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Journal articles on the topic 'Workplace teams'

Author: Grafiati

Published: 4 June 2021

Last updated: 20 February 2023

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1

Miller, Marianne McInnes, Thomas G. Kimball, Alan Korinek, Sterling T. Shumway, and Rudy Arredondo. "Enhancing Teams in the Workplace." Employee Assistance Quarterly 19, no. 2 (December 8, 2004): 35–50. http://dx.doi.org/10.1300/j022v19n02_03.

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Galbraith, Diane D., and Fred L. Webb. "Teams That Work: Preparing Student Teams For The Workplace." American Journal of Business Education (AJBE) 6, no. 2 (February 20, 2013): 223–34. http://dx.doi.org/10.19030/ajbe.v6i2.7687.

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Organizations today often require collaboration in the form of work teams. Many tasks completed within organizations, whether in the workplace or in academia, however, can be beyond the capabilities of individuals alone. Productive teamwork and cooperative activities in business are expected and can begin very early in a person's career. The pedagogy for teamwork instruction in the classroom may not simulate real workplace events or parallel organizational behavior in order to attain a successful outcome. In universities, teamwork often breeds frustration and dysfunction, since the teams often

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3

REISCH, MARC. "Du Pont workplace teams ruled illegal." Chemical & Engineering News 71, no. 24 (June 14, 1993): 7–8. http://dx.doi.org/10.1021/cen-v071n024.p007a.

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Pritam, Singh Randhawa Neetu. "Analytical Study on Teams Ethnic Diversity and Workplace Organization." International Journal of Psychosocial Rehabilitation 24, no. 5 (May 30, 2020): 7276–80. http://dx.doi.org/10.37200/ijpr/v24i5/pr2020759.

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Peters, Eileen, and Silvia Maja Melzer. "Immigrant–Native Wage Gaps at Work: How the Public and Private Sectors Shape Relational Inequality Processes." Work and Occupations 49, no. 1 (January 11, 2022): 79–129. http://dx.doi.org/10.1177/07308884211060765.

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We investigate how the institutional context of the public and private sectors regulates the association of workplace diversity policies and relational status positions with first- and second-generation immigrants’ wages. Using unique linked employer–employee data combining administrative and survey information of 6,139 employees in 120 German workplaces, we estimate workplace fixed-effects regressions. Workplace processes are institutionally contingent: diversity policies such as mixed teams reduce inequalities in the public sector, and diversity policies such as language courses reinforce ex

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6

Ragins, Belle Rose, John M. Cornwell, and Janice S. Miller. "Heterosexism in the Workplace." Group & Organization Management 28, no. 1 (March 2003): 45–74. http://dx.doi.org/10.1177/1059601102250018.

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This article examined the effects of multiple group memberships and relational demography on the workplace experiences of 534 gay employees, 162 of whom were gay employees of color. Two competing models of multiple group membership were tested by assessing the effects of race and gender on sexual orientation discrimination and the decision to disclose a gay identity at work. Race and gender were unrelated to heterosexism. Lesbians were as likely to disclose as gay men, but gay employees of color were less likely to disclose at work. Relational demography predictions were supported for race and

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Katz, Nancy. "Sports teams as a model for workplace teams: Lessons and liabilities." Academy of Management Perspectives 15, no. 3 (August 2001): 56–67. http://dx.doi.org/10.5465/ame.2001.5229533.

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8

Baert, Herman, and Natalie Govaerts. "Learning patterns of teams at the workplace." Journal of Workplace Learning 24, no. 7/8 (September 7, 2012): 538–50. http://dx.doi.org/10.1108/13665621211261025.

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9

Wilmers, Nathan, and Clem Aeppli. "Consolidated Advantage: New Organizational Dynamics of Wage Inequality." American Sociological Review 86, no. 6 (December 2021): 1100–1130. http://dx.doi.org/10.1177/00031224211049205.

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The two main axes of inequality in the U.S. labor market—occupation and workplace—have increasingly consolidated. In 1999, the largest share of employment at high-paying workplaces was blue-collar production workers, but by 2017 it was managers and professionals. As such, workers benefiting from a high-paying workplace are increasingly those who already benefit from membership in a high-paying occupation. Drawing on occupation-by-workplace data, we show that up to two-thirds of the rise in wage inequality since 1999 can be accounted for not by occupation or workplace inequality alone, but by t

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10

Moreau, Craig. "Teams That Innovate: The Language of Difference-Driven Inquiry at the Workplace." Business and Professional Communication Quarterly 83, no. 4 (September 28, 2020): 385–408. http://dx.doi.org/10.1177/2329490620949864.

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Leveraging a team’s diverse perspectives can be a powerful way to foster team innovation. A common approach to leverage team differences involves tool-based approaches, including brainstorming, mind-mapping, and whiteboarding. However, the effective use of ideational tools as a means to innovation often assumes high levels of team cohesion and productivity—dynamics that may not be safe to assume, especially in teams with high levels of diversity. This study investigates how workplace teams at a Biotech company use discourse to innovate, and in doing so, instantiate a larger rhetorical practice

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11

Scott, Ian, and Serena Sharma. "‘Workplace Wellness’ – using psychological formulation and leadership to enhance staff wellbeing." FPOP Bulletin: Psychology of Older People 1, no. 135 (July 2016): 39–46. http://dx.doi.org/10.53841/bpsfpop.2016.1.135.39.

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In 2013 Slough Community Mental Health Team (CMHTE) for older people became one of the first Listening into Action (LiA) Pioneer Teams in Berkshire Healthcare NHS Foundation Trust. LiA is a method of change that allows ideas to emerge from the grassroots of an organisation, to create changes that are readily bought into by staff. The team’s Principal Psychologist, (first author), submitted the LiA project as an idea for service development and led the team through the piece of work over the year. The resulting changes in wellbeing were monitored longitudinally. Towards the end of the process,

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Salas, Eduardo, and Jensine Paoletti. "A Teams Perspective on Workplace Aging and Retirement." Work, Aging and Retirement 5, no. 3 (June 28, 2019): 212–14. http://dx.doi.org/10.1093/workar/waz008.

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Abstract During the past decades, population aging, later retirements, and a shift to team-based work have left organizations with challenges associated with age-diverse teams and retirement from a team-based work structure. However, limited research has investigated the interplays between teams, aging, and retirement. Here, we overview the research at the intersection on aging and teams and discuss how aging is often a proxy for variables of organizational interest. Next, we outline the challenges associated with age-related faultlines and age discrimination. We then highlight areas for futur

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13

Levine, Mark, and Scott Sibary. "Workplace Teams: Ethical and Legal Concerns and Approaches." Ethics & Behavior 11, no. 1 (January 2001): 55–66. http://dx.doi.org/10.1207/s15327019eb1101_5.

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Schofield, Louise, Emma Welfare, and Simon Mercer. "In-situ simulation." Trauma 20, no. 4 (July 23, 2017): 281–88. http://dx.doi.org/10.1177/1460408617711729.

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‘In-situ’ simulation or simulation ‘in the original place’ is gaining popularity as an educational modality. This article discusses the advantages and disadvantages of performing simulation in the clinical workplace drawing on the authors’ experience, particularly for trauma teams and medical emergency teams. ‘In-situ’ simulation is a valuable tool for testing new guidelines and assessing for latent errors in the workplace.

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Herbst, Uta, Hilla Dotan, and Sina Stöhr. "Negotiating with work friends: examining gender differences in team negotiations." Journal of Business & Industrial Marketing 32, no. 4 (May 2, 2017): 558–66. http://dx.doi.org/10.1108/jbim-12-2015-0250.

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Purpose This study aims to investigate whether a team of females negotiates differently than a team of males, and whether (workplace) friendship moderates the relationship between single-gender team composition and negotiation outcomes. Design/methodology/approach The authors used two laboratory studies and paired 216 MBA students into single-gender teams of friends and non-friends, and then engaged them in several dyadic multi-issue negotiations. Findings The results show that on average, male teams of non-friends reached significantly better outcomes than female teams of non-friends. However

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Tsouvelas, George, Ioannis Nikolaou, and George Koulierakis. "Emotional processes, leadership, gender and workplace affect in interdisciplinary teams." Psychology: the Journal of the Hellenic Psychological Society 27, no. 1 (July 21, 2022): 161–74. http://dx.doi.org/10.12681/psyhps.27093.

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The purpose of this study was to analyze the role of emotional skills and gender in workplace affect through non-hierarchical level and multilevel analyses. Data was collected through self-report questionnaires completed by 19 directors and 128 subordinates working in interdisciplinary teams of Centers of Educational and Counselling Support. At non-hierarchical level, higher order emotional abilities (use and regulate emotions) were positively related to positive affect at workplace. Negative affect was negatively associated with the ability to regulate emotions and positively with the strateg

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Townsend, Anthony M., Samuel M. DeMarie, and Anthony R. Hendrickson. "Virtual teams: Technology and the workplace of the future." Academy of Management Perspectives 12, no. 3 (August 1998): 17–29. http://dx.doi.org/10.5465/ame.1998.1109047.

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18

Tziner, Aharon, and Lily Chernyak-Hai. "Perspectives on Groups and Work Teams in the Workplace." Revista de Psicología del Trabajo y de las Organizaciones 28, no. 1 (2012): 51–66. http://dx.doi.org/10.5093/tr2012a5.

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19

Giapponi, Catherine C. "Workplace Challenges: Managing Project Teams and Flexible Work Programs." Organization Management Journal 12, no. 4 (October 2, 2015): 208. http://dx.doi.org/10.1080/15416518.2015.1115229.

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20

Ahles, Catherine B., and Courtney C. Bosworth. "The Perception and Reality of Student and Workplace Teams." Journalism & Mass Communication Educator 59, no. 1 (March 2004): 41–59. http://dx.doi.org/10.1177/107769580405900108.

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21

Payne, Julianne, Steve McDonald, and Lindsay Hamm. "Production Teams and Producing Racial Diversity in Workplace Relationships." Sociological Forum 28, no. 2 (June 2013): 326–49. http://dx.doi.org/10.1111/socf.12021.

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22

Glynn, Tony, and Stuart G. Carr. "Motivation and performance in teams: Transforming loafing into resonance." South Pacific Journal of Psychology 11, no. 1 (1999): 71–77. http://dx.doi.org/10.1017/s0257543400000766.

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AbstractEmployee responses to being placed in workplace “teams” range from free-riding (shirking, social loafing) to working harder than ever before, and feelings of identity (or in-group) with the team may play a key role in facilitating the working harder response. Fifty-two Australian future managers worked on a workplace simulation task, either (a) alone (Control), (b) among a simulated unidentified aggregate of other students (team setting, no social identity), (c) with simulated other students from the same faculty competing against the Faculty of Law (in-group, social identity condition

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23

Mishra, Talina, and Lalatendu Kesari Jena. "Virtual workplaces and lean leadership: integrative conceptualization and organizational implications." Strategic HR Review 19, no. 4 (May 28, 2020): 177–81. http://dx.doi.org/10.1108/shr-04-2020-0031.

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Purpose The purpose of this paper is to integrate the concept of lean in the world of virtual leadership by continuously engaging employees and building efficient teams to increase the effectiveness of digital workplaces. Design/methodology/approach Secondary research from various research articles by authors in lean and leadership was done. Findings Lean leadership can serve as a great way to boost employee morale and enrich their experience in times of global crisis. Employees can effectively contribute to the organization with the help of virtual lean teams and tools. Originality/value This

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Thomas, Benjamin J., and Patricia Meglich. "Justifying new employees’ trials by fire: workplace hazing." Personnel Review 48, no. 2 (March 4, 2019): 381–99. http://dx.doi.org/10.1108/pr-01-2018-0025.

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PurposeThe purpose of this paper is to test the explanatory effects of the system justification theory on reactions to new employee hazing.Design/methodology/approachThree studies (N= 107, 121 and 128), all using experimental assignment, vignettes of workplace hazing and two-level repeated measures ANCOVA designs, with dispositional variables included as covariates and justification of workplace hazing processes as dependent variables, were conducted.FindingsOnlookers are more likely to justify long-standing (cf. recently adopted) hazing systems and hazing systems used by highly cohesive (cf.

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Orlova, M. V., and I. Yu Aleksandrova. "Distributed teams: challenges and opportunities." Vestnik Universiteta, no. 2 (April 2, 2022): 33–40. http://dx.doi.org/10.26425/1816-4277-2022-2-33-40.

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A geographically dispersed workforce poses new challenges for managers, which shift the focus from project management to managing distributed project teams. Adapting the company and its management to this evolution in the workplace, it is necessary to create an environment in which remote team members interact productively. Distributed work requires operational flexibility from companies, which is characterised by greater susceptibility to changes in their markets, to new emerging customer requirements and new competitive threats. The article is devoted to the identification of factors contrib

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Smith, Ann Kowal, Capria Jaussen, and Karen R. Nestor. "The seminar goes to work: Towards a theory of collaborative literacy." Industry and Higher Education 34, no. 4 (March 24, 2020): 263–71. http://dx.doi.org/10.1177/0950422220912183.

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The research and practice are clear: the humanities develop empathy, sensibility, and other individual skills critical to successful employment. But, they also support the development of collective skills that empower productive teams and workplaces. This article explores the collective impact of narrative literature through the lens of an innovative workplace-based learning program. The program uses facilitated conversations about literature to invite colleagues at all levels to practice questioning assumptions, listening to different voices, and connecting to new ideas and to each other. Exa

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Bull, Eleanor Rose, Lucie Marie Theresa Byrne-Davis, Juliette Swift, Kirstie Baxter, Neil McLauchlan, and Joanne Karen Hart. "Exploring what teams perceive by ‘culture’ when implementing new models of care." International Journal for Quality in Health Care 31, no. 6 (September 19, 2018): 492–94. http://dx.doi.org/10.1093/intqhc/mzy200.

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Abstract Introduction Health and social care organizations continually face change to coordinate efforts, improve care quality and better meet patient needs in the context of growing pressure on services. NHS ‘vanguard’ teams funded to pilot organizational change in England have argued that alongside new structures, policies and governance, a shift in ‘workplace culture’ is needed to implement change. Although now defined in the literature and seen as an important driver of quality care, it was not clear what teams themselves meant when discussing workplace culture. Methods In a qualitative st

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Temkin-Greener, Helena, Jill Szydlowski, Orna Intrator, Tobie Olsan, Jurgis Karuza, Xueya Cai, Shan Gao, and Suzanne M. Gillespie. "Perceived Effectiveness of Home-Based Primary Care Teams in Veterans Health Administration." Gerontologist 60, no. 3 (January 18, 2019): 494–502. http://dx.doi.org/10.1093/geront/gny174.

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Abstract Background and Objectives Previous studies have shown that staff perception of team effectiveness is related to better health outcomes in various care settings. This study focused on the Veterans Health Administration’s Home-Based Primary Care (HBPC) program. We examined variations in HBPC interdisciplinary teamwork (IDT) and identified modifiable team and program characteristics that may influence staff perceptions of team effectiveness. Research Design We used a broadly validated survey instrument to measure perceived team effectiveness, workplace conditions/resources, group culture

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Mwondela, Mujing’a D. "Diversity Management for Competitive Advantage: A Multigenerational Perspective during the COVID-19 Pandemic." Scholars Journal of Economics, Business and Management 8, no. 6 (June 6, 2021): 154–56. http://dx.doi.org/10.36347/sjebm.2021.v08i06.001.

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This paper is an examination of generational diversity in the workplace and how organisations can leverage the benefits of these differences during the Covid -19 pandemic to build resilient teams for sustainable competitive advantage. The salient points are that multigenerational differences do exist and if managers overly emphasize them they tend to negatively affect the workplace compared to when the differences are highlighted for team motivation and building reasons. Due to the effects of the Pandemic on the workplace, most notable - the working from home arrangements, social distancing, e

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Hartwig, Angelique, Sharon Clarke, Sheena Johnson, and Sara Willis. "Workplace team resilience: A systematic review and conceptual development." Organizational Psychology Review 10, no. 3-4 (April 22, 2020): 169–200. http://dx.doi.org/10.1177/2041386620919476.

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Workplace team resilience has been proposed as a potential asset for work teams to maintain performance in the face of adverse events. Nonetheless, the research on team resilience has been conceptually and methodologically inconsistent. Taking a multilevel perspective, we present an integrative review of the workplace team resilience literature to identify the conceptual nature of team resilience and its unique value over and above personal resilience as well as other team concepts. We advance resilience research by providing a new multilevel model of team resilience that offers conceptual cla

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Schaffer, Bryan. "Dissimilarity-Attraction in Teams: New Ideas for Workplace Diversity Research." Academy of Management Proceedings 2016, no. 1 (January 2016): 12344. http://dx.doi.org/10.5465/ambpp.2016.12344abstract.

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32

Johnson, Martin. "Designing Visionary Leadership Teams." International Journal of Sociotechnology and Knowledge Development 2, no. 1 (January 2010): 12–35. http://dx.doi.org/10.4018/jskd.2010100802.

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Nigel Sykes’ 3E’s concept is examined against established theory and recent work in Organizational Behaviour. The possibility that this concept offers a way of developing social synergy in work groups is explored, and considered in the context of socio-technical systems. 3E’s is based on the categorisation of people in the workplace into roles labelled “Envisioners” “Enablers” or “Enactors”. Role theory is explored, and its relevance to organizational success. The importance of the affective component in motivation and decision-making is identified. A research study is reported testing the 3E’

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Delaney, William P., and Genevieve Ames. "Work Team Attitudes, Drinking Norms, and Workplace Drinking." Journal of Drug Issues 25, no. 2 (April 1995): 275–90. http://dx.doi.org/10.1177/002204269502500205.

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This article investigates the relationship between work team attitudes, drinking norms, and workplace drinking in a large assembly line factory in the Midwest. Respondents were asked whether significant persons at work (friends, team members, and supervisors) would approve or disapprove if they engaged in three types of work-related drinking (before work, at work, and at work to intoxication). Respondents were also asked whether they agreed or disagreed with several positive and negative statements about work teams–a new form of assembly line production introduced in the 1980s. Several items p

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Handor, Rachida, Anke Persoon, Famke van Lieshout, Marleen Lovink, and Hester Vermeulen. "The Required Competencies of Bachelor- and Master-Educated Nurses in Facilitating the Development of an Effective Workplace Culture in Nursing Homes: An Integrative Review." International Journal of Environmental Research and Public Health 19, no. 19 (September 28, 2022): 12324. http://dx.doi.org/10.3390/ijerph191912324.

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Background: Nursing home care is undergoing significant changes. This requires innovative teams operating in an effective workplace culture characterized by person-centeredness and offering evidence-based care. A pivotal role for bachelor- and master-educated nurses (BNs/MNs) is foreseen to facilitate such cultures; however, there is currently no comprehensive overview of what competencies this requires. Objectives: To identify what competencies are required from BNs/MNs in facilitating the development of an effective workplace culture in nursing homes. Methods and design: We conducted an inte

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35

Ender, Johanna, Jan Cetric Wagner, Georg Kunert, Fang Bin Guo, Roland Larek, and Thorsten Pawletta. "CONCEPT OF A SELF-LEARNING WORKPLACE CELL FOR WORKER ASSISTANCE WHILE COLLABORATION WITH A ROBOT WITHIN THE SELF-ADAPTING-PRODUCTION-PLANNING-SYSTEM." Informatyka, Automatyka, Pomiary w Gospodarce i Ochronie Środowiska 9, no. 4 (December 15, 2019): 4–9. http://dx.doi.org/10.35784/iapgos.36.

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For some time, the focus of past research on industrial workplace designs has been the optimization of processes from the technological point of view. Since human workers have to work within this environment the design process must regard Human Factor needs. The operators are under additional stress due to the range of high dynamic processes and due to the integration of robots and autonomous operating machines. There have been few studies on how Human Factors influence the design of workplaces for Human-Robot Collaboration (HRC). Furthermore, a comprehensive, systematic and human-centred desi

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Wiesche, Manuel. "Interruptions in Agile Software Development Teams." Project Management Journal 52, no. 2 (March 1, 2021): 210–22. http://dx.doi.org/10.1177/8756972821991365.

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Agile approaches help software development project teams to better meet user needs and ensure flexibility in uncertain environments. But using agile approaches invites changes to the project and increases interactions between team members, which both cause interruptions in the workplace. While interruptions can help in task completion and increase process flexibility, they can also hinder employee productivity. We conducted an exploratory study of four agile software development teams. Our analysis identified (1) programming-related work impediments, (2) interaction-related interruptions, and

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37

Бершадский, М., M. Bershadskiy, А. Кузнецова, and A. Kuznecova. "State, Forms and Trends of Teachers’ Professional Collaboration at Work." Profession-Oriented School 6, no. 6 (December 25, 2018): 37–42. http://dx.doi.org/10.12737/article_5c07ca1f363744.72946253.

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In order to develop scientifi c mechanisms for improving the quality of education based on the organization of professional interaction of school teachers at the workplace, a comprehensive study of the current state, forms and trends of professional interaction of teachers at the workplace was carried out, as well as a comprehensive analysis of best Russian and foreign experience in the fi eld of professional interaction of teachers’ place, the activities of teams of teachers. Based on the results of the analysis, conclusions were drawn on the relevance of the development of professional inter

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Yue, Chen, Patrick S. W. Fong, and Teng Li. "Meeting the challenge of workplace change: Team cooperation outperforms team competition." Social Behavior and Personality: an international journal 47, no. 7 (July 18, 2019): 1–15. http://dx.doi.org/10.2224/sbp.7997.

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We examined the influence of reward structures on team adaptation. We collected data from Chinese university students, whom we assigned to 62 teams of 3 members. They took part in a team-based card game in a laboratory setting to test if a cooperative structure promotes team adaptation by facilitating shared mental model updating, and if a competitive structure harms team adaptation by preventing shared mental model updating. This proposition was supported by the results of the between-group factorial design experiment: The efficiency of the shared mental model was lost when predicting team pe

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Kane, Liza, Tim Lucas, and Margaret Cooke. "Finding a better balance." Structural Engineer 98, no. 6 (June 1, 2020): 13–15. http://dx.doi.org/10.56330/vxup2949.

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Liu, Yihao, Dana R. Vashdi, Thomas Cross, Peter Bamberger, and Amir Erez. "Exploring the puzzle of civility: Whether and when team civil communication influences team members’ role performance." Human Relations 73, no. 2 (March 18, 2019): 215–41. http://dx.doi.org/10.1177/0018726719830164.

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Does ‘being nice’ to each other always improve employee performance? Although research on workplace incivility has been growing, little is known about the flip side of it – workplace civility. In fact, different theoretical perspectives have suggested that civility could have positive (i.e. the flexibility perspective) or negative (i.e. the heuristics perspective) cognitive implications. In the current research, we examined whether and when workplace civility (operationalized as team civil communication) influences team members’ role performance in two studies. In Study 1, we recorded team civ

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Burleson, Seterra D., Whitney A. Tyler, Debra A. Major, and Katelyn R. Reynoldson. "Women in STEM Workplaces and Computer-Mediated Communication." International Journal of Virtual Communities and Social Networking 10, no. 3 (July 2018): 1–22. http://dx.doi.org/10.4018/ijvcsn.2018070101.

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As women have the potential to bring unique perspectives to the workplace, the under-representation of women in STEM occupations is a severe limitation to global advancement through research and innovation. Workplace utilization of computer-mediated communication (CMC) may impact common barriers faced by women in STEM, such as stereotypes, a “chilly” workplace climate, lack of social support and mentorship opportunities, and work-family conflict. As organizations shift further into the use of virtual communication, it is essential to take advantage of CMC as a way to facilitate gender equality

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Swansbrough, Robert H. "Familiarity Breeds Respect Toward Congress: Teams in the Classroom and Workplace." PS: Political Science & Politics 36, no. 4 (October 2003): 769–72. http://dx.doi.org/10.1017/s104909650300310x.

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Uday-Riley, Marcey. "Eight critical steps to improve workplace performance with cross-cultural teams." Performance Improvement 45, no. 6 (July 2006): 28–32. http://dx.doi.org/10.1002/pfi.2006.4930450608.

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Ben Sasson, Dvora, and Anit Somech. "Do teachers misbehave? Aggression in school teams." Journal of Educational Administration 53, no. 6 (September 7, 2015): 755–72. http://dx.doi.org/10.1108/jea-01-2014-0011.

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Purpose – Despite growing research on school aggression, significant gaps remain in the authors’ knowledge of team aggression, since most studies have mainly explored aggression on the part of students. The purpose of this paper is to focus on understanding the phenomenon of workplace aggression in school teams. Specifically, the purpose of the study was to examine whether team affective conflict in school teams mediates the relationship between team injustice climate (distributive, procedural, and interpersonal injustice climate) and team aggression. Design/methodology/approach – Data were co

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Brandão, Dafne Eva Corrêa, and Cristina Maria Galvão. "Nursing team stress in the perioperative period: an integrative review." Rev Rene 14, no. 4 (2013): 836–44. http://dx.doi.org/10.15253/2175-6783.20130004000021.

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This integrative review aimed at analyzing evidences available in literature regarding stress levels in nursing teams during the perioperative period. Primary studies were searched in the following databases: PubMed, CINAHL and LILACS. Included studies were grouped into the following thematic categories: stress level in the workplace and stress factors (n=8) and stress coping strategies used by the nursing staff (n=6). Evidence suggests that stress in the workplace worsens the health of the nursing team, provoking undesirable effects both in the professional and personal lives of these profess

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Foster, Sam. "Poor leaders feed on illusory insecurity." British Journal of Nursing 31, no. 14 (July 21, 2022): 761. http://dx.doi.org/10.12968/bjon.2022.31.14.761.

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Sam Foster, Chief Nurse, Oxford University Hospitals, reflects on how destructive leadership generates uncertainly in the workplace and foments fear in teams, leading to acceptance of a toxic work culture

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SALVATION, MARK DIRIKORIGHA. "Communication and Conflict Resolution in the Workplace." Dev Sanskriti Interdisciplinary International Journal 13 (January 31, 2019): 25–46. http://dx.doi.org/10.36018/dsiij.v13i.112.

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Good communication is required to build and maintain mutual relationship in project teams. This is because effective communication can enable a work team to achieve their goals. This stems from the fact that when the employees understand the management expectations and target goals, they will be able to do their work task based on the required standard. Also, effective communication is critical to the success of team work because the ability to work together without issues is determined by conveying the right information at the right. However, despite the crucial role played by effective commu

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Amaya, Megan, Bernadette Mazurek Melnyk, Brenda Buffington, and Lauren Battista. "Workplace Wellness Champions: Lessons Learned and Implications for Future Programming." Building Healthy Academic Communities Journal 1, no. 1 (May 31, 2017): 59. http://dx.doi.org/10.18061/bhac.v1i1.5744.

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Background: Wellness champion teams can be a critical "grass roots" strategy in building a culture of worksite wellness; however, little is known about key elements of programs to prepare individuals for this role and their level of impact.Aim: To describe the components of a worksite wellness champion program at a large public land grant university in the Midwest and the characteristics of individuals who participate in this role.Methods: The Wellness Innovator program components, including processes of recruitment and retention, as well as demographic data of the Innovators are described.Res

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Arora, Rachna, Sandeep Gajendragadkar, and Netra Neelam. "Team Effectiveness: A Key to Success in ‘IT Organizations’." Australasian Accounting, Business and Finance Journal 17, no. 1 (2023): 97–110. http://dx.doi.org/10.14453/aabfj.v17i1.08.

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This study is an attempt is to examine the relationship between different characteristics which makes project teams effective and lead to the success of projects in IT organizations. A survey was conducted on 110 IT professionals who are part of various project teams in IT organizations. A correlation test is used to see the interdependence, and a linear regression model is used to establish a relationship in team effectiveness variables. The result shows that team purpose and goals, team roles, team processes and team relationships contribute to the team's effectiveness and are interdependent

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Djordjilovic, Olga. "Displaying and developing team identity in workplace meetings – a multimodal perspective." Discourse Studies 14, no. 1 (February 2012): 111–27. http://dx.doi.org/10.1177/1461445611427205.

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This article addresses the issue of how team identity is constructed between two people during a series of regular meetings of a work group in Serbia. Using conversation analysis to investigate (multimodal) social actions, this study looks at the recurrent construction of an implicit team identity by focusing on management of speaking rights and co-construction of units, and displays of knowledge and accountability. With its longitudinal perspective, the article contributes to the existing body of research on teams in interaction in general, as it builds upon previous research on interactional

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