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A personal account of influencing an employee to be a better person and worker

How Do Ethics Make You a Better Person in the Workplace?

Abstract Background Employee attitudes towards change are critical for health care organizations implementing new procedures and practices.

When employees are more positive about the change they are likely to behave in ways that support the change, whereas when employees are negative about the change they will resist the changes. Purpose This study examines how perceived person-job demands—abilities fit influences attitudes towards change following an externally-mandated change.

Specifically, we propose that perceived person-job fit moderates the negative relationship between individual job impact and attitudes towards change. Results Providers who perceived a better fit between their abilities and the new job demands were more positive about the change. Further, the impact of the alcohol SBI program on attitudes towards change was mitigated by perceived fit, where the relationship between job impact and change attitudes was more negative for providers who perceived a worse fit as compared to those who perceived a better fit.

Practical Implications Successful implementation of changes to work processes and procedures requires provider support of the change. Nowhere is this more evident than in the U. Employee attitudes towards change are considered a critical factor influencing the successful implementation of change Elias, 2009 ; Lines, 2005.

Hence, further investigation of the factors influencing employee support for change is warranted. Recently, researchers have also examined how organizational changes influence an important cognitive appraisal - perceptions of fit following a change Caldwell, Herold, and Fedor, 2004 ; Niessen, Swarowsky, and Leiz, 2010.

  • An unethical employee in the ranks can land an entire company in legal trouble, or can destroy a company's hard-earned reputation in the marketplace;
  • This is especially important when you're in a higher position, as a boss or a supervisor.

For example, Caldwell et al. However, little research has examined how changes in perceptions of fit influence attitudes towards change. We investigate the main and joint effects of individual job impact and perceived person-job fit on attitudes towards change. Importantly, this change cannot succeed without provider willingness to learn and utilize the alcohol SBI. Thus, we examine an important issue for health care organizations in a unique research setting. Background and Hypotheses Attitudes towards Organizational Change Employee attitudes towards change are central to the success of organizational change.

When employees are more positive about the change they are likely to behave in ways that support the change, whereas when employees are negative about the change they will resist and oppose the changes Elias, 2009 ; Lines, 2005. That is, in order to understand how employees respond to a change it is critical to understand their perceptions of how the change will impact their work. Researchers argue that organizational changes are disruptive for employees, even if a change will ultimately be positive cf.

Organizational changes impose new demands on individuals and reduce their sense of control over their job. Even if a change has the potential to be positive, the initial implementation creates uncertainty and an adjustment period that is disturbing for employees Oreg, 2003. Several studies have linked the level of impact appraised by an individual to various change attitudes, including lower commitment to change Fedor et al.

The effect of perceived person-job fit on employee attitudes towards change in trauma centers

Hence, we predict that: Individual job impact is negatively related to attitudes towards change. Person-job Fit and Attitudes towards Change Person-environment P-E fit in the organization literature is described primarily as the congruence between some aspect of the individual and the corresponding aspect of the organization Edwards, 2008.

Although P-E fit can occur in multiple forms, researchers have focused on two primary types of fit: We focus on perceived fit rather than objective fit in that employee attitudes are based on their perceptions rather than some external criteria Kristof-Brown, 2000.

Within the context of organizational change, researchers have focused on how the implementation of change affects P-J fit. Similarly, Niessen et al. In both studies, the cognitive appraisal of fit was affected by individual differences i. Building on the findings that organizational change is related to changes in perceptions of P-J fit, we are interested in how the revised perceptions of P-J fit influence attitudes towards change.

In contrast, individuals who perceive a better fit between their abilities and the demands of their job are more satisfied and committed to the organization Resick et al. Hence, we expect that the better the perceived P-J fit, the more positive view of the changes they will hold.

In formal terms, we predict: Perceived change in person-job fit is positively related to attitudes towards change.

The Interactive Effects of Individual Job Impact and P-J Fit Thus far, we have argued that when employees perceive change programs as having a significant impact on their job, they will have more negative attitudes towards the change. We also expect that the extent to which employees perceive a better fit between their abilities and the revised job demands P-J fitthey will have more positive attitudes about the change.

Taking these arguments together, we propose that the relationship between individual job impact and attitudes towards change is moderated by P-J fit. A major change will be perceived more negatively to the extent that individuals view themselves as incapable of meeting the demands — that is, perceive a worse fit.

And to the extent that individuals are asked to incorporate changes to their job — changes that do not fit with their skills and abilities — the level of stress and uncertainty would increase. However, when P-J fit is appraised as better, we expect individuals will experience a greater sense of control over the change, which reduces the stress and uncertainty associated with the changes Brockner et al.

These benefits can mitigate the negative effects of individual job impact on attitudes towards change. The negative relationship between individual job impact and attitudes towards change is moderated by person-job fit such that the relationship is weaker for employees who perceive a better person-job fit.

The alcohol SBI protocol is conducted in three phases. First, injured admitted trauma patients are screened for alcohol intoxication either through laboratory testing or a self-report questionnaire.

To successfully complete phase two, providers need to be tactful and sensitive, but also forthright and direct with patients. Finally, providers are required to conduct follow-up such as telephone contact, referrals to specialists, and alcohol treatment programs.

Estimates suggest the SBI protocol requires between 0. The surveys were anonymous and responses could be accessed only by the researchers. Informed consent was obtained from each participant before survey completion. Providers are not only being asked to learn new skills associated with the alcohol SBI protocol, they also need to work more closely with other providers to ensure that appropriate follow-up is occurring after the patient leaves the hospital.

As such, the SBI protocol increases the workload and responsibilities of providers. Finally, because there is no additional compensation provided, we expect that individual job impact will be greater in this context. Measures Attitudes towards change Four items taken from Caldwell et al.

Coefficient alpha for the measure is. Person-job fit We used Caldwell et al. Individual job impact Six items were taken from Caldwell et al 2004. We measure job satisfaction with six items taken from Hackman and Oldham 1980. Table 1 shows this analysis. Factor loadings supported the use of four variables.