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 could build a productive workforce and reduce the occurrence of deviant behavior.

3. Hypotheses (if provided)

Hypothesis 1: Employees reporting lower quality LMX relationships with their supervisors will be more likely to engage in deviant behavior directed at the individual.

Hypothesis 2: Employees reporting lower levels of POS will be more likely to engage in deviant behavior directed at the organization.

Hypothesis 3: Employees reporting lower levels of intrinsic motivation will be more likely to engage in deviant behavior directed at the organization.

Hypothesis 4: Employees reporting higher levels of depersonalization will be more likely to engage in deviant behavior at the individual.

4. Literature review. Include main premises, lines of thinking, theories, models or key research threads that the author(s) used to support the purpose of the study.

The leader-member exchange (LMX) theory focuses on the relationship between a manager and their employees and the employee’s perception of their relationship with their manager. The employee’s perception includes how well the manager supports them emotionally, trusts them, and amount of feedback they receive. Managers classify their employees into two groups: in-group and out-group. In-group employees receive most of the manager’s time, are trusted, and are offered the most opportunities for growth and advancement. Whereas, employees that have been placed in the out-group are not allotted the same amount of time with their manager as in-group employees and have fewer opportunities for growth and advancement. This addresses the first hypothesis where employees who perceive a low level of LMX will react with deviant behavior directed at the individual.

The perceived organizational support (POS) theory focuses on the employee’s perception of how the organization values their contribution and overall well-being. The amount of POS perceived by an employee has an impact on the employee’s performance and well-being. Organizations have helped increase POS by promoting work-life balance, providing tuition reimbursement programs, and employee recognition programs. POS has been linked to healthcare performance outcomes and the employee’s perception of the quality of care provided to patients. Employees who perceive a high level of POS are committed to their organization and trust their management. Whereas, employees who perceive a low level of POS are not committed to their organization and are distrustful of management. POS has been linked to healthcare performance outcomes and the employee’s perception of the quality of care provided to patients. This addresses the second hypothesis of employees reporting low levels of POS will more than likely engage in deviant behavior towards the organization.

Organizational support (OS) theory focuses on the employees who perceive their organization cares about their well-being and supports them. When employees perceive a high level of OS, they will support their organizations goals. Whereas, employees who perceive a low level of OS, will engage in behaviors that...
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