Abstract This study was conducted to identify dimensions of outcome criteria commonly used in the evaluation of managerial intervention in conflicts among subordinates. Undergraduate students in organizational psychology rated the likelihood that each of 24 outcomes would result from the use of six intervention strategies. A principal components analysis revealed three bipolar factors: system vs. individual goal attainment, subordinate satisfaction vs. efficiency, and smoothing vs. permanence. The various strategies were perceived to be differentially effective in attaining the outcome categories. Implications of the findings for the development of a normative model of conflict management are discussed . Résumé Cette étude a pour but d'identifier les dimensions com‐posants les critères utilisés pour évaluer les interventions patronales auprès d'employés en situation de con‐flit. Des étudiants de premier cycle en psychologie organisationnelle ont évalué la probabilité d'occurence de 24 résultats désirés, suite à six différentes stratégies d'intervention. Une analyse à composantes principales a révélé trois facteurs bipolaires: réalisation du système vs. objectifs personnels; satisfaction en tant qu'employé vs. efficacité; ainsi que résolution du conflit à court‐terme vs. une résolution plus durable. Les six stratégies ont été perçues par les sujets comme ayant différents niveaux d'efficacité en ce qui concerne la gestion de conflits entre employés. Les implications de ces résultats sont abordés en fonction du développement d'une stratégic normative de gestion de conflit .
In this article, Ontario's stroke rehabilitation system is used to exemplify the challenges faced by rehabilitation and healthcare systems across Canada who are attempting to provide quality care to patients in the face of increasing demands. Currently, Ontario's rehabilitation system struggles in its efforts to provide accessible and comprehensive care to patients recovering from stroke. We begin our exploration by identifying both the primary stakeholders and the underlying factors that have contributed to the current challenges. The framework put forward in the Canadian Medical Association's recommendations for transformation is then used to suggest a vision for a more patient-focused system incorporating three key principles: a broader perspective, a patient-first approach, and greater unity. The use of health information technology, proper incentives, and greater accountability are discussed as mechanisms to improve the quality and efficiency of care.
This chapter introduces the concept of commitment in general, and employee commitment more specifically, and explains why they are important. It then provides an overview of the topics covered within the Handbook of Employee Commitment, including: differing approaches to the conceptualization of commitment as a construct; theory and research pertaining to related constructs (for example, embeddedness, engagement, identification); the various foci other than the organization to which employees can commit (for example, occupation, union, supervisor, goals); the consequences of commitment (for example, turnover, performance, well-being); the drivers of commitment (for example, human resource management practices, leadership, support, justice); commitment in other cultures (China, Europe, India, Latin America, Middle East); and recent developments in methodology and analysis that can be used to advance our understanding of the nature, development and consequences of employee commitment.
Organ preservation - choroidal melanoma treated by brachytherapy techniques, L.W. Brady, et al carcinomas of the oral cavity and oropharynx - Curative treatment with preservation of function, R.R. Million carcinomas of the larynx and hypopharynx curative treatment with preservation of laryngeal function, R.R. Million anatomic-pathologic features of breast tumours predictive of outcome in patients treated with breast-conserving surgery and radiation therapy, J.L. Connolly treatment of in situ ductal breast cancer, A. Recht organ preservation therapy in stage T1 and T2 carcinoma of the breast, C.A. Perez et al radiotherapy-chemotherapy integration in breast-conservation therapy, A. Recht radiation or surgery for carcinoma of the esophagus - the role of organ-conserving therapy, S.L. Hancock treatment of low rectal cancer with conservation surgery and radiotherapy, T.A. Rich radiotherapy versus radical surgery for gynecologic neoplasms - carcinomas of the cervix and vulva, P.J. Eifel conservation treatment of muscle-invasive bladder cancer using radiotherapy, J.T. Parsons results and new directions in the definitive treatment of prostate cancer with radiotherapy, M.A. Bagshaw the perineal field in the external irradiation of cancer of the prostate, J.M. Vaeth et al a modified Regato technique - first annual del Regato distinguished lecture - soft tissue sarcoma - combined modality approaches, T.J. Kinsella limb preservation for bone cancers, J.O. Johnston.
Successful organizational change requires the commitment of those charged with its implementation. We focus on the role that organizational leaders play in the development and maintenance of employees’ commitment to organizational change. We review a recent but growing body of research linking leadership to change commitment, beginning with transformational leadership, new genre leadership, change leadership, and change-specific leader behavior. In each case, we examine the link between leadership style/behavior and followers’ commitment to change, the mediating mechanisms (e.g., climate of trust, change self-efficacy) that help to explain the link, and the moderating conditions (magnitude of the change, impact on employees) that influence the strength or direction of the relationship. Evidence suggests that, although leadership at all levels can have an impact, direct managers play a particularly important role in fostering commitment and behavioral support for the change within their units. Organizations are advised to attend to this role in the planning and implementation of change, particularly when the change is likely to have a wide-ranging impact and require commitment at all levels.
We conducted two studies to determine whether the three‐component model of organisational commitment (Meyer & Allen, 1991) is generalisable to a non‐Western culture using data from South Korea. In Study 1, we found that when the 6‐item versions of the scales (Meyer, Allen, & Smith, 1993) were translated into Korean, the psychometric properties of the Affective Commitment Scale were similar to those found in North America, but problems were identified in the Continuance and Normative Commitment Scales. In Study 2, we found that these problems could be overcome by adopting a revised set of items written in North America. The new scales demonstrated good psychometric properties in terms of factorial validity, internal consistency, and criterion‐related validity with respect to turnover intention. We concluded that the three commitment constructs are likely to generalise to non‐Western cultures, but that there might be a need to refine the measures for cross‐cultural research.
