Implications of acute care restructuring for managerial personnel

• Main Author: Davis, Judith A.
• Format: Thesis
• Language: English
• Published: Memorial University of Newfoundland 2001
• Subjects: Newfoundland
• Online Access: https://research.library.mun.ca/1192/; https://research.library.mun.ca/1192/1/Davis_JudithA.pdf; https://research.library.mun.ca/1192/3/Davis_JudithA.pdf

A descriptive correlation design was used to investigate acute care managers' attitudes 4 to 5 years following extensive restructuring of the health care system in the province of Newfoundland and Labrador. The relationships among personal characteristics, perceived impact of health care reforms, restructuring initiatives, intervening attitudes, and behavioral intentions were also examined. The modified Conceptual Model of Behavioral Intentions (CMBI), based on the integrated causal model of nurse turnover behaviors (Price & Mueller, 1986) and consequences of psychological contract violations (Turnley & Feldman, 1998, 1999), provided the framework for this study. -- The sample was comprised of 197 acute care managers (i.e., senior to first-line) employed in three regions with differing degrees of restructuring. Respondents ranged in age from 24 to 58 years (M = 44.28, SD ± 6.87). The majority of respondents were female (64%), had 20 or more years of work experience (60.2%), were in their current position for 5 years or less (61.5%), had a baccalaureate or higher level of education (56.9%), had non-nursing professional backgrounds (55.3%), and worked in the St. John's region (75.6%). A substantial number were primarily responsible for clinical services (47.2%). Data were collected between April and June, 2000 with the Employee Attitude Survey. -- Study findings indicated that managers were generally more positive than negative about the overall impact of health care reforms. Respondents were most positive about the importance of reforms and the adequacy of safety measures, and most negative about the emotional climate of the workplace and the quality of care. Respondents believed that there was movement toward meeting the objectives of regionalization of health services and program management Respondents were divided on whether or not employers had violated psychological contracts, were more satisfied than dissatisfied with their jobs, were slightly committed to their organizations, and were uncertain ...