[Solution]Article Critique Sample

In this assignment, students will critique a peer-reviewed or scholarly research article regarding the use of quality initiatives and the impact on healthcare organizational quality…

In this assignment, students will critique a peer-reviewed or scholarly research article regarding the use of quality initiatives and the impact on healthcare organizational quality outcomes.

Use the Alavi and Yasin (2008) article for the critique and complete the Article Critique Template

Additional Useful Resources:

Alavi, J., & Yasin, M. M. (2008). The role of quality improvement initiatives in healthcare operational environments. International Journal of Health Care Quality Assurance, 21(2), 133-145.

Here is an Article Critique Template * APPENDIX A* you can use for your analysis of the Alavi and Yasin article:

APPENDIX A: Article Critique Sample

Article Critique Sample……

Chullen – Deviant Behavior

List all authors, the year, article title, journal name, volume number, issue number and page numbers.

Chullen, C. L., Dunford, B. B., Angermeier, I., Boss, R. W., & Boss, A. D. (2010). Minimizing deviant behavior in healthcare organizations: The effects of supportive leadership and job design. Journal of Healthcare Management, 55(6), 381-397; discussion 397-398.

Purpose of the study

Researchers examined two important features of supportive leadership, leader-member exchange (LMX) and perceived organizational support (POS), and two important features of job design, intrinsic motivation and depersonalization, as predictors of subsequent deviant behavior in a sample of over 1,900 employees within a large US healthcare organization.

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 directed at the individual.

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

Organizational behavior
Supportive leadership – LMX and perceived organizational support
Job design – intrinsic motivation and depersonalization
Forms of deviant behavior
Leadership
Social Exchange Theory
Organizational Support Theory
Perceived organizational Support
Organizational commitment
Trust in management
Job satisfaction
Intrinsic motivation
Self-determination theory
Depersonalization
Conservation of resources

List the independent variable(s). An independent variable is the factor that can be varied or manipulated in an experiment to see what affect it will have on the dependent variable.

Leader-member Exchange
Perceived organizational support
Intrinsic motivation
Depersonalization

List the dependent variable(s). A dependent variable is the variable you want to measure in an experiment. It is what is affected by the independent variable.

Employee deviant behavior

Describe the sample for the population. Include the sample size.

a final sample that consisted of between 1,924 and 2,254 employees

Describe the population for this study.

A healthcare organization in the southeastern United States with approximately 5,000 employees and 318 departments.

Was this a qualitative, quantitative or mixed methods study?

Quantitative. Personnel file data is still quantitative.

Describe the methods used to collect data.

Multiple sources of data were used for this project, including an employee opinion survey and archival (personnel file) data. The opinion survey provided the data on employee attitudes. The survey was administered online over a two-week period during June 2005, and all employees were asked to participate.

What were the results of the study?

a. What descriptive statistics were reported? Descriptive statistics are mathematical quantities, such as mean, median, and standard deviation, that summarize and interpret some of the properties of a set of data, but make no inferences about the properties of the population from which the data was drawn.

The descriptive statistics and correlations among all study variables are shown in Exhibit 1.

b. What statistical tests were conducted to analyze the data?

We analyzed the data using analysis of covariance (ANCOVA) to examine the relationship between independent variables and deviant behavior outcomes.

c. Were there any significant findings reported? If so, provide a description or interpretation of the results.

POS and intrinsic motivation were related to DB-O, while LMX and depersonalization were related to DB-I. Additionally, we found cross-foci effects for LMX on DB-O and for intrinsic motivation on DB-I. Finally, we note that in post hoc analyses, we analyzed the relationship between deviant behavior forms and involuntary turnover using archival data provided to us by the host organization. ANCOVA results, including our demographic control variables (gender, tenure and age), indicated that employees who engaged in deviant behavior directed at the individual (F= 88.38, p < .01) were more likely to be terminated than retained within one year following the survey, as were employees who engaged in deviant behavior directed at the organization (F= 137.92, p < .01). Stated differently, employees who engaged in deviant behavior directed at individuals were 18 times more likely to be terminated than those who did not. Similarly, employees who engaged in deviant behavior directed at the organization were 1 1 times more likely to be terminated than those who did not.

d. What relationships, if any, were identified?

This could be the same as 11C.

In the discussion section, what key outcomes were reported from the study?

In our sample, the likelihood of deviant behavior varied with leadership, organization, and work-related attitudes. Specifically, we found that employees’ perceptions of the supportiveness of their leaders (LMX) were inversely related to subsequent deviant behavior toward those around them (DB-I), while perceptions of depersonalization showed a positive relationship. We also found that employee perceptions of the supportiveness of the organization as a whole (POS) and their levels of intrinsic motivation were inversely related to subsequent deviant behavior directed at the organization (DB-O).

Were there any limitations listed for the study?

First, our focus on a single organization limits the generalizability of our findings.

Second, we did not investigate all possible causal variables.

Third, although our use of archival measures of deviant behavior is an improvement over self-report measures (Stewart et al. 2009), we did not have access to information about the frequency or intensity of deviant behavior.

What, if any, were the recommendations for further research?

Future research should investigate the relative importance of different dimensions of ownership across a broad range of healthcare organizations and among a broad range of employee groups.

Future research should investigate other constructs that may have important theoretical and practical implications in understanding why certain employees might be disciplined by their employer.

Future research should incorporate the frequency as well as the form of deviant behavior.
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