Article Critique – Minimizing Deviant Behavior in Healthcare Organizations: the Effects of Supportive Leadership and Job Design

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Article Critique – Minimizing Deviant Behavior in Healthcare Organizations: The Effects of Supportive Leadership and Job Design

1. List all authors, the year, article title, journal name, volume number, issue number, and page numbers.

Minimizing Deviant Behavior in Healthcare Organizations: The Effects of Supportive Leadership and Job Design

C. Logan Chullen, Benjamin B. Dunford, Ingo Angermeier, R. Wayne Boss, and Alan D. Boss

Journal of Healthcare Management, November/December 2010, Volume 55, Number 6, Pages 381-398

2. Purpose of the study.

The purpose of the study was to show how supportive management practices and enriched work design
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This is important for high job satisfaction as it can affect an organizations performance. Self-determination theory taps into an employee’s motivation, which increases their effort at work. An organization that has a high level of intrinsic motivation allows their employees opportunity for growth and to participate in management decisions; thus, increasing the incidence of employees being engaged. Whereas, organizations who do not promote an intrinsic motivation environment has employees who are less engaged with less regard for organizational policies. This addresses the third hypothesis of employees report lover levels of intrinsic motivation will more than likely engage in deviant behavior towards the organization.

Depersonalization occurs when employees become emotionally detached from those around them because of stress with limited or no resources available to assist the employee in coping. One of the biggest contributors to depersonalization is burnout by employees that leads to a decrease in job satisfaction, employee performance, and turnover. Conservation of resources theory (COR) addresses how burnout develops and the effects it has on an employee’s job performance. Burnout often develops because of limited work resources while attempting to keep up with work demands. This addresses the fourth hypothesis where employees with higher levels of depersonalization will more than likely engage

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