Papers by Jennifer Kisamore
BACKGROUND: Unexpected events or outcomes in healthcare that create considerable harm or lasting ... more BACKGROUND: Unexpected events or outcomes in healthcare that create considerable harm or lasting damage to a patient are called adverse patient events (Mira et al., 2015). Providers affected by such events are called “second victims.” The current study examined personal and organizational outcomes related to involvement in adverse events including psychological and physical symptoms, burnout, and employee withdrawal behaviors. METHODS: Participants were recruited through social media sites. The population of interest was healthcare providers who potentially had been involved in an adverse event. Consent to participate was given by 204 individuals of which 127 were current or former healthcare providers. The remaining 77 respondents were excluded from the study. All measures were self-report and administered online through Qualtrics. All scales demonstrated acceptable internal consistency reliability. First, burnout was measured using the Oldenburg Burnout Inventory (Demourti et al., 2003). Participants were then asked if they had experienced an adverse patient event. Individuals who affirmed having such an experience were considered second victims and remained in the study; participation from other healthcare respondents was complete at that point. Responses to items from the second victim experience and support tool developed by Burlison and colleagues (2017) were collected from the second victims. Factor analytic work and internal consistency reliability analyses resulted in three factors: “personal distress,” “organizational support,” and “withdrawal behaviors.” RESULTS: Results indicated that second victims had significantly higher rates of burnout (M=3.88, SD=.97) than did other healthcare providers (M=3.46, SD=.84), t(119)=-2.07, p<.05. Results also revealed personal distress was significantly positively correlated with both burnout (r=.56) and withdrawal behaviors (r=.56) while perceptions of organizational support were significantly negatively correlated with both burnout (r=-.46) and withdrawal behaviors (r=-.35). A mediation model tested using Hayes SPSS PROCESS macro revealed the negative relationship between organizational support and withdrawal behaviors was partially mediated by burnout. Percent mediation was 52.9%. CONCLUSION: This study has important implications for healthcare organizations. Adverse patient experiences were related to higher likelihood of provider burnout and withdrawal behaviors. Perceptions of organizational support, however, were inversely related to these outcomes. Results suggest healthcare organizations should prioritize support mechanisms for second victims to potentially mitigate undesirable employee and organizational outcomes related to adverse patient events. Due to the cross-sectional design of the study, causal relationships between involvement in adverse events and these consequences cannot be assumed however, thus, further research is suggested.N
BACKGROUND: Unexpected events or outcomes in healthcare that create considerable harm or lasting ... more BACKGROUND: Unexpected events or outcomes in healthcare that create considerable harm or lasting damage to a patient are called adverse patient events (Mira et al., 2015). Providers affected by such events are called “second victims.” The current study examined personal and organizational outcomes related to involvement in adverse events including psychological and physical symptoms, burnout, and employee withdrawal behaviors. METHODS: Participants were recruited through social media sites. The population of interest was healthcare providers who potentially had been involved in an adverse event. Consent to participate was given by 204 individuals of which 127 were current or former healthcare providers. The remaining 77 respondents were excluded from the study. All measures were self-report and administered online through Qualtrics. All scales demonstrated acceptable internal consistency reliability. First, burnout was measured using the Oldenburg Burnout Inventory (Demourti et al., 2003). Participants were then asked if they had experienced an adverse patient event. Individuals who affirmed having such an experience were considered second victims and remained in the study; participation from other healthcare respondents was complete at that point. Responses to items from the second victim experience and support tool developed by Burlison and colleagues (2017) were collected from the second victims. Factor analytic work and internal consistency reliability analyses resulted in three factors: “personal distress,” “organizational support,” and “withdrawal behaviors.” RESULTS: Results indicated that second victims had significantly higher rates of burnout (M=3.88, SD=.97) than did other healthcare providers (M=3.46, SD=.84), t(119)=-2.07, p<.05. Results also revealed personal distress was significantly positively correlated with both burnout (r=.56) and withdrawal behaviors (r=.56) while perceptions of organizational support were significantly negatively correlated with both burnout (r=-.46) and withdrawal behaviors (r=-.35). A mediation model tested using Hayes SPSS PROCESS macro revealed the negative relationship between organizational support and withdrawal behaviors was partially mediated by burnout. Percent mediation was 52.9%. CONCLUSION: This study has important implications for healthcare organizations. Adverse patient experiences were related to higher likelihood of provider burnout and withdrawal behaviors. Perceptions of organizational support, however, were inversely related to these outcomes. Results suggest healthcare organizations should prioritize support mechanisms for second victims to potentially mitigate undesirable employee and organizational outcomes related to adverse patient events. Due to the cross-sectional design of the study, causal relationships between involvement in adverse events and these consequences cannot be assumed however, thus, further research is suggested.N
Academy of Management Proceedings, 2016
Using both linear and curvilinear analyses, we investigate the moderating effects of job meaning ... more Using both linear and curvilinear analyses, we investigate the moderating effects of job meaning and job autonomy on the emotional stability - organizational citizenship behavior relationship. Resu...
Management research review, Mar 31, 2023
Equality, Diversity and Inclusion: An International Journal
PurposeBurnout has been linked to a myriad of negative organizational and individual health outco... more PurposeBurnout has been linked to a myriad of negative organizational and individual health outcomes which threaten employee and organizational well-being. This study examines how unique features of diversity and inclusion (D&I) work are related to burnout.Design/methodology/approachParticipants were recruited using network and convenience sampling strategies. A total of 64 full-time employees whose primary responsibility is to implement the D&I strategy for their organization provided useable data for analysis. Participants completed measures of burnout, role ambiguity, role conflict, subjective experiences of tokenism, and top management support. Measures were administered online via Qualtrics.FindingsResults suggest lack of clear job duties, conflicting job demands, lack of top management support, and experiences of tokenism are associated with D&I professionals' experiences of burnout. The current study, however, indicates that while D&I professional experience higher levels...
Occupational Health Science, 2020
The demand for employees to be more productive while also being adaptable to new organizational p... more The demand for employees to be more productive while also being adaptable to new organizational pressures has intensified the nature of work and the demands placed upon employees. We meta-analyzed the relationship between employee role stress and organizational commitment and tested the effects of two potential moderators of this relationship. One-hundred and five studies ( N = 37,993 individuals) conducted from 2001 to 2019 were included in the meta-analysis. Significant negative relationships were found between three forms of role stress (role ambiguity, role conflict, and role overload) and affective organizational commitment. All role stressors had stronger relationships with affective commitment than with continuance commitment which was not found to be significantly related to any of the types of role stress tested. Overall, employees’ perceived role stress was inversely associated with their desire to stay with the organization (affective commitment) but not their need to stay (continuance commitment) with the organization. Moderator analyses revealed that occupational type and culture significantly influenced role stressor-affective commitment relationships. Specifically, stronger relationships were found for studies conducted in transactional occupations and western cultures. Implications of findings for organizations are discussed and directions for future research are provided.
Career Development International, May 6, 2014
Purpose – The purpose of this paper is to investigate the interaction between self-reported proac... more Purpose – The purpose of this paper is to investigate the interaction between self-reported proactive personality, competence, and interpersonal conflict in the prediction of supervisor ratings of organizational citizenship behaviors directed at individuals (OCBI) and organizations (OCBO). Design/methodology/approach – Data were obtained from 165 full-time subordinate-supervisor dyads. Employees self-reported personality and control variable information in wave 1 and competence and interpersonal conflict information in wave 2. Data regarding employee OCB performance were collected from supervisors in wave 3. Findings – Results suggest that OCBs are performed less frequently in stressful circumstances but that proactive personality appears to assuage the effects of stress. Significant two- and three-way interactions suggest the interplay of personal and situational characteristics are more complex in predicting OCBO than OCBI, likely due to its more distal nature. Practical implications – Results of the current study suggest steps managers may want to take to increase employee performance of OCBs, specifically, selecting proactive individuals, creating training programs to bolster employees’ competence, and minimizing interpersonal conflict at work. Originality/value – The current study confirms and extends extant research. The current study goes beyond previous work to consider a more complex interaction of factors that are related to employee engagement in OCBs.
Studies in Higher Education, 2005
Content mastery and self-efficacy were measured at the beginning and at the end of two classes in... more Content mastery and self-efficacy were measured at the beginning and at the end of two classes in Research Methods in Psychology. A multiple-choice test measured content mastery and a questionnaire measured self-efficacy. Self-efficacy reports improved significantly over the ...
International Journal of Stress Management, 2007
International Journal of Selection and Assessment, 2006
This study investigates the extent to which job applicants fake their responses on personality te... more This study investigates the extent to which job applicants fake their responses on personality tests. Thirty-three studies that compared job applicant and non-applicant personality scale scores were meta-analyzed. Across all job types, applicants scored significantly higher than non-applicants on extraversion (d 5 .11), emotional stability (d 5 .44), conscientiousness (d 5 .45), and openness (d 5 .13). For certain jobs (e.g., sales), however, the rank ordering of mean differences changed substantially suggesting that job applicants distort responses on personality dimensions that are viewed as particularly job relevant. Smaller mean differences were found in this study than those reported by Viswesvaran and Ones (Educational and Psychological Measurement, 59(2), 197-210), who compared scores for induced ''fake-good'' vs. honest response conditions. Also, direct Big Five measures produced substantially larger differences than did indirect Big Five measures. This paper is based on an earlier study presented at the 18th Annual Conference of the Society for Industrial and Organizational Psychology, Orlando, FL, April 2003. Special thanks to Yufan Liu for serving as a coder for this study.
Career Development International, 2009
PurposeThe purpose of this paper is to show that academic misconduct appears to be on the rise; s... more PurposeThe purpose of this paper is to show that academic misconduct appears to be on the rise; some research has linked academic misconduct to unethical workplace behaviors. Unlike previous empirically‐driven research, this theory‐based study seeks to examine the usefulness of a modification of Ajzen's theory of planned behavior to predict academic misconduct.Design/methodology/approachA total of 271 students enrolled at a US university were surveyed. Structural equation modeling was used to test the model.FindingsThe modified theory of a planned behavior model in which intentions and justifications both serve as antecedents to behavior fits the data well. The model accounted for 22 per cent of the variance in intentions to cheat and 47 per cent of the variance in self‐reported cheating.Research limitations/implicationsThe primary limitations of this research are the cross‐sectional research design, the self‐selected sample, and the single source of survey data.Practical implic...
Career Development International, 2010
PurposeThe purpose of this study is to investigate the moderating effects of social competencies,... more PurposeThe purpose of this study is to investigate the moderating effects of social competencies, specifically, political skill, self‐monitoring and emotional intelligence, on the workplace conflict‐abusive behavior relationship.Design/methodology/approachThe study utilized data collected from graduate and undergraduate students majoring in psychology, management, human relations and social work who were recruited from two mid‐sized mid‐western universities. Hierarchical multiple regression analysis was used to test the study hypotheses.FindingsResults indicated that interpersonal conflict in the workplace is associated with employee engagement in counterproductive work behaviors. Results also suggested that social competencies interacted with interpersonal conflict to predict the likelihood of abusing others at work. Politically skilled workers and high self‐monitors were more likely to engage in abusive behaviors when experiencing high levels of interpersonal workplace conflict.Or...
BMC Medical Education, 2009
Basic and Applied Social Psychology, 2010
Fixed- and random-effects models represent two different approaches to analyzing and under-standi... more Fixed- and random-effects models represent two different approaches to analyzing and under-standing data with meta-analysis. The current article describes the results of a two-part study to illustrate the effect of choice of meta-analytic model on study conclusions. Part 1 illustrates the effect of model choice by analyzing data simulated to conform to either fixed- or random-effects scenarios with both fixed- and random-effects methods of data analysis. Part 2 uses two published meta-analyses to show that methodological choices, in this case mainly the choice of fixed- or random-effects models, affect estimates both of mean effect size and of the ran-dom-effects variance component (REVC). Overall, results suggest that random-effects proce-dures represent the best initial choice when conducting a meta-analysis.
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Papers by Jennifer Kisamore