In 2011, Laschinger, Leiter, Day, and Gilin-Oore mentioned how Civility, Respect, and Engagement in the Workplace [CREW] are things that everyone looks for in their job. However, Laschinger and his colleagues feel that [CREW] is still not visible in the nursing field. To solve these issues, Laschinger and his colleagues emphasize how having structural empowerment can influence job satisfaction, work engagement, and trust management. Structural empowerment is when an employee enters social structures at their job, which later helps employees do their work in a meaningful way. According to the authors, trust in management is the most essential factor to have a successful working relationship, and also it helps the employees relate to their work
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To test this hypothesis, the methods used were to compare intervention (the nurses who participated in the CREW process) units to non-intervention units (the nurses who did not participate in the CREW process.) In the CREW process each intervention unit had to chose their relationship goals that they wanted to improve and work towards. Some of these goals included: developing team building exercises to try in team meetings, to develop system for recognizing peers, and to develop skills in conflict management. To practice developing skills in conflict management, there would be meetings in which they would role-play scenarios to practice dealing with conflicts that can occur. After the CREW process was over the results encouraged the use of the CREW approach because it helps promote trust in the nursing management. The results also showed if nurses have a higher trust on the management they will have a higher productivity, morale, and …show more content…
With loyalty, even if the employees were offered a better job option, they would choose to stay with the organization. This leads to all organizations benefiting from just making efforts to connect with employees to gain their trust. Another benefit from loyalty that is mentioned by Salazar, and Costen (2011) is how the risk of turnover (when employees leave the organization) is decreased. When an employee is loyal to his/her company, the employees feel pride in working there, and he/she does not like hearing anything bad about the organization. Also if employees have employment loyalty, they are less likely to look for another job. Since there are only positive sides to loyalty, the author recommends that organizations should try to increase loyalty in their companies. This is why the authors hypothesize to increase employee loyalty; the company should give employees opportunities to develop new skills. This is because developing new skills and training involve giving employees the basic knowledge they need to perform at the company’s standards. In return, this leads to job satisfaction making employees more loyal. To test this hypothesis they conducted the study within a corporation that owned four luxury hotels and resorts. Six hundred forty-one employees had participated in the research over a three-day period, and the data were collected by a questionnaire.
To test this hypothesis, the methods used were to compare intervention (the nurses who participated in the CREW process) units to non-intervention units (the nurses who did not participate in the CREW process.) In the CREW process each intervention unit had to chose their relationship goals that they wanted to improve and work towards. Some of these goals included: developing team building exercises to try in team meetings, to develop system for recognizing peers, and to develop skills in conflict management. To practice developing skills in conflict management, there would be meetings in which they would role-play scenarios to practice dealing with conflicts that can occur. After the CREW process was over the results encouraged the use of the CREW approach because it helps promote trust in the nursing management. The results also showed if nurses have a higher trust on the management they will have a higher productivity, morale, and …show more content…
With loyalty, even if the employees were offered a better job option, they would choose to stay with the organization. This leads to all organizations benefiting from just making efforts to connect with employees to gain their trust. Another benefit from loyalty that is mentioned by Salazar, and Costen (2011) is how the risk of turnover (when employees leave the organization) is decreased. When an employee is loyal to his/her company, the employees feel pride in working there, and he/she does not like hearing anything bad about the organization. Also if employees have employment loyalty, they are less likely to look for another job. Since there are only positive sides to loyalty, the author recommends that organizations should try to increase loyalty in their companies. This is why the authors hypothesize to increase employee loyalty; the company should give employees opportunities to develop new skills. This is because developing new skills and training involve giving employees the basic knowledge they need to perform at the company’s standards. In return, this leads to job satisfaction making employees more loyal. To test this hypothesis they conducted the study within a corporation that owned four luxury hotels and resorts. Six hundred forty-one employees had participated in the research over a three-day period, and the data were collected by a questionnaire.