Elisabetta Trinchero

Leader-member exchange, affective commitment, engagement, wellbeing, and intention to leave: public versus private sector Italian nurses

In the context of nurse shortages and budget constraints in hospitals, retaining skilled nurses is crucial. This paper investigates the impact of supervisor–nurse relationships on engagement, wellbeing, affective commitment and turnover intention for Italian private and public sector nurses. Private sector nurses in Italy were found to be more committed, engaged and had higher perceptions of wellbeing than public sector nurses. Based on these results, public managers need to do more to sustain the motivation of nurses in public sector hospitals.

Public–Private Sector Comparisons of Nurses’ Work Harassment Using Set: Italy and Australia

Abstract Using Social Exchange Theory, this study compared the impact of nurses’ workplace relationships with management and colleagues upon nurses’ work harassment, psychological well-being, and engagement within the public and private sectors in both Australia and Italy. Using survey data from 1,587 nurses, SEM findings indicated that public sector nurses in Australia had the lowest satisfaction with supervision, higher work harassment, and lower engagement and psychological well-being, than the other groups. The implications include that poor workplace relationships enable work harassment and therefore management upskilling is required along with changes in performance measures to ensure greater nurse well-being and engagement.

An Analysis of the Number of Medical Malpractice Claims and Their Amounts

Starting from an extensive database, pooling 9 years of data from the top three insurance brokers in Italy, and containing 38125 reported claims due to alleged cases of medical malpractice, we use an inhomogeneous Poisson process to model the number of medical malpractice claims in Italy. The intensity of the process is allowed to vary over time, and it depends on a set of covariates, like the size of the hospital, the medical department and the complexity of the medical operations performed. We choose the combination medical department by hospital as the unit of analysis. Together with the number of claims, we also model the associated amounts paid by insurance companies, using a two-stage regression model. In particular, we use logistic regression for the probability that a claim is closed with a zero payment, whereas, conditionally on the fact that an amount is strictly positive, we make use of lognormal regression to model it as a function of several covariates. The model produces estimates and forecasts that are relevant to both insurance companies and hospitals, for quality assurance, service improvement and cost reduction.

Comparing the impact of management on public and private sector nurses in the UK, Italy, and Australia

ABSTRACT The research examined the impact of management upon employee outcomes (perceptions of discretionary power, well-being, engagement, and affective commitment), comparing public and private sector nurses in Australia, the United Kingdom, and Italy. Overall, 1,945 nurses participated in a self-report survey within these core- and laggard-New Public Management countries. While management influenced employee outcomes for each country, there were significant differences between the public and private sectors, with private sector nurses reporting higher perceptions of outcomes. Importantly, nurses’ engagement was affected by management practice for each country. This study raises important implications for nurse managers, especially public sector managers, described within.

A social exchange perspective for achieving safety culture in healthcare organizations

Using social exchange theory (SET) and Cooper’s (2000) model, the purpose of this paper is to operationalise a comprehensive model of safety culture and tests whether SET factors (supervisor-employee relationships and engagement) predict safety culture in a causal chain.,The model was tested using surveys from 648 healthcare staff in an Italian acute care hospital and analysed using structural equation modelling.,Safety behaviours of clinical staff can be explained by the quality of the supervisor-employee relationship, their engagement, their feelings about safety and the quality of organisational support.,The model provides a roadmap for strategically embedding effective safe behaviours. Management needs to improve healthcare staff’s workplace relationships to enhance engagement and to shape beliefs about safety practices.,The contribution of this paper is that it has empirically developed and tested a comprehensive model of safety culture that identifies a causal chain for healthcare managers to follow so as to embed an effective safety culture.

Relationships with managers and harassment: the Italian nurse experience

This paper examines the link between workplace relationships with management and work harassment for Italian nurses. The relationship with the supervisor was a key predictor of work harassment, and work harassment was found to have a major negative effect on engagement. There are significant differences in nurses’ perceptions of work harassment, engagement and job satisfaction for public and private sector nurses.