Addressing High Female Physician Turnover at Frontier Healthcare

Improving Japanese Physicians’ Gender-Role Attitudes: Career Education and Adjusted Work Systems

Charting the Course: Exploring the Dynamic Impact of Mentorship Programs on Nurse Practitioner Satisfaction and Health Care Outcomes.

PurposeThis study empirically examines the impact of motivation, transformational leadership and involvement in strategic planning (SP) on academic staff performance at higher education institutions (HEIs). It also examines how academics' involvement in SP mediates the associations between motivation, transformational leadership and performance.Design/methodology/approachThis article conducted a quantitative approach based on a self-administered survey. Partial least squares structural equation modeling (PLS-SEM) was applied to analyze the data gathered from 192 faculty members at governmental HEIs in Oman.FindingsThe results indicated that academic staff motivation has a significant and positive impact on their involvement in SP and performance in HEIs. It is also revealed that employee involvement in SP activities is significantly affected by transformational leadership, while the latter does not affect academic staff performance. There is also a significant association between academic staff involvement in SP and their performance. Moreover, the relationships between motivation, transformational leadership and performance are fully mediated by academic staff involvement in SP at HEIs.Originality/valueThe current empirical work is one of the few endeavors to develop an integrated structural model to investigate how faculty members' performance could be affected by motivation, transformational leadership and involvement in SP. Furthermore, it is considered one of the first attempts to explore the intervening role of academic staff involvement in the SP process in the connections between motivation, transformational leadership and performance within the HEI realm.

This study explores the impact of transformational leadership on employee motivation and organizational performance from a human resource management perspective. Utilizing a qualitative literature review methodology, the research synthesizes existing studies to provide a comprehensive understanding of how transformational leadership practices influence employee motivation, engagement, and overall organizational effectiveness. Transformational leadership, characterized by its focus on inspiring and motivating employees through vision, support, and empowerment, has been widely recognized for its positive effects on employee attitudes and behaviors. The literature review reveals that transformational leaders enhance employee motivation by fostering a supportive work environment, encouraging innovation, and promoting professional development. Additionally, the review highlights that organizations led by transformational leaders often experience improved performance outcomes, including higher productivity, increased job satisfaction, and reduced turnover rates. However, the findings also indicate that the effectiveness of transformational leadership may vary depending on contextual factors such as organizational culture, industry, and employee demographics. This study contributes to the field of human resource management by offering practical insights into the benefits and challenges of implementing transformational leadership in diverse organizational settings. The implications of these findings suggest that HR professionals should consider adopting transformational leadership development programs to enhance employee motivation and drive organizational success.

This study aims to 1) assess the significance of factors such as organizational culture, strategic planning, knowledge management, transformational leadership, and performance; 2) investigate the influence of organizational culture, strategic planning, knowledge management, and transformational leadership on organizational performance; and 3) examine the interrelationships among organizational culture, strategic planning, knowledge management, and transformational leadership that impact the performance of private higher education institutions in Chengdu City, Sichuan Province, People’s Republic of China. The research employed a mixed-methodological approach, integrating both quantitative and qualitative paradigms. The sample consisted of 870 administrators, faculty members, and staff from private higher education institutions in Chengdu City, Sichuan Province, People’s Republic of China. The primary informants were department heads, program directors, or unit leaders, and university staff, totaling 30 participants. The findings of the study revealed that organizational culture, strategic planning, knowledge management, transformational leadership, and performance were all rated at a high level; Organizational culture, strategic planning, knowledge management, and transformational leadership exerted a significant influence on organizational performance; and a statistically significant relationship was identified between organizational culture, strategic planning, knowledge management, transformational leadership, and performance within private higher education institutions in Chengdu City, Sichuan Province, People’s Republic of China.

Purpose: This study is aiming to examine the factors that contribute to the increasing rate of Emirati employees leaving their jobs in Ras Al Khaima private sector. It will demonstrate how these factors affect employees and result in their decision to leave their jobs. Additionally, which factor has the most impact on their intentions to resign will be identified. Moreover, what Human Resource Management do in response to that issue in order to strengthen their organization's position in the business market. According to the findings, this paper will attempt to introduce and propose some recommendations on how Human Resource Management can attract Emirati people to work in Ras Al Khaima private sector. Methodology: To handle this problem, the research will depend on the based-literature review methodology. The study relied on literature review to infer the factors that contribute to the increasing turnover rate among Emirati employees in Ras Al Khaima private sector. A comprehensive review of relevant academic and empirical literature was conducted to find out these factors. Findings: The main finding of the study is the positive relationship between job satisfaction and salary, rewards, benefits & compensation, as well as flexible work practices and career development opportunities. Job satisfaction decreases the employee intention to quit their jobs. Additionally, shorter working hours which is needed to achieve work-life balance is related positively to employee retention and decreases turnover rate among employees. The paper also concluded that organizational support, fairness perception, and work-family culture are critical variables in employee retention. Unique Contribution to Theory, Practice and Policy: The study will provide new insights that would incorporate different views on employee turnover relevant to the Emirati context particularly in the private sector of Ras Al Khaimah. It will offer some recommendations that will enable policymakers to develop measures that can help reduce turnover rates among Emirati employees. It will also help in improving the HR practices according to the awareness of the socio-cultural and economic characteristics that affect the Emirati workers. Additionally, the policy recommendations may inform the creation of laws and measures that could enhance the employment status and satisfaction of Emirati employees in the private sector. The paper recommends creating strategic Emiratization initiatives, enhancing work environment through focusing on cultural values, engaging HR managers in setting UAE-specific HRM models that account for cultural and organizational peculiarities.

Abstract
 
 This research is a literature review that examines various literatures on the implication transformational and transactional leadership. The purpose of this research is to find out the implications of transformational and transactional leadership on organizational commitment; similarities and differences behaviors of transformational and transactional leadership towards organizational commitment. The method used in this research is integrative literature review which assesses, criticizes, and synthesizes different literatures to create new theoretical framework. This research finding shows that transformational and transactional leadership have implications on the commitment of each employee to the values ​​and goals of the organization. Transformational leadership builds long-term relationship while transactional leadership builds short-term relationships with subordinates based on shared goals and rewards are given when subordinates are able to achieve goals and vice versa sanctions are given if the goals cannot be achieved. Creative and innovative behavior is not the main thing but status quo is important.

This paper analyzes data from a 1993 survey of 395 newly established female and male family physicians in Ontario, Canada, to examine the relationship between practice organization and gender. Previous research suggests that younger physicians, particularly women, tend to enter group practice. Compared to solo practice, groups may offer more predictable incomes, more manageable workloads, peer collaboration and review, and economies of scale. Further, female physicians in groups may develop distinctive styles of collaborative medicine. The results show that a majority of physicians in our cohort are in private community-based group practice. However, while many groups share premises, staff and expenses, and many have common charts and practice guidelines, only a minority incorporate regular meetings to discuss business or patient care, have shared care of hospitalized patients, or audits of physicians' practices. Few gender differences are observed in private group practice: although women physicians attract larger proportions of female patients than do their male colleagues, women and men organize their groups in similar ways and have similarity strong patient-centered attitudes.

Tackling hotel employees’ turnover: A moderated-mediation analysis of transformational leadership, organisational embeddedness, and community embeddedness

Research in the last two decades suggests that job embeddedness may reduce employee turnover. However, little is known about whether this is the case in the hotel industry despite its high turnover rates. Besides, most studies have been conducted in the US, where the job embeddedness construct was developed and tested, suggesting the need to test the job embeddedness-turnover link in other contexts to improve its theoretical accuracy and generalizability. Additionally, while appropriate leader behaviors may enhance follower job embeddedness, empirical studies are sparse. Drawing from the Conservation of Resources theory, this study examines how transformational leaders may address hotel employee turnover by exploring organizational and community embeddedness. Following a bibliometric review of job embeddedness literature over the last 20 years and hypotheses development, data was collected from 312 hotel employees across 12 hotels in Ghana as part of a PhD project in the hotel industry. Using structural equation modelling techniques to confirm the study constructs and test the research model, the study found that at all levels of community embeddedness: high, average, and low, there was full mediation effect of organizational embeddedness on the transformational leadership-turnover relationship. Further, both transformational leadership and community embeddedness were found to positively relate to organizational embeddedness, which in turn related negatively to turnover. However, community embeddedness was not found to moderate the proposed relationship between transformational leadership and organizational embeddedness. Theoretically, this paper contributes to the development of embeddedness and turnover theory by understanding the critical role leaders play in motivating and retaining staff. The practical implications of these findings are discussed with suggestions for the hotel industry to develop better systems and incentives to retain talent.

Social Network Ties and Strategic Renewal: Promotion of Strategic Initiatives by Middle-Level Actors

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.

This research aims to identify Managing for Excellence practices at PTKIN in the current era. The research method used is qualitative with a descriptive approach, and data collection techniques include interviews, observation and documentation. The collected data will be analyzed using qualitative analysis techniques, including data collection, data reduction, and data display. Analysis will involve identifying patterns, themes, and trends that emerge from interview data, documentation, and observations. The research results show various types of superior leadership applied at PTKIN Century 21, such as transformational, transactional and participative leadership. In addition, this research reveals best practices in strategic planning, effective organization, implementation of academic and non-academic programs, as well as ongoing evaluation to achieve the excellence of Managing for Excellence at PTKIN. Transformative leadership is leadership that has insight into the future and seeks to improve and develop the organization not for current interests, but for the future. Transformative leadership is always committed to continuous improvement, which is based on a visionary view of the future (better organizational conditions), and encourages staff participation to realize the expected changes. Transactional leadership is a transactional leader determining the desires of followers and providing something that meets those desires in exchange because followers perform certain tasks or find specific goals. Participative leadership is leadership that provides a set of rules to determine the variety and amount of participative decision making in different situations.

While some organizations realize the important role of strategic planning (SP) and leadership in influencing their business performance, it is unknown what SP dimensions and leadership style are required to improve the performance of banking institutions. The purpose of this study is to investigate the effects of transformational leadership (TL) style and SP dimensions (strategic planning level, implementation and barriers) on organizational performance. To this end, a self-administered questionnaire is distributed to a sample of 246 managerial employees from private banks in Yemen. The analysis with structural equation modelling using partial least squares indicates that TL style and SP dimensions significantly influence the performance of Yemeni banks. The results reveal that TL and SP dimensions are profoundly needed to enable Yemeni banks to propel to improved bank performance. The results draw several pertinent implications for decision makers that will help enhance the performance of the banking sector. Limitations from the findings and recommendations for further research are put forward.

The article focuses on the exploration of the issue surrounding the implementation of strategic university transformation initiatives, which arises from the fact that such projects frequently encounter management challenges. These challenges, in turn, stem from the lack of consideration for the unique characteristics of project management in this area, specifically, the peculiarities of the higher education sector and university projects. The goal of this study was to determine the specific aspects of implementing various transformational initiatives within the context of a university's strategic plan. The research encompasses both an analysis and synthesis of existing literature on related topics, as well as the conduct of original empirical sociological investigation. In this research, the methodology of in-depth, semi-structured interviews was employed, involving 22 professionals from one of Russia's largest universities in the Siberian Federal District. In the course of the research, the hypothesis was verified, which stated that when implementing strategic transformation projects in universities, certain characteristics and challenges arise that must be considered during the project management and strategic planning of universities. The findings of the study identified features of the implementation of strategic transformation projects taking into account industry-specific factors. The results, with scientific novelty, included a classification of university project types and a demonstration of the different roles of project teams based on project type. These materials have practical significance in that understanding industry-specific characteristics will allow universities to more effectively approach project management and increase the efficiency of strategic transformation initiatives. This article presents the first stage of the research focused on identifying the specific features of the implementation of strategic initiatives within universities. The second stage of this research, which will be presented in a subsequent article, will focus on applying a competency-based approach to the teams involved in transformational strategic initiatives at higher education institutions.