Journal articles: 'Organizational health'

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Launer, J. "Organizational health." QJM 99, no. 12 (November 3, 2006): 883–84. http://dx.doi.org/10.1093/qjmed/hcl122.

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Yusof, Muhammad SuhaimiMohd, and Abd Rahim Romle. "Exploring the Elements of Organizational Inertia and Impactson Organization." International Journal of Psychosocial Rehabilitation 24, no. 03 (February 18, 2020): 1536–42. http://dx.doi.org/10.37200/ijpr/v24i3/pr200903.

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Cox, Tom. "Editorial: Organizational health." Work & Stress 2, no. 1 (January 1988): 1–2. http://dx.doi.org/10.1080/02678378808259140.

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Hilton Brown, Enid. "Improving organizational health by addressing organizational trauma." Journal of Organizational Change Management 10, no. 2 (April 1997): 175–78. http://dx.doi.org/10.1108/09534819710160835.

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Yusof, Muhammad Suhaimi Mohd, and Abd Rahim Romle. "Exploring the Elements of Organizational Inertia and Impacts on Organization." International Journal of Psychosocial Rehabilitation 24, no. 02 (February 13, 2020): 4243–51. http://dx.doi.org/10.37200/ijpr/v24i2/pr200747.

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Dalsey, Elizabeth, and Hee Sun Park. "Implication of Organizational Health Policy on Organizational Attraction." Health Communication 24, no. 1 (February 4, 2009): 71–81. http://dx.doi.org/10.1080/10410230802607016.

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Dyck, Dianne, and Tony Roithmayr. "Organizational Stressors and Health." AAOHN Journal 50, no. 5 (May 2002): 213–19. http://dx.doi.org/10.1177/216507990205000507.

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Ng, Thomas W. H., and Tammy D. Allen. "Organizational attachment and health." Journal of Vocational Behavior 107 (August 2018): 1–14. http://dx.doi.org/10.1016/j.jvb.2018.03.003.

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DeJoy, David M., and Mark G. Wilson. "Organizational Health Promotion: Broadening the Horizon of Workplace Health Promotion." American Journal of Health Promotion 17, no. 5 (May 2003): 337–41. http://dx.doi.org/10.4278/0890-1171-17.5.337.

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This article argues that efforts to improve the health and well-being of the workforce should begin with the organization itself. The term organizational health promotion is introduced to expand the scope of worksite health promotion. Organizational health promotion delves into the basic structural and organizational fabric of the enterprise—to how work is organized. The core themes of healthy work organization are introduced, and the status of our ability to identify organizational risk factors is discussed. A conceptual model of healthy work organization is presented, along with a process for expanding the health promotive capacity of the organization. The final section addresses challenges related to adopting an organizational health promotion perspective.

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Yan, Yu H., and Chih M. Kung. "The Impact of Hospital Accreditation System: Perspective of Organizational Learning." Health 07, no. 09 (2015): 1081–89. http://dx.doi.org/10.4236/health.2015.79123.

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Ratna, Dr Rajnish, Dr Navin Srivastava, and Dr Geeta Rana. "Exploration of Organizational Culture, Knowledge Management, Organizational Effectiveness." International Journal of Psychosocial Rehabilitation 24, no. 1 (January 31, 2020): 274–91. http://dx.doi.org/10.37200/ijpr/v24i1/pr200130.

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Jablonowski, Lara. "Healthy organizational culture – healthy employees? Effectiveness of organizational culture on perceived health of German police officers." International Journal of Police Science & Management 19, no. 3 (June 30, 2017): 205–17. http://dx.doi.org/10.1177/1461355717716680.

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The purpose of this study was to examine the effects on individual perceived health of the factors organizational culture, working conditions, physical and mental health, and presenteeism, as moderated by lifestyle factors. A detailed comparison was made between the uniformed police division and the criminal investigation department to explore their perceptions of the supportiveness of their subcultures, working conditions and perceived health. Survey responses, obtained through an online questionnaire, from 258 officers from German police forces showed significant differences in perception. Uniformed officers evaluated their working conditions more positively compared with officers from the criminal investigation department, resulting in a more positively rated perceived health for the uniformed police division. Results showed that the more a police organizational culture fostered their subcultures and health-enhancing working conditions, the higher the perceived physical and mental health. Implications for research and practice are discussed.

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Baig, Javeria, Ng Kim Soon, and Naima Andleeb. "Psychological Factors for Organizational Health." Indian Journal of Public Health Research & Development 10, no. 6 (2019): 1412. http://dx.doi.org/10.5958/0976-5506.2019.01496.7.

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Xenidis, Yiannis, and Kyriakos Theocharous. "Organizational Health: Definition and Assessment." Procedia Engineering 85 (2014): 562–70. http://dx.doi.org/10.1016/j.proeng.2014.10.584.

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Cox, Tom, and Ian Howarth. "Organizational health, culture and helping." Work & Stress 4, no. 2 (April 1990): 107–10. http://dx.doi.org/10.1080/02678379008256972.

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BECKMAN, JOHN. "QUALITY, COMPLEXITY AND ORGANIZATIONAL HEALTH." Journal of Chiropractic Humanities 7 (January 1997): 2–10. http://dx.doi.org/10.1016/s1556-3499(13)60081-9.

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Klingele, William E., and Julie A. Lyden. "Organizational health and teacher education." Teacher Educator 37, no. 2 (September 2001): 100–116. http://dx.doi.org/10.1080/08878730109555285.

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Mayo, Anna T., Christopher G. Myers, and Kathleen M. Sutcliffe. "Organizational Science and Health Care." Academy of Management Annals 15, no. 2 (July 2021): 537–76. http://dx.doi.org/10.5465/annals.2019.0115.

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19

Akkaya, Bulent. "Linking Organizational Commitment and Organizational Trust in Health Care Organizations." Organizacija 53, no. 4 (December 1, 2020): 306–18. http://dx.doi.org/10.2478/orga-2020-0020.

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AbstractBackground and purpose: Health care organizations should apply new methods to motivate their employees be more effective and successful. This can be achieved by commitment to the organization and trusting their managers. Therefore, health care organizations must take care of the commitment and trust aspects in order to have a full knowledge of employees and to increase organizational performance and effectiveness. The present study aims to link sub-dimensions of organizational trust and sub-dimensions of organizational commitment of administrative personnel of health care organizations.Methodology: The survey was conducted among 156 administrative personnel in health organizations in Turkey. Sub-dimensions of organizational trust and sub-dimensions of organisational commitment were linked and correlated. Nyhan and Marlowe’s OTI survey was used for the assessment of organizational trust and Meyer’s and Allen’s OCQ for the assessment of organizational commitment. Correlation, Path analysis and Structural Equation Modelling (SEM) were used to analyse the data with the help of SPSS and SmartPLS programs.Results: Results suggest that trust in organization has a positive impact on effective organizational commitment and continuance organizational commitment, however, has not impact on normative organizational commitment. Additionally, trust in supervisors has a positive impact on affective organizational commitment, continuance organizational commitment and normative organizational commitment.Conclusion: Awareness of organizational trust and commitment can be beneficial to leaders and managers, as they can handle, develop and empower their workers better with this information. Moreover, the key point is that all leaders and managers should focus on creating an atmosphere that will make workers very more committed and trusting, hence, to enable them perform beyond their formal duty requirements.

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Bronkhorst, Babette, and Brenda Vermeeren. "Safety climate, worker health and organizational health performance." International Journal of Workplace Health Management 9, no. 3 (September 12, 2016): 270–89. http://dx.doi.org/10.1108/ijwhm-12-2015-0081.

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Purpose The purpose of this paper is to investigate the relationship between organizational safety climate and organizational health performance outcomes (i.e. absenteeism, presenteeism, health care utilization) mediated by individual worker health. The authors used three pathways to examine this relationship: a physical pathway starting with physical safety climate and mediated by musculoskeletal disorders (MSDs), a psychosocial pathway starting with psychosocial safety climate and mediated by emotional exhaustion, and a combined pathway starting with psychosocial safety climate and mediated by both MSDs and emotional exhaustion. Design/methodology/approach Three mediational multilevel analyses were conducted using a sample of 8,761 employees working in 177 health care organizations. Findings Although the findings did not support the hypothesized physical pathway, they showed that the psychosocial pathway worked satisfactorily for two of the three health performance outcomes (absenteeism and presenteeism). The combined physical and psychosocial pathway explained differences in the third outcome: health care utilization. Originality/value This is one of the few studies to include both physical and psychosocial pathways that lead to employee health and organizational performance. The results underscore the importance of paying attention to psychological health and safety in the health care workplace. Not only for the psychological health of employees, but also to improve their physical health and subsequent organizational health performance.

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Orvik, Arne, and Runo Axelsson. "Organizational health in health organizations: towards a conceptualization." Scandinavian Journal of Caring Sciences 26, no. 4 (May 10, 2012): 796–802. http://dx.doi.org/10.1111/j.1471-6712.2012.00996.x.

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22

Koinig, Isabell, and Sandra Diehl. "Healthy Leadership and Workplace Health Promotion as a Pre-Requisite for Organizational Health." International Journal of Environmental Research and Public Health 18, no. 17 (September 2, 2021): 9260. http://dx.doi.org/10.3390/ijerph18179260.

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(1) Background: Increasing stress levels at the workplace constitute a concerning organizational trend, challenging not only employees but also organizations alike, as it is in most instances associated with increasing workloads. In consequence, employees have started to demand that organizations begin to accept responsibility for their health and well-being. The present contribution seeks to investigate, to which extent individuals are able to deal with stress and whether their employers and respective supervisors (leaders) accept responsibility for their health, for instance, by leading by example. In addition, the existence and support generated by the organization in form of Workplace Health Promotion (WPHP) is inquired. (2) Methods: Semi-structured qualitative interviews with 40 (full and part-time) employees from two European countries were conducted. (3) Results: The study with employees from Austria and Germany (n = 40) confirmed that employees have started to recognize the potential of the workplace as an environment, where individual health can be enhanced. Yet, the results showed that only a few companies have already put some WPHP measures into practice. Likewise, the implementation of healthy leadership is rather limited to date. (4) Conclusions: At present, companies are still more likely to delegate responsibility for employee health and well-being to their staff, having not fully realized the potential of healthy leadership and organizational health promotion. There is great potential to increase WPHP measures on the employer side, through both healthy leadership and supporting WPHP measures.

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Sri Harjanti, Swasti, and Aurik Gustomo. "Organizational Health Index and Organizational Agility Maturity Criteria as Measurement Tools of Organizational Transformation Effectiveness." Jurnal Manajemen Teknologi 16, no. 1 (2017): 92–107. http://dx.doi.org/10.12695/jmt.2017.16.1.7.

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Westra, Daan, Dirk Ruwaard, Martin Carree, and Federica Angeli. "Individual and Organizational Characteristics of Inter-Organizational Cooperation in Health Care." Academy of Management Proceedings 2016, no. 1 (January 2016): 12224. http://dx.doi.org/10.5465/ambpp.2016.12224abstract.

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25

Ordu, Aydan. "The Relationships Between Organizational Structure and Organizational Health In Primary Schools." Pamukkale University Journal of Education 33, Ocak (2013): 93–106. http://dx.doi.org/10.9779/puje470.

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26

Hecht, Amy. "Organizational Evolution." Hospice Journal, The 7, no. 3 (March 16, 1992): 57–71. http://dx.doi.org/10.1300/j011v07n03_05.

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27

Weiss, Joann R., Nina Wallerstein, and Thomas MacLean. "Organizational Development of a University-Based Interdisciplinary Health Promotion Project." American Journal of Health Promotion 10, no. 1 (September 1995): 37–45. http://dx.doi.org/10.4278/0890-1171-10.1.37.

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Purpose. To analyze the organizational development and implementation of an interdisciplinary health promotion project at the University of New Mexico. The effort involved three academic units in a 3-year externally funded project to institutionalize health promotion curricula in the respective schools and to develop a wellness-oriented service for students, faculty, and staff. Methods. The open systems theory was used as a framework to analyze the organizational and role issues that emerged from the data collected through interviews, staff surveys, and document review. The analysis is summarized by five thematic questions: (1) How did the project's vision affect its development? (2) How was leadership enacted, and with what effect? (3) What were the organizational issues for the staff? (4) What were the interdisciplinary dilemmas? (5) What was instituted or changed as a result of the project? Results. The analysis uncovered a series of interpersonal and organizational dilemmas involving the nature of the organizational environment, the character of interdisciplinary work, leadership, boundaries of group membership, and the structuring of a unified vision. Conclusions. Future projects should consider the strength and stability of the boundary spanners, the resource context, and the role of a unified vision for new and organizationally linked units as key issues in facilitating and sustaining change.

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Quick, James Campbell, Marilyn Macik-Frey, and Cary L. Cooper. "Managerial Dimensions of Organizational Health: The Healthy Leader at Work." Journal of Management Studies 44, no. 2 (March 2007): 189–205. http://dx.doi.org/10.1111/j.1467-6486.2007.00684.x.

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29

Annarumma, Carmela, and Rocco Palumbo. "Contextualizing Health Literacy to Health Care Organizations." Journal of Health Management 18, no. 4 (December 2016): 611–24. http://dx.doi.org/10.1177/0972063416666348.

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Parker, Ratzen and Lurie (2003) pointed out that a silent epidemic is affecting the health status of the American population, namely poor health literacy. Actually, inadequate health literacy is the main cause of the patients’ inability to navigate the health care environment, paving the way for inappropriateness in the provision of care as well as for poor health outcomes. Moreover, it has been esteemed that a third of the European population is not able to properly understand, process and use health information (HLS-EU Consortium, 2012). The same issue has been identified in several Asian countries (see, for example, Nakayama et al., 2015; Pednekar, Gupta & Gupta, 2011). What is striking is that—until today—the attention has been focused on the individual determinants of low health literacy, while studies concerning the organizational health literacy—that is to say, the ability of health care organization to establish friendly and comfortable relationships with the patients—are uncommon (Weaver, Wray, Zellin, Gautam & Jupka, 2012). This article is aimed at exploring the way health care organizations deal with patients living with inadequate health literacy. Drawing on the prevailing literature (Brach et al., 2012; DeWalt et al., 2013; Matthews & Sewell, 2002; Murphy-Knoll, 2007; Stableford & Mettger, 2007) the main approaches to improve organizational health literacy are examined. Then, a distinction between formal and informal tools to address organizational health literacy is suggested and the effectiveness of both of them is compared. The findings of the research suggest that informal tools are more common than formal tools, even though the former have lower perceived effectiveness as compared with the latter. Health care organizations seem to be still far from effectively activating comprehensive organizational health literacy pathways. There is a desperate need for systemic efforts to enhance the awareness of organizational health literacy and to encourage processes of change towards health literate organizational environments.

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Parsaeemehr, Mahsa. "Improving Organizational Health Through Green Companies." International Journal of Asian Social Science 6, no. 1 (2016): 1–11. http://dx.doi.org/10.18488/journal.1/2016.6.1/1.1.1.11.

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Parsaeemehr, Mahsa. "Improving Organizational Health Through Green Companies." International Journal of Asian Social Science 6, no. 1 (January 1, 2016): 6–1. http://dx.doi.org/10.18488/journal.1/2016.6.1/1.6.1.11.

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32

Ratnapalan, Savithiri, and Elizabeth Uleryk. "Organizational Learning in Health Care Organizations." Systems 2, no. 1 (February 24, 2014): 24–33. http://dx.doi.org/10.3390/systems2010024.

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33

Westlander, Gunnela. "Organizational Change and Health at Work." International Journal of Health Services 19, no. 2 (April 1989): 335–49. http://dx.doi.org/10.2190/7cyh-v3p9-7cf6-nxy3.

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The focus of this article is the link between organizational change and individual working conditions. In some organizational development projects health aspects may be left to chance, in others they may be to some extent respected, and in still others they are the main theme of the process and direction of change. Along this line, the author presents and discusses a number of Swedish cases. The analysis aims at emphasizing a necessary characteristic of occupational health experts, namely, to be sensitive to the differences between the goals of various projects in organizational development. Preventive work must be based on a careful identification of the sort of health aspects that are overlooked in every effort at organizational change.

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Trong Tuan, Luu. "Underneath organizational health and knowledge sharing." Journal of Organizational Change Management 26, no. 1 (February 8, 2013): 139–68. http://dx.doi.org/10.1108/09534811311307950.

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Neuman, Karen. "Understanding Organizational Reengineering in Health Care." Social Work in Health Care 31, no. 1 (August 14, 2000): 19–33. http://dx.doi.org/10.1300/j010v31n01_02.

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Weigelt, John A., and Richard M. Bell. "Organizational Health in Our Educational System." Journal of Surgical Education 72, no. 5 (September 2015): 771–73. http://dx.doi.org/10.1016/j.jsurg.2015.06.010.

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Jelovac, Izabela, and Inés Macho-Stadler. "Comparing organizational structures in health services." Journal of Economic Behavior & Organization 49, no. 4 (December 2002): 501–22. http://dx.doi.org/10.1016/s0167-2681(02)00008-2.

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Pahkin, Krista, Ari Väänänen, Aki Koskinen, Barbara Bergbom, and Anne Kouvonen. "Organizational Change and Employees’ Mental Health." Journal of Occupational and Environmental Medicine 53, no. 2 (February 2011): 118–23. http://dx.doi.org/10.1097/jom.0b013e318206f0cb.

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Callaly, Tom, and Dinesh Arya. "Organizational Change Management in Mental Health." Australasian Psychiatry 13, no. 2 (June 2005): 120–23. http://dx.doi.org/10.1080/j.1440-1665.2005.02173.x.

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Objective: To discuss change management as applicable to mental health. Conclusions: As mental health care grows increasingly complex, and the network of accountability widens, change is both inevitable and necessary. Strategies to introduce change effectively are essential. Resistance by medical staff to change often has a sound basis and must be acknowledged and explored. Change in clinical systems and practice is facilitated by careful planning and preparation, and by engaging clinicians in all phases of the change process; change will fail if this is not achieved. A number of management models facilitate the understanding and process of change.

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40

Christman, Luther P. "Leaders and Health Care Organizational Change." Nursing Administration Quarterly 26, no. 3 (2002): 83–84. http://dx.doi.org/10.1097/00006216-200204000-00015.

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Christman, Luther P. "Leaders and Health Care Organizational Change." Nursing Administration Quarterly 26, no. 4 (2002): 85. http://dx.doi.org/10.1097/00006216-200207000-00014.

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MacDavitt, Kathryn, Shin-Shang Chou, and Patricia W. Stone. "Organizational Climate and Health Care Outcomes." Joint Commission Journal on Quality and Patient Safety 33, no. 11 (November 2007): 45–56. http://dx.doi.org/10.1016/s1553-7250(07)33112-7.

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Licata, Joseph W., and Gerald W. Harper. "Organizational Health and Robust School Vision." Educational Administration Quarterly 37, no. 1 (February 2001): 5–26. http://dx.doi.org/10.1177/00131610121969226.

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McAlearney, Ann Scheck, Darcey Terris, Jeanne Hardacre, Peter Spurgeon, Claire Brown, Andre Baumgart, and Monica E. Nyström. "Organizational Coherence in Health Care Organizations." Quality Management in Health Care 23, no. 4 (2014): 254–67. http://dx.doi.org/10.1097/qmh.0000000000000044.

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Nyström, Monica E., Darcey D. Terris, Vibeke Sparring, Sara Tolf, and Claire R. Brown. "Perceived Organizational Problems in Health Care." Quality Management in Health Care 21, no. 2 (2012): 93–103. http://dx.doi.org/10.1097/qmh.0b013e31824d18ff.

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McAlearney, Ann Scheck, Darcey Terris, Jeanne Hardacre, Peter Spurgeon, Claire Brown, Andre Baumgart, and Monica E. Nyström. "Organizational Coherence in Health Care Organizations." Quality Management in Health Care 22, no. 2 (2013): 86–99. http://dx.doi.org/10.1097/qmh.0b013e31828bc37d.

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Lupsa, Daria, Loreni Baciu, and Delia Virga. "Psychological capital, organizational justice and health." Personnel Review 49, no. 1 (November 7, 2019): 87–103. http://dx.doi.org/10.1108/pr-08-2018-0292.

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Purpose This study is based on job demands-resources model and the conservation of resources theory explores the roleof psychological capital (PsyCap), as a personal resource, and organizational justice (distributive and procedural), as a contextual resource, in enhancing health through work engagement. The paper aims to discuss this issue. Design/methodology/approach A sample of 193 Romanian social workers (87.60 percent women) from the national network was used to test two structural models. Findings Structural equation modeling analysis revealed that work engagement partially mediates the relationship between PsyCap and health, and work engagement totally mediates the relationship between organizational justice and health. Research limitations/implications The results emphasize the role of resources, PsyCap and organizational justice, in protecting the social workers’ health. Practical implications These findings support the necessity of combined evidence-based programs to develop social worker’s PsyCap and to maintain the optimum level of perceived organizational justice. These intervention programs can, in turn, enhance the work engagement and protect the health of employees in the workplace. Originality/value This study indicates a novel conceptual model that has two simultaneous predictors of work engagement and health. It provides insights into how contextual resources (organizational justice) potentiate the effect of personal resources (PsyCap) in enhancing health.

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McHugh, Marie, Paul Humphreys, and Ronan Mclvor. "Buyer-Supplier Relationships and Organizational Health." Journal of Supply Chain Management 39, no. 2 (March 2003): 15–25. http://dx.doi.org/10.1111/j.1745-493x.2003.tb00151.x.

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Hicks, Joel M. "Leader Communication Styles and Organizational Health." Health Care Manager 39, no. 4 (October 2020): 175–80. http://dx.doi.org/10.1097/hcm.0000000000000305.

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Hicks, Joel M. "Leader Communication Styles and Organizational Health." Health Care Manager 30, no. 1 (January 2011): 86–91. http://dx.doi.org/10.1097/hcm.0b013e3182078bf8.

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Journal articles on the topic 'Organizational health'

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