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Systemic wellness : = The relationships between self-report wellness data and performance indicators.

Record Type:	Language materials, manuscript : Monograph/item
Title/Author:	Systemic wellness :/
Reminder of title:	The relationships between self-report wellness data and performance indicators.
Author:	Tomlinson, Katherine Y.
Description:	1 online resource (138 pages)
Notes:	Source: Dissertation Abstracts International, Volume: 78-08(E), Section: A.
Contained By:	Dissertation Abstracts International78-08A(E).
Subject:	Business administration. -
Online resource:	click for full text (PQDT)
ISBN:	9781369667899

Systemic wellness : = The relationships between self-report wellness data and performance indicators.
Tomlinson, Katherine Y.

Systemic wellness :The relationships between self-report wellness data and performance indicators. - 1 online resource (138 pages)

Source: Dissertation Abstracts International, Volume: 78-08(E), Section: A.

Thesis (Ph.D.)

Includes bibliographical references

Researchers have demonstrated that workplace wellness merits increased attention as a means to improve organizational effectiveness and reduce the estimated annual $300 billion loss to US industries from worker health related factors. However, performance interventions based on a limited view of workplace wellness solely as a safety concern or the absence of physical illness have been insufficient to the task of consistently providing evidence of improved organizational performance. The environmental aspects of Gilbert's behavior engineering model provided the theoretical basis to investigate workplace wellness as an engagement-related performance improvement strategy in US healthcare organizations. This quantitative, non-experimental study utilized the Health & Productivity Climate Index to capture employee and manager self-reports on seven specific wellness dimensions to describe the relationship between group outcomes and organizational performance in one business unit of a Midwest, multi-campus, non-acute care community health organization. The population under study included full and part-time staff and managers in healthcare institutions in the US Midwest, who provide non-acute healthcare services. A purposive sample from the research site afforded participation to a diverse range of primary, ancillary, and support staff and reflected the high percentage of females in the population. Data analysis included (a) measures of central tendency, standard deviations, and distributions; (b) independent samples t-statistic; and (c) Effect Size. Insufficient sample size and archival data issues precluded statistically significant results and planned correlation analysis. Marginal significance may be attributed to the independent samples t-tests outcomes. Hedges' g (ES) results may indicate practical significance. However, the outcomes did not achieve the necessary accepted significance thresholds to reject the null hypotheses. Performance improvement practitioners can drive efforts to close strategic performance gaps in the US healthcare industry by (a) rigorously applying the discipline's basic systemic and multi-disciplinary approach to research-based workplace wellness interventions; and (b) sharing research outcomes and experiences. Recommendations include using Gilbert's behavior engineering model to ground future research into management's role in mitigating work-related stress due to toxic work environments to improve worker response capacity and close performance gaps associated with job burnout.

Electronic reproduction.
Ann Arbor, Mich. :
ProQuest,
2018

Mode of access: World Wide Web

ISBN: 9781369667899Subjects--Topical Terms:

1148568
Business administration.
Index Terms--Genre/Form:

554714
Electronic books.

Systemic wellness : = The relationships between self-report wellness data and performance indicators.
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520 $a Researchers have demonstrated that workplace wellness merits increased attention as a means to improve organizational effectiveness and reduce the estimated annual $300 billion loss to US industries from worker health related factors. However, performance interventions based on a limited view of workplace wellness solely as a safety concern or the absence of physical illness have been insufficient to the task of consistently providing evidence of improved organizational performance. The environmental aspects of Gilbert's behavior engineering model provided the theoretical basis to investigate workplace wellness as an engagement-related performance improvement strategy in US healthcare organizations. This quantitative, non-experimental study utilized the Health & Productivity Climate Index to capture employee and manager self-reports on seven specific wellness dimensions to describe the relationship between group outcomes and organizational performance in one business unit of a Midwest, multi-campus, non-acute care community health organization. The population under study included full and part-time staff and managers in healthcare institutions in the US Midwest, who provide non-acute healthcare services. A purposive sample from the research site afforded participation to a diverse range of primary, ancillary, and support staff and reflected the high percentage of females in the population. Data analysis included (a) measures of central tendency, standard deviations, and distributions; (b) independent samples t-statistic; and (c) Effect Size. Insufficient sample size and archival data issues precluded statistically significant results and planned correlation analysis. Marginal significance may be attributed to the independent samples t-tests outcomes. Hedges' g (ES) results may indicate practical significance. However, the outcomes did not achieve the necessary accepted significance thresholds to reject the null hypotheses. Performance improvement practitioners can drive efforts to close strategic performance gaps in the US healthcare industry by (a) rigorously applying the discipline's basic systemic and multi-disciplinary approach to research-based workplace wellness interventions; and (b) sharing research outcomes and experiences. Recommendations include using Gilbert's behavior engineering model to ground future research into management's role in mitigating work-related stress due to toxic work environments to improve worker response capacity and close performance gaps associated with job burnout.
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