The association between appreciative management and work engagement among health- and social care professionals: A cross-sectional study.
appreciative management
cross-sectional design
health- and social care
professional
quantitative research
work engagement
Journal
Scandinavian journal of caring sciences
ISSN: 1471-6712
Titre abrégé: Scand J Caring Sci
Pays: Sweden
ID NLM: 8804206
Informations de publication
Date de publication:
14 Aug 2023
14 Aug 2023
Historique:
revised:
29
06
2023
received:
16
04
2023
accepted:
29
07
2023
medline:
14
8
2023
pubmed:
14
8
2023
entrez:
14
8
2023
Statut:
aheadofprint
Résumé
The importance of work engagement has been emphasised due to the increasing demand for health- and social care and the shortage of skilled labour. Improving organisational and managerial factors is important when enhancing professionals' work engagement. The association between management and work engagement has only been established in previous studies at a general level, but the association between appreciative management and work engagement has not received equivalent research interest. This study aimed to describe the association between appreciative management and work engagement among health- and social care professionals. The study used a cross-sectional survey design. The data were collected in five health and social services centres in one city in Finland from September to October 2022 using the Appreciative Management Scale 2.0 and the Utrecht Work Engagement Scale-9. A total of 182 health- and social care professionals participated. The data were analysed using correlations, linear regression analyses, independent samples t-tests and two-way analyses of variance (ANOVAs). A moderate association was found between appreciative management and work engagement and its dimensions of vigor, dedication and absorption. Systematic management had the strongest association and equality had the weakest association with work engagement. Among the dimensions of work engagement, appreciative management had the strongest association with vigour and the weakest association with absorption. Appreciative management and work type predicted 18% of the variance in work engagement. Full-time employees reported higher levels of work engagement and all its dimensions than did part-time employees. The results indicate that appreciative management and full-time work predict work engagement among health- and social care professionals. Due to this positive association, it is important to promote managers' appreciative management skills by educating them to understand how appreciative management enables and supports professionals' vigour, dedication and absorption in health- and social care.
Sections du résumé
BACKGROUND
BACKGROUND
The importance of work engagement has been emphasised due to the increasing demand for health- and social care and the shortage of skilled labour. Improving organisational and managerial factors is important when enhancing professionals' work engagement. The association between management and work engagement has only been established in previous studies at a general level, but the association between appreciative management and work engagement has not received equivalent research interest.
AIM
OBJECTIVE
This study aimed to describe the association between appreciative management and work engagement among health- and social care professionals.
METHODS
METHODS
The study used a cross-sectional survey design. The data were collected in five health and social services centres in one city in Finland from September to October 2022 using the Appreciative Management Scale 2.0 and the Utrecht Work Engagement Scale-9. A total of 182 health- and social care professionals participated. The data were analysed using correlations, linear regression analyses, independent samples t-tests and two-way analyses of variance (ANOVAs).
RESULTS
RESULTS
A moderate association was found between appreciative management and work engagement and its dimensions of vigor, dedication and absorption. Systematic management had the strongest association and equality had the weakest association with work engagement. Among the dimensions of work engagement, appreciative management had the strongest association with vigour and the weakest association with absorption. Appreciative management and work type predicted 18% of the variance in work engagement. Full-time employees reported higher levels of work engagement and all its dimensions than did part-time employees.
CONCLUSION
CONCLUSIONS
The results indicate that appreciative management and full-time work predict work engagement among health- and social care professionals. Due to this positive association, it is important to promote managers' appreciative management skills by educating them to understand how appreciative management enables and supports professionals' vigour, dedication and absorption in health- and social care.
Types de publication
Journal Article
Langues
eng
Informations de copyright
© 2023 The Authors. Scandinavian Journal of Caring Sciences published by John Wiley & Sons Ltd on behalf of Nordic College of Caring Science.
Références
World Health Organization. Ageing and health [Internet]. World Health Organization 2022.
Liu JX, Goryakin Y, Maeda A, Bruckner T, Scheffler R. Global health workforce labor market projections for 2030. Hum Resour Health. 2017;15(11):1-12.
Anderson M, O'Neill C, Macleod JM, Street A, Woods M, Johnston-Webber C, et al. Securing a sustainable and fit-for-purpose UK health and care workforce. Lancet. 2021;397(10288):1992-2011.
Glette MK, Aase K, Wiig S. The relationship between understaffing of nurses and patient safety in hospitals-a literature review with thematic analysis. Open J Nurs. 2017;7(12):1387-1429.
Senek M, Robertson S, Taylor B, Wood E, King R, Ryan T. Consequences of understaffing on type of missed community care-a cross-sectional study. Int J Nurs Stud Adv. 2022;4:100075.
Galanis P, Vraka I, Fragkou D, Bilali A, Kaitelidou D. Nurses' burnout and associated risk factors during the COVID-19 pandemic: a systematic review and meta-analysis. J Adv Nurs. 2021;77(8):3286-3302.
Nielsen BK, Mejdahl CT, Terkildsen MD, Mehlsen M. Changes in distress and turnover intentions among hospital-based nurses working during the first 8 months of the COVID-19 pandemic in Denmark: a prospective questionnaire study. J Nurs Manag. 2022;30(7):2557-2567.
Ulupınar F, Erden Y. Intention to leave among nurses during the COVID-19 outbreak: a rapid systematic review and meta-analysis. J Clin Nurs. 2022;27. Epub ahead of print.
Williamson L, Burog W, Taylor RM. A scoping review of strategies used to recruit and retain nurses in the health care workforce. J Nurs Manag. 2022;30(7):2845-2853.
Shaban A. Managing and leading a diverse workforce: one of the main challenges in management. Procedia Soc Behav Sci. 2016;230:76-84.
Paras MM, Golmonhammadi D. Quality management in healthcare organizations: empirical evidence from the baldrige data. Int J Prod Econ. 2019;216:133-144.
Benítez-Márquez MD, Sánchez-Teba EM, Bermúdez-González G, Núñez-Rydman ES. Generation Z within the workforce and in the workplace: a bibliometric analysis. Front Psychol. 2022;1(12):736820.
Mura AL, Nonnis M, Scrima F, Fornara F. Promoting the work engagement of the health worker: the role of secure workplace attachment, perceived spatial-physical comfort, and relationship with patients. J Environ Psychol. 2023;85(10):101937.
Schaufeli WB, Salanova M, Gonzalez-Rom V, Bakker AB. The measurement of engagement and burnout: a two sample comfirmatory factor analytic approach. J Happiness Stud. 2002;3(1):71-92.
Schaufeli WB, Bakker AB, Salanova M. The measurement of work engagement with a short questionnaire: a cross-national study. Educ Psychol Meas. 2006;66(4):701-716.
Bailey C, Madden A, Alfes K, Fletcher L. The meaning, antecedents and outcomes of employee engagement: a narrative synthesis. Int J Manag Rev. 2017;19(1):31-53.
Keyko K, Cummings GG, Yonge O, Wong CA. Work engagement in professional nursing practice: a systematic review. Int J Nurs Stud. 2016;61:142-164.
Lepistö S, Alanen S, Aalto P, Järvinen P, Leino K, Mattila E, et al. Healthcare professionals' work engagement in Finnish university hospitals. Scand J Caring Sci. 2018;32(2):979-986.
Slåtten T, Lien G, Mutonyi BR. Precursors and outcomes of work engagement among nursing professionals-a cross-sectional study. BMC Health Serv Res. 2022;22(1):21.
Moloney W, Boxall P, Parsons M, Cheung G. Factors predicting registered Nurses' intentions to leave their organization and profession: a job demands-resources framework. J Adv Nurs. 2018;74(4):864-875.
Palumbo R. Engaging to innovate: an investigation into the implications of engagement at work on innovative behaviors in healthcare organizations. J Health Organ Manag. 2021;35(8):1025-1045.
Hakanen JJ, Ropponen A, Schaueli WB, De Witte H. Who is engaged at work? A large-scale study in 30 European countries. J Occup Environ Med. 2019;61(5):373-381.
Falguera CC, Labrague LJ, De Los Santos JAA, Firmo CN, Tsaras K. Predictive roles of organizational and personal factors in work engagement among nurses. Front Nurs. 2022;9:379-387.
Wan Q, Zhou W, Li Z, Shang S, Yu F. Work engagement and its predictors in registered nurses: a cross-sectional design. Nurs Health Sci. 2018;20(4):415-421.
Pericak A, Hogg CW, Skalsky J, Bourdeanu L. What influences work engagement among registered nurses: implications for evidence-based action. Worldviews Evid Based Nurs. 2020;17(5):356-365.
Alkorashy H, Alanazi M. Personal and job-related factors influencing the work engagement of hospital nurses: a cross-sectional study from Saudi Arabia. Healthcare (Basel). 2023;11(4):572.
De Simone S, Planta A, Cicotto G. The role of job satisfaction, work engagement, self-efficacy and agentic capacities on nurses' turnover intention and patient satisfaction. Appl Nurs Res. 2018;39:130-140.
Hakanen JJ, Bakker AB, Turunen J. The relative importance of various job resources for work engagement: a concurrent and follow-up dominance analysis. BRQ Bus Res Q. 2021;28:1-17.
Abu Dalal HJ, Ramoo V, Chong MC, Danaee M, Aljeesh YI. The impact of organisational communication satisfaction on health care professionals' work engagement. J Nurs Manag. 2022;30(1):214-225.
Enwereuzor IK, Ugwu L, Eze OA. How transformational leadership influences work engagement among nurses: does person-job fit matter? West J Nurs Res. 2018;40(3):346-366.
Kaltiainen J, Hakanen J. Fostering task and adaptive performance through employee well-being: the role of servant leadership. BRQ Bus Res Q. 2020;25(1):28-43.
Reinhardt AC, León TG, Amatya A. Why nurses stay: analysis of the registered nurse workforce and the relationship to work environments. Appl Nurs Res. 2020;55:151316.
Harmoinen M, Niiranen V, Munnukka J, Suominen T. Reliability and validity of a further tested appreciative management scale. J Nurs Meas. 2021;29(1):66-79.
Harmoinen M, Niiranen V, Helminen M, Suominen T. Appreciative management as promoter of a commitment, career development and flexibility at health care work. Tutkiva hoitotyö. 2015;13(2):4-13.
Harmoinen M, Suominen T. Realizing appreciative management from the viewpoint of first-line managers in social and health care. Scand J Caring Sci. 2020;34(1):78-86.
Combrinck Y, Van Wyk NC, Ramandimetia SM. Preserving nurses' professional dignity: six evidenced based strategies. Int Nurs Rev. 2022;69(1):106-113.
Al Yahyaei A, Hewison A, Efstathiou N, Carrick-Sen D. Nurses' intention to stay in the work environment in acute healthcare: a systematic review. J Res Nurs. 2022;27(4):374-397.
Polit DF, Beck CT. Study guide for essentials of nursing research: appraising evidence for nursing practice. 10th ed. Wolters Kluwer; 2022.
von Elm E, Altman DG, Egger M, Pocock SJ, Gøtzsche PC, Vandenbroucke JP, et al. The strengthening the reporting of observational studies in epidemiology (STROBE) statement: guidelines for reporting observational studies. Ann Intern Med. 2007;147(8):573-577.
Cohen J. Statistical power analysis for the behavioral sciences. 2nd ed. New York: Routledge; 1988.
Faul F, Erdfelder E, Buchner A, Lang A-G. Statistical power analyses using G*power 3.1: tests for correlation and regression analyses. Behav Res Methods. 2009;41(4):1149-1160.
Hakanen J. Method of evaluation of work engagement. Utrecht work Engagement scale, validation and reference data in Finland. Finnish Institute of Occupational Health Helsinki 2009.
Schaufeli WB. Work engagement. What do we know and where do we go? Work engagement in everyday life, business, and academia. RJAP. 2012;14(1):3-10.
DeVellis RF. Scale development. Applied social research methods series. 2nd ed. Sage; 2012.
Corp IBM. IBM SPSS statistics for windows, version 27.0. Armonk NY: IBM Corp; 2020.
Hitt MA, Arregleb J-L, Holmes RM. Strategic management theory in a post-pandemic and non-ergodic world. J Manag. 2021;58(1):259-264.
Søreide H, Kyrkjebø D, Råholm M-B. Challenges in municipality healthcare services-the nurse leaders' perspective. Nurs Open. 2019;6(3):889-896.
Kelloway EK, Barling J, Kelley E, Comtois J, Gatien B. Remote transformational leadership. Leadersh Organ Dev J. 2003;24(3):163-171.
Haoyan X, Waters D, Jinling H, Qiongling L, Sien L. Quantitative systematic review of the transformational leadership style as a driver of nurses' organisational commitment. Nurs Open. 2023;14(7):1-12.
Finnish National Board on Research Integrity. The ethical principles of research with human participants and ethical review in the human sciences in Finland [Internet]. 2019. Finnish National Board on Research Integrity TENK Guidelines. https://tenk.fi/sites/default/files/2021-01/Ethical_review_in_human_sciences_2020.pdf
World Medical Association. World medical association declaration of Helsinki ethical principles for medical research involving human subjects. JAMA. 2013;310(20):2191-2194.
Medical research act 488/1999 [Internet]. 2023. https://www.finlex.fi/en/laki/kaannokset/1999/en19990488/
General data protection regulation 2016/679 [Internet]. 2023. https://eur-lex.europa.eu/legal-content/EN/TXT/?uri=CELEX%3A32016R0679