer when a PCBU embarks upon psychosocial investigations to: gain access, select employee participants, start conversations, establish rapport, build trust, collect and analyse data. CONCLUSION: This article theoretically contributes to health promotion literatures by offering organisations a complementary way of extracting deeper insights and understandings of psychosocial hazards and emerging mental health risks which are not apparent with traditional methods of inquiry.

Factors influencing the development, recruitment, integration, retention and career development of advanced practice providers in hospital health care teams: a scoping review.

BACKGROUND: Advanced practice providers (APPs), including physician assistants/associates (PAs), nurse practitioners (NPs) and other non-physician roles, have been developed largely to meet changing healthcare demand and increasing workforce shortages. First introduced in primary care in the US, APPs are prevalent in secondary care across different specialty areas in different countries around the world. In this scoping review, we aimed to summarise the factors influencing the development, recruitment, integration, retention and career development of APP roles in hospital health care teams. METHODS: We conducted a scoping review and searched Ovid MEDLINE, Ovid Embase, Ovid Global Health, Ovid PsycINFO and EBSCOhost CINAHL to obtain relevant articles published between Jan 2000 and Apr 2023 that focused on workforce management of APP roles in secondary care. Articles were screened by two reviewers independently. Data from included articles were charted and coded iteratively to summarise factors influencing APP development, recruitment, integration, retention and career development across different health system structural levels (macro-, meso- and micro-level). RESULTS: We identified and analysed 273 articles that originated mostly from high-income countries, e.g. the US (n = 115) and the UK (n = 52), and primarily focused on NP (n = 183) and PA (n = 41). At the macro-level, broader workforce supply, national/regional workforce policies such as work-hour restrictions on physicians, APP scope of practice regulations, and views of external collaborators, stakeholders and public representation of APPs influenced organisations' decisions on developing and managing APP roles. At the meso-level, organisational and departmental characteristics, organisational planning, strategy and policy, availability of resources, local experiences and evidence as well as views and perceptions of local organisational leaders, champions and other departments influenced all stages of APP role management. Lastly at the micro-level, individual APPs' backgrounds and characteristics, clinical team members' perceptions, understanding and relationship with APP roles, and patient perceptions and preferences also influenced how APPs are developed, integrated and retained. CONCLUSIONS: We summarised a wide range of factors influencing APP role development and management in secondary care teams. We highlighted the importance for organisations to develop context-specific workforce solutions and strategies with long-term investment, significant resource input and transparent processes to tackle evolving healthcare challenges.

Impact of social capital and perceived empowerment on burnout in health employees: A study in the shadow of the COVID-19.

BACKGROUND: Social capital is an important resource that enables employees to build trust-based relationships with other individuals and groups in the workplace. Although the evidence reveals the effect of employee empowerment on burnout, the moderator role of social capital in this relationship is still unexplored. However, considering the health employees who have mental health problems and increased dissatisfaction with the COVID-19 epidemic, the importance of determining the antecedent factors that may affect burnout plays an even more critical role. OBJECTIVE: The effect of the epidemic process on the burnout level of health employees was examined. In addition, the effect of employee empowerment on burnout was examined and the moderate role of social capital was evaluated. METHODS: A total of 492 health employee completed the measures of social capital, perceived empowerment, and burnout. Structural equation modelling was used to evaluate the moderate variable. Dawson slope were used to visualize the results. RESULTS: The burnout levels of health employees were low (2.00±1.34). Social capital had a moderating effect on the negative effect of employee empowerment on burnout (ß= 0.191). Apart from that, employee empowerment (ß= -0.192) and social capital (ß= -0.508) were negatively associated with burnout level (p < 0.05). CONLUSION: These results are expected to provide useful recommendations to management in the health sector to reduce burnout among health employees by focusing on social capital and employee empowerment.

Mitigating Workplace Burnout Through Transformational Leadership and Employee Participation in Recovery Experiences.

Description Burnout is a complex organizational phenomenon that diminishes employee well-being and overall organizational productivity. Researchers propose that leadership style contributes to employees' well-being, which impacts employee productivity. Organizations and leaders must address the causes of burnout and promote techniques employees can use to mitigate burnout, such as employee participation in recovery experiences. Recovery experiences are non-work activities that create positive outlooks and restore the energy needed to focus on one's work. This literature review examines current research in employee recovery experiences, conservation of resource theory (COR), burnout, and transformational leadership theory. Studying burnout through the lens of COR shows how important resource gain and recovery activities are to healthy employees and their job performance within the organization. The research reviewed suggests that transformational and transactional leadership styles have higher probabilities of promoting employee participation in recovery experiences than passive avoidant leadership style. The literature consistently showed burnout as a significant organizational phenomenon negatively affecting productivity, employee well-being, and turnover rates. The literature revealed that mitigating burnout happens through participation in recovery experiences. The literature on leadership styles supports the assumption that leaders play a significant role in employee well-being, group identity, and organizational climate. Leaders who desire to mitigate employee burnout will benefit from research that links transformational leadership style behaviors and employee participation in recovery activities.

Implementation of a Web-Based Chatbot to Guide Hospital Employees in Returning to Work During the COVID-19 Pandemic: Development and Before-and-After Evaluation.

BACKGROUND: Throughout the COVID-19 pandemic, multiple policies and guidelines were issued and updated for health care personnel (HCP) for COVID-19 testing and returning to work after reporting symptoms, exposures, or infection. The high frequency of changes and complexity of the policies made it difficult for HCP to understand when they needed testing and were eligible to return to work (RTW), which increased calls to Occupational Health Services (OHS), creating a need for other tools to guide HCP. Chatbots have been used as novel tools to facilitate immediate responses to patients' and employees' queries about COVID-19, assess symptoms, and guide individuals to appropriate care resources. OBJECTIVE: This study aims to describe the development of an RTW chatbot and report its impact on demand for OHS support services during the first Omicron variant surge. METHODS: This study was conducted at Mass General Brigham, an integrated health care system with over 80,000 employees. The RTW chatbot was developed using an agile design methodology. We mapped the RTW policy into a unified flow diagram that included all required questions and recommendations, then built and tested the chatbot using the Microsoft Azure Healthbot Framework. Using chatbot data and OHS call data from December 10, 2021, to February 17, 2022, we compared OHS resource use before and after the deployment of the RTW chatbot, including the number of calls to the OHS hotline, wait times, call length, and time OHS hotline staff spent on the phone. We also assessed Centers for Disease Control and Prevention data for COVID-19 case trends during the study period. RESULTS: In the 5 weeks post deployment, 5575 users used the RTW chatbot with a mean interaction time of 1 minute and 17 seconds. The highest engagement was on January 25, 2022, with 368 users, which was 2 weeks after the peak of the first Omicron surge in Massachusetts. Among users who completed all the chatbot questions, 461 (71.6%) met the RTW criteria. During the 10 weeks, the median (IQR) number of daily calls that OHS received before and after deployment of the chatbot were 633 (251-934) and 115 (62-167), respectively (U=163; P<.001). The median time from dialing the OHS phone number to hanging up decreased from 28 minutes and 22 seconds (IQR 25:14-31:05) to 6 minutes and 25 seconds (IQR 5:32-7:08) after chatbot deployment (U=169; P<.001). Over the 10 weeks, the median time OHS hotline staff spent on the phone declined from 3 hours and 11 minutes (IQR 2:32-4:15) per day to 47 (IQR 42-54) minutes (U=193; P<.001), saving approximately 16.8 hours per OHS staff member per week. CONCLUSIONS: Using the agile methodology, a chatbot can be rapidly designed and deployed for employees to efficiently receive guidance regarding RTW that complies with the complex and shifting RTW policies, which may reduce use of OHS resources.

Exploring the effects of negative supervisory feedback on creativity among research and development personnel: challenge or threat?

Supervisory feedback to stimulate research and development (R&D) employee creativity is a management issue that concerns scholars and practitioners. However, there are divergences and contradictions regarding whether negative feedback promotes or hinders employee creativity. Integrating the feedback intervention and cognitive appraisal theories, we developed a double-edged sword model for negative supervisory feedback's influence on creativity. We tested the proposed model using a field sample of 513 R&D employees from seven science and technology enterprises. The results indicated that R&D employee challenge and threat appraisal moderated negative supervisory feedback's effect on prevention focus and the distal consequences for creativity. Individuals with high (low) levels of challenge (threat) appraisal have decreased prevention focus, thereby increasing their creativity when receiving negative supervisory feedback. In contrast, individuals with low (high) challenge (threat) appraisal have increased prevention focus, thereby decreasing their creativity when receiving negative supervisory feedback. These findings offer interesting implications for research on negative feedback and stimulation of science and technology R&D employee creativity in organizations.

Examining the relationship between flexible working arrangements and employee performance: a mini review.

This research aims to determine the relationship between flexible working arrangements (FWAs) and employee performance (EP). The research was conducted by reviewing studies in Web of Science (WoS), EBSCO and Google Scholar databases between 2010 and 2024. The research was screened in the databases in line with the inclusion criteria, which were determined as studies written in English, where data were collected by survey technique, data were analyzed by correlation, and those that met the criteria were included in the research. As a result of the preliminary screening, second screening, and screening in line with the inclusion criteria, the remaining 21 studies constituted the data set of this study. The correlation between FWAs and EP was [r (20) = 0.596, p < 0.05]. This value can be interpreted a significant and high-level relationship between them. According to the random model, Fisher's Z and 95% CI (LL = 0.52 and UL = 0.84), Z = 8.45, measured an effect size of 0.35 p = 0.000. This value shows a moderate effect size according to Cohen's d. FWAs have a positive effect on EP, productivity, job satisfaction, job stress, work-family harmony, and organizational commitment. It is recommended that organizations, managers, organizational psychology, and human resources professionals (HRP) should include FWAs in job analysis, job design, and planning.

Impact of ambidextrous leadership on innovative work behaviour and employee performance in the IT sector.

The leadership role is crucial for motivating employees to do innovative work and discover new ideas and solutions. The IT sector is known for innovation. However, more studies are needed on the impact of ambidextrous leadership on innovative work behaviour (IWB) in the IT sector. This investigation explores the effects of ambidextrous leadership on innovative work behaviour and employee performance. This study employs a cross-sectional design, in which empirical data is gathered through scales adopted and modified from previous research. A total of 371 employees from IT companies participated in this survey. The selection of participants was carried out using a systematic sampling technique, with the survey being self-administered. In order to examine the structural relationships between opening and closing leadership, IWB, and employee performance, a method known as the partial least square structural equation modelling approach is used using SmartPLS 4.0 software. The findings of this study indicate that ambidextrous leadership has a significant and positive impact on IWB. Furthermore, it is revealed that IWB plays a significant role in influencing employee performance. Moreover, the impact of ambidextrous leadership, followed by innovative work behaviour, is more significant on employee performance. From a practical standpoint, this study offers valuable insights for IT organisations, which are renowned for their innovation but face a high attrition rate within the industry.

Ohio Health care Professionals' Pandemic-Related Help-Seeking Knowledge, Behaviors, and Concerns.

BACKGROUND: Health care professionals (HCPs) historically exhibit high rates of stress, burnout, and low rates of service utilization from Employee Assistance Programs (EAPs) and Professional Health Programs (PHPs). New and magnified stressors that accompanied COVID-19 exacerbated HCPs' risk of burnout. PURPOSE: During the pandemic, this study examined Ohio HCP's utilization of EAPs and PHPs, knowledge of available services, barriers to accessing services, and likelihood of future service utilization. Conditions needing to change to increase likelihood of future utilization were also explored. METHODS: A one-time survey was administered in July and August of 2021 to HCPs from 13 licensing boards in Ohio. This study used a subset of data to examine the extent of convergence between quantitative results-analyzed using frequency calculations-and results from thematic analysis of corresponding open-ended survey items. Qualitative results supported and elaborated the quantitative findings. RESULTS: Fewer than 25% of respondents (N = 12,807) utilized EAPs or PHPs to address mental health concerns. Obstacles impeding service utilization included issues around awareness, time commitment, and confidentiality-a concern encompassing issues of stigma and fear of employment repercussions. Noting multiple obstacles to accessing EAPs and PHPs, HCPs in Ohio reported low rates of support service utilization and low likeliness to use services in the future despite their experiences of extreme stress and burnout. CONCLUSIONS: Addressing the time commitment and confidentiality concerns could increase the likelihood of accessing services. Employers of HCPs should explore additional support mechanisms such as comprehensive wellness programs and innovative, brief intervention strategies to combat burnout, especially during viral outbreaks and other high-stress events.

The inverted-U model of employee happiness: examining overdose happiness in context of personal characteristics, job-relationship dependency, benign stress, and various theories.

In recent years, the management literature has begun to deal with individual and organizational results after happiness rather than the pursuit of happiness in business life and finally reaching happiness. After the fact that everything in an overdose is harmful, it has become the subject of even more research with paradoxical results that happiness that evokes positive emotions is not as innocent as it seems. In this study, which aims to reveal the harmful effects of overdose of employee happiness, the reasons for the manager's fear - or anxiety - about the happiness of his employees are interpreted. The Inverted-U Model of Employee Happiness (IUMEH) has been developed and individual work outputs have been evaluated in three areas that (1) support happiness, (2) reflect balanced happiness, and (3) turn negative with an overdose of happiness intoxication. It has been suggested that IUMEH, which is thought to contribute to the literature as it is the first descriptive model to emerge, should be supported by applied studies, and it has been reminded that the curvilinear aspect of the model may include differences in terms of culture, type and characteristics of job, private, public or non-profit enterprises, generations of managers and the level of managers (front-line, middle level and senior level etc.).

The Impact of Exercise and Health Management on Workplace Creativity.

Objectives: This study aimed to investigate Japan's service sector employees to determine whether employee creativity is associated with the provision of a fitness program (that encourages employees to perform physical exercise) or a health and productivity management (H&PM) program at the workplace. Design: This was a cross-sectional study. Methods: A nationwide online survey was conducted using stratified sampling. Data were obtained for respondents' demographic characteristics, subjective health, exercise frequency, and organizational wellness support. Workplace creativity, psychological safety, and leadership were evaluated using standardized scales. A binary logistic regression was performed to examine the relationship between organizational wellness support programs and workplace creativity. Results: Respondents were 1,955 full-time employees in private-sector organizations (979 men and 976 women; mean age 40.30 ± 10.85). Workplace creativity was significantly more likely respondents whose employers provided a fitness program (adjusted OR = 1.86, 95% CI = 1.39-2.48, p<.001) or an H&PM program (adjusted OR = 2.07, 95% CI = 1.53-2.80, p<.001). Furthermore, workplace creativity was significantly more likely in employees who perceived themselves as rather healthy or healthy. Employees who exercised frequently over the past year were more likely to display creativity than those never exercised. Conclusions: Workplace creativity was associated with good subjective health, high exercise frequency, and organizational wellness support programs offered by employers. Human resource management for employees' fitness and health is crucial for cultivating the productivity and innovation necessary for business success.

Integrating the ESM usage and work engagement for employee agility performance: based on regulatory focus theory.

This present research aims to clarify the intricate conjunction of enterprise social media (ESM) utilization and employee agility with a main focus on uncovering the underlying mechanisms that work through the mediating influence of work engagement and the moderating influence of regulatory focus. Drawing upon regularity focus theory, 353 Chinese samples of ESM users in organizational contexts are analyzed using SPSS 23.0. The empirical findings substantiate a robust and significant positive linkage between ESM usage and worker agility. Further reinforcing the model, the mediating role of work engagement is established as it channels the impact of ESM usage on worker agility. Turning to the moderating effects, the study unveils the differential impact of prevention focus and promotion focus, wherein individuals with a lower prevention focus exhibit a more pronounced positive linkage between ESM usage and worker agility. Similarly, individuals with a higher promotion focus demonstrate a heightened positive association between ESM usage and worker agility. By comprehensively inspecting the intricate dynamics of ESM usage, work engagement, and regulatory focus, this study enhances our theoretical understanding of how these factors synergistically shape employee agility, ultimately furnishing organizations with invaluable insights to foster and cultivate an agile workforce.

Why do Stayers Stay? Perceptions of White and Black Long-Term Employees in a Community Mental Health Center.

Previous research has focused on factors influencing turnover of employees in the mental health workforce, yet little research has explored reasons why employees stay. To facilitate retaining a diverse mental health workforce, the current study aimed to elucidate factors that contributed to employees' tenure at a community mental health center (CHMC) as well as compare these perceptions between Black and White employees. Long-term employees (7 years or more) from one urban CMHC (n = 22) completed semi-structured stayer interviews. Using emergent thematic analysis, stayer interviews revealed four major themes for why they have stayed at the organization for 7 years or more: (1) work as a calling, (2) supportive relationships, (3) opportunities for growth or meaningful contribution, and (4) organization mission's alignment with personal attributes or values. Comparison between Black and White stayer narratives revealed differences in their perceptions with work as a calling and opportunities for growth and meaningful contribution. Guided by themes derived from stayer interviews, the current study discusses theoretical (e.g., job embeddedness theory, theory of racialized organizations, self-determination theory) and practical implications (e.g., supporting job autonomy, Black voices in leadership) in an effort to improve employee retention and address structural racism within a mental health organization.

Mitigating Job Burnout in Jordanian Public Healthcare: The Interplay between Ethical Leadership, Organizational Climate, and Role Overload.

In today's dynamic organizational landscape, characterized by rapid technological advancements and evolving workplace dynamics, understanding the factors influencing employee well-being is paramount. This study investigates the interplay between ethical leadership, organizational climate, role overload, and job burnout in public healthcare organizations across northern Jordan. By focusing on ethical leadership, organizational climate, and role overload as determinants of job burnout, this research provides insights into strategies for enhancing employee well-being. Drawing on ethical leadership theory, social exchange theory, and the job demands-resources model, this study employs PLS-SEM to analyze data collected from 260 employees working in Jordanian government hospitals. The findings reveal negative associations between ethical leadership and job burnout, highlighting the importance of ethical leadership behaviors in mitigating employee burnout. Additionally, a positive organizational climate is associated with lower levels of burnout, underscoring the impact of the broader organizational context on employee well-being. The study also explores the mediating role of organizational climate and the moderating effect of role overload in the relationship between ethical leadership and job burnout, providing insights into the complex dynamics at play in healthcare organizations. These findings enrich our understanding of the factors influencing employee well-being in healthcare contexts and underscore the importance of fostering ethical leadership and supportive organizational climates to mitigate job burnout.