Individual Identification with Organization
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|Individual Identification with Organization|
A broad construct related to how individuals perceive the organization and their relationship and degree of commitment with that organization.
A broad construct related to how individuals perceive the organization and their relationship and degree of commitment to that organization. These attributes may affect the willingness of staff to fully engage in implementation efforts or use the intervention. These measures have been studied very little in healthcare, but may be especially important when evaluating the influence of implementation leaders' (described under Process below) on implementation efforts. Organizational citizenship behavior characterizes how well organizational identity is taken on by individuals and whether, because they associate themselves with the organization, they are willing to put in extra effort, talk well of the organization, and take risks in their organization. Organizational justice is an individual's perception of distributive and procedural fairness in the organization. Emotional exhaustion is an ongoing state of emotional and physical depletion or burnout, and may negatively influence implementation by stunting the ability and energy of an individual to help or initiate change. The Agency for Healthcare Research and Quality recently published a guide for determining whether a particular implementation will be successful that includes questions about individual perceptions of whether they believe the organization could be doing a better job, belief about whether work is done efficiently, and whether there are inequities as potential barriers to implementation. The organizational social context measure, developed by Glisson et al., includes constructs related to psychological climate (perception of the psychological influence of work environment) and work attitudes (job satisfaction and organizational commitment).
Rationale for inclusion
A broad construct related to how individuals perceive the organization and their relationship and degree of commitment with that organization. These attributes may affect the willingness of staff to fully engage in implementation efforts or use the intervention. This collection of measures has not been studied widely in healthcare. However, the organizational literature does include several concepts in studies of organizational change that may be interrelated or have independent influence on implementation. Because this is a relatively new constellation of masures, we included rationale for its inclusion in the main paper.
Qualitative codebook guidelines
- ↑ 1.0 1.1 1.2 Greenberg J: Organizational justice: Yesterday, today, and tomorrow. Journal of Management 1990, 16:399-432.
- ↑ 2.0 2.1 Abraham R: Organizational cynicism: bases and consequences. Genet Soc Gen Psychol Monogr 2000, 126:269-292.
- ↑ Pearce CL, Ensley MD: A reciprocal and longitudinal investigation of the innovation process: the central role of shared vision in product and process innovation teams (PPITs). Journal of Organizational Behavior 2004, 25:259-278.
- ↑ Smith AC, Organ D, Near J: Organizational Citizenship Behavior: Its Nature and Antecedents. J Appl Psychol 1983, 68:653-663.
- ↑ Cropanzano R, Rupp DE, Byrne ZS: The relationship of emotional exhaustion to work attitudes, job performance, and organizational citizenship behaviors. J Appl Psychol 2003, 88:160-169.
- ↑ 6.0 6.1 Estabrooks CA, Midodzi WK, Cummings GG, Wallin L: Predicting research use in nursing organizations: a multilevel analysis. Nurs Res 2007, 56:S7-23.
- ↑ Brach C, Lenfestey N, Roussel A, Amoozegar J, Sorensen A: Will It Work Here? A Decisionmaker's Guide to Adopting Innovations Agency for Healthcare Research & Quality (AHRQ); 2008.
- ↑ Glisson C, Landsverk J, Schoenwald S, Kelleher K, Hoagwood KE, Mayberg S, Green P: Assessing the Organizational Social Context (OSC) of Mental Health Services: Implications for Research and Practice. Adm Policy Ment Health 2008, 35:98-113.
- ↑ Cummings GG, Estabrooks CA, Midodzi WK, Wallin L, Hayduk L: Influence of organizational characteristics and context on research utilization. Nurs Res 2007, 56:S24-39.