Jane R. Goodson

Effects of Dyadic Quality and Duration on Performance Appraisal

This study examined the interactive influence of performance, the quality of a supervisor-subordinate relationship, and the duration of that relationship on performance ratings. The results suggest that, in both the short run and long run, the performance of employees in high- quality “leader-member exchange” relationships is rated high, regardless of their objectively measured performance. The ratings of employees in low-quality exchange relationships are consistent with their objective performance in the short run but high in the long run, regardless of objective performance.

Situational Leadership Theory A Test of Leadership Prescriptions

The purpose of this study was to test the prescriptions for effective leadership as specified in Hersey and Blanchards (1969, 1982, 1988) Situational Leadership Theory (SLT). The interac tion between leader behavior (initiating structure and consideration) and follower readiness hypothesized by the SLT was not supported. In addition, no support was found for Hersey and Blanchards (1988) most recent predictions regarding the Best, Second Best, Third Best, and Worst leadership styles for given readiness levels. In fact, the findings were more consistent with results obtained in traditional leadership research. Implications for use in management training are discussed.

Enhancing individual perceptions of objectivity in performance appraisal

Abstract This study identified 4 goal development and performance evaluation activities— participation in goal development, goal quantification, goal flexibility, and performance improvement discussions—that may enhance individual perceptions of appraisal objectivity. Participation, flexibility, and improvement discussions related positively and significantly to perceived objectivity, whereas goal quantification related negatively. The 4 variables collectively accounted for 28% of the variance in perceived objectivity; participation and goal flexibility contributed uniquely. Results were discussed and suggestions were made for future research in this area.

Job Stress and Job Dissatisfaction: Influence of Contextual Factors

To examine contextual factors which play a role in responses to job stress, 135 employees high in stress and high in job satisfaction and 97 employees high in stress and low in job satisfaction were identified. Comparisons of the two groups indicated that highly stressed individuals who remained satisfied perceived their jobs as more challenging and interesting, perceived organizational communication as more timely and useful, perceived fewer supervisory problems, and worked with managers whom they perceived to be high in referent power.

Managing innovation in hospitals and health systems: Lessons from the Malcolm Baldrige National Quality Award Winners

Abstract Hospitals and other health systems increasingly must rely on innovation as they seek creative approaches for improving patient outcomes while simultaneously dealing with regulatory and cost constraints. The management of innovation is an integral component of hospitals/healthcare systems that are recognized for their excellence by the Malcolm Baldridge National Quality Award in Health Care. Using a framework based on in the 2011–2012 Healthcare Criteria for Performance Excellence and organizational literature, this paper identifies the best practices in innovation as demonstrated by the 15 Baldridge winners. The results indicate that Baldridge winners engage in Innovation Leadership by incorporating innovation into their vision, mission, and values statements and explicitly stating support from senior leadership; strategic planning for innovation by including innovation initiatives in strategic goals and action plans and soliciting stakeholder involvement in innovation; and management of innovation processes by integrating innovation with performance improvement efforts and harnessing human resources. Best practices are summarized to guide leaders in other hospitals/healthcare systems in bringing innovation to the forefront of their initiatives.

Stress: The legal and organizational implications

Evolving legal trends, as well as court cases in which stress related to employment situations led to liability for the employer, were reviewed and summarized. These results were integrated with those in current empirical stress research in order to identify potential areas of concern for managers. This unified approach was then used to examine some common organizational situations and to suggest practices, policies, and procedures that may be useful in reducing or eliminating the harmful effects of stress on employees. It was concluded that, while employers must be knowledgeable about general stressors likely to affect employee well-being, they must also identify factors unique to their own situations. The responsibility of the manager in analyzing the work situation and responding to the individuals involved is emphasized.