Workplace Relationships, Psychological Capital, Accreditation and Safety Culture: a new Framework of Analysis within Healthcare Organizations

Trinchero, E; Farr-Wharton, B; Brunetto, Y

Workplace Relationships, Psychological Capital, Accreditation and Safety Culture: a new Framework of Analysis within Healthcare Organizations

Trinchero, E Farr-Wharton, B

Brunetto, Y

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Publication Type:: Journal Article
Citation:: Public Organization Review, 2019, 19 (1), pp. 139 - 152
Issue Date:: 2019-03-15

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Field	Value	Language
dc.contributor.author	Trinchero, E	en_US
dc.contributor.author	Farr-Wharton, B https://orcid.org/0000-0001-9987-934X	en_US
dc.contributor.author	Brunetto, Y	en_US
dc.date.issued	2019-03-15	en_US
dc.identifier.citation	Public Organization Review, 2019, 19 (1), pp. 139 - 152	en_US
dc.identifier.issn	1566-7170	en_US
dc.identifier.uri	http://hdl.handle.net/10453/119785
dc.description.abstract	© 2017, Springer Science+Business Media, LLC. This paper used Social Exchange Theory (SET), Positive Organizational Behavior (POB) and Cooper’s (Safety Science, 36(2), 111–136, 2000) frameworks to operationalize a comprehensive model of safety culture, and tests whether one SET factor (supervisor-employee relationships) and one POB factor (psychological capital) predict accreditation and safety culture in a causal chain. Surveys from 1125 Italian doctors were analyzed using Structural Equation Modeling. Supervisor-employee relationships and psychological capital accounted for two-fifths of the accreditation culture, and, in turn, explained more than half of the safety culture. Hence, effective workplace relationships between management and doctors provide a trusting foundation to develop safe practices for better healthcare.	en_US
dc.relation.ispartof	Public Organization Review	en_US
dc.relation.isbasedon	10.1007/s11115-017-0390-6	en_US
dc.subject.classification	Political Science & Public Administration	en_US
dc.title	Workplace Relationships, Psychological Capital, Accreditation and Safety Culture: a new Framework of Analysis within Healthcare Organizations	en_US
dc.type	Journal Article
utslib.citation.volume	1	en_US
utslib.citation.volume	19	en_US
utslib.for	1503 Business and Management	en_US
utslib.for	1605 Policy and Administration	en_US
pubs.embargo.period	Not known	en_US
pubs.organisational-group	/University of Technology Sydney
pubs.organisational-group	/University of Technology Sydney/Faculty of Business
pubs.organisational-group	/University of Technology Sydney/Faculty of Business/Management Discipline
utslib.copyright.status	closed_access
pubs.issue	1	en_US
pubs.publication-status	Published	en_US
pubs.volume	19	en_US

Abstract:

© 2017, Springer Science+Business Media, LLC. This paper used Social Exchange Theory (SET), Positive Organizational Behavior (POB) and Cooper’s (Safety Science, 36(2), 111–136, 2000) frameworks to operationalize a comprehensive model of safety culture, and tests whether one SET factor (supervisor-employee relationships) and one POB factor (psychological capital) predict accreditation and safety culture in a causal chain. Surveys from 1125 Italian doctors were analyzed using Structural Equation Modeling. Supervisor-employee relationships and psychological capital accounted for two-fifths of the accreditation culture, and, in turn, explained more than half of the safety culture. Hence, effective workplace relationships between management and doctors provide a trusting foundation to develop safe practices for better healthcare.

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http://hdl.handle.net/10453/119785