Employee recognition as a management skill: Considering the effects of team efficacy

Recognising and rewarding good performance is an important managerial skill as it is vital for employee motivadon. To gain a better understanding on how recognidon exerts its infiuence, the purpose of the current study is twofold: firsdy, to invesdgate whether recognition (or the lack of it) is a relevant issue with the staff of a large Australian pharmacy. Secondly, to our best knowledge the present study is the first to shed light onto the nature and funcdon of recognidon by invesdgadng its underlying processes. Drawing from goal setdng, social cognidve and attribution theory, a model in which recognidon from the manger predicts employee outcomes is developed. It predicts that managerial recognidon will infiuence employee well-being direcdy and indirecdy by its impact on team efficacy. Data from the pharmacy staff is qualitadvely and quandtadvely analysed. Qualitadve analysis suggests that recognidon is a major modvator for the pharmacy staff. Addidonally it is found that employees who receive recognidon from their manager have posidve percepdons about their work groups, and in turn experience high levels of well-being. Implicadons and Hmitadons of the current study, as well as avenues for future research are discussed.

Consequences of feeling dissimilar from others in a work team

This study extended the current literature on group diversity by examining the moderating influence of perceived group openness to diversity on the relationships between perceived individual visible, informational, and value dissimilarity; individual task and relationship conflict; and work group involvement. A survey was administered to 129 public service employees who worked in intact teams. Results revealed that value dissimilarity had a positive association with task and relationship conflict and a negative association with work group involvement. Perceived group openness to diversity moderated the associations between visible and informational dissimilarity and work group involvement, and between value dissimilarity and task conflict. These results highlight the importance of managing differences by introducing norms promoting diversity and the involvement of all team members.

Outsourcing and inter-intra supply chain dynamics: Strategic management issues

This article analyzes the outsourcing of information technology services, using an action inquiry methodology. Research spanned the disengagement and beginning of IT service functions transferred from work groups in the parent company to outsource teams. Results identified the importance of addressing strategic issues and inter/intra relationships between parent company team members and their outsource-counterparts. Conclusions indicate that behavioral issues such as psychological contracts within inter/intra work groups, power and trust are highly significant managerial issues in the success or failure of an outsourcing strategy.

Medication management reviews for people from the former Yugoslavia now resident in Australia

Aim: The objective of this prospective study was to conduct medication management reviews (MMR) in people from a non-English speaking background (NESB) (Bosnian/Serbian/ Croatian, from former Yugoslavia, currently residing in Australia) in their native language in order to identify medication-related problems (needs analysis) and implement appropriate therapeutic interventions, in collaboration with their general practitioners (GPs). Methods: Twenty-five participants entered the study. Each was interviewed and medication-related issues were identified by the health care team. Results: Various interventions (over 150 for the whole group, an average of 6 per participant), based on actual and potentia medication-related problems, were designed to improve the use of medicines. The MMRs introduced effective changes into the participants' health care. Psychological (e.g., feeling depressed) and sociological factors (e.g., costs of medicines, not understanding labels written in English) were identified having significant impacts on medication management. Conclusions: These data confirmed there are avoidable medication-related problems in people from a NESB. GPs and pharmacists working in health care teams with a trained interpreter could greatly improve medication use through regular review and a team approach to problem identification and solving.

Multidisciplinary strategies for the management of heart failure patients at high risk for admission - A systematic review of randomized trials

OBJECTIVES The aim of this study was to determine whether multidisciplinary strategies improve outcomes for heart failure (HF) patients. BACKGROUND Because the prognosis of HF remains poor despite pharmacotherapy, there is increasing interest in alternative models of care delivery for these patients. METHODS Randomized trials of multidisciplinary management programs in HF were identified by searching electronic databases and bibliographies and via contact with experts. RESULTS Twenty-nine trials (5,039 patients) were identified but were not pooled, because of considerable heterogeneity. A priori, we divided the interventions into homogeneous groups that were suitable for pooling. Strategies that incorporated follow-up by a specialized multidisciplinary team (either in a clinic or a non-clinic setting) reduced mortality (risk ratio [RR] 0.75, 95% confidence interval [CI] 0.59 to 0.96), HF hospitalizations (RR 0.74, 95% CI 0.63 to 0.87), and all-cause hospitalizations (RR 0.81, 95% CI 0.71 to 0.92). Programs that focused on enhancing patient self-care activities reduced HF hospitalizations (RR 0.66, 95% CI 0.52 to 0.83) and all-cause hospitalizations (RR 0.73, 95% CI 0.57 to 0.93) but had no effect on mortality (RR 1.14, 95% CI 0.67 to 1.94). Strategies that employed telephone contact and advised patients to attend their primary care physician in the event of deterioration reduced HF hospitalizations (RR 0.75, 95% CI 0.57 to 0.99) but not mortality (RR 0.91, 95% CI 0.67 to 1.29) or all-cause hospitalizations (RR 0.98, 95% CI 0.80 to 1.20). In 15 of 18 trials that evaluated cost, multidisciplinary strategies were cost-saving. CONCLUSIONS Multidisciplinary strategies for the management of patients with HF reduce HF hospitalizations. Those programs that involve specialized follow-up by a multidisciplinary team also reduce mortality and all-cause hospitalizations. (C) 2004 by the American College of Cardiology Foundation.

"We do it, but they don't": Multiple categorizations and work team communication

The present study adopted an intergroup approach to information sharing and ratings of work team communication in a public hospital (N = 142) undergoing large-scale restructuring. Consistent with predictions, ratings of communication followed a double ingroup serving bias: while team members reported sending about the same levels of information to double ingroup members (same work team/same occupational group) as they did to partial ingroup members (same work team/different occupational group), they reported receiving less information from partial ingroup members than from double ingroup members and rated the communication that they received from partial ingroup members as less effective. We discuss the implication of these results for the management of information sharing and organizational communication.

The role of team identification in the dissimilarity-conflict relationship

This study examined the role of team identification in the dissimilarity and conflict relationship. We tested competing predictions that team identification would either mediate or moderate the positive associations between visible (age, gender and ethnic background), professional (background) and value dissimilarity and task and relationship conflict. Data was collected from 27 MBA student teams twice during a semester. Multilevel modelling and a longitudinal design were used. Results showed that value dissimilarity was positively associated with task and relationship conflict at Time 2. Its effects on relationship conflict at Time 1 were moderated by team identification. Team identification also moderated the effects of gender, age and ethnic dissimilarity on task conflict at Time 2, and the effects of gender and professional dissimilarity on relationship conflict at Time 2. No support was obtained for the mediating role of team identification on the associations between dissimilarity and conflict, or for changes in the effects of dissimilarity over time.