Roles of Interpersonal Relationships in Improving Organizational Performances in the Case of Hospital Nurses

Roles of Interpersonal Relationships in Improving Organizational Performances in the Case of Hospital Nurses

Murako Saito
DOI: 10.4018/978-1-60566-284-8.ch012
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In this chapter, a comparison of organizational performances representing team reciprocity, communication accuracy, and performance reliability was made with participants’ competence of emotional regulation, communication type, and also with the appreciation level of professional work based on our empirical studies on healthcare organization. The results in case study 1 suggest that team reciprocity is significantly influenced by the type of communication, face–to–face (FTF) and computer mediating communication (CMC). The results in case study 2 suggest that interpersonal relationship management played important roles in giving critical effects on organizational performance of team reciprocity, communication accuracy, and performance reliability. The results in case study 3 suggest that appreciation degree of team and organization goals gave significant effects on team reciprocity and performance reliability. Causal relationships among structural variables on work environment, communication, and organizational performances in case study 1, and causal relationships among work demand, organizational environment, and fairness in case study 3, were discussed. Quality of healthcare evaluated by organizational performance is influenced by the condition of how interpersonal relationship plays a role in managing emotional regulation, communication, and appreciation of the work environment. Most of the organizational issues are related with loss of con- fidence and trust among the participants of the organization, which stems largely from inappropriate alignment of interpersonal relationships.
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Explanation On Parameters Used As Criteria

Team Reciprocity / Team Coherency

Team reciprocity was measured by using the team-member exchange construct (TMX) developed by Seers, 1989, Seers, Petty, and Cashman, 1995, which was designed to asses employees’ exchange relationship to the peer group as a team. The TMX assesses the reciprocity among team members with respect to the member’s contribution of ideas, feedback and assistance to other members, constituted by 34 questionnaire items with a 5-point scale, as -2, -1, 0, +1, and +2 respectively. Team reciprocity was used for assessing organizational performance in our empirical studies.

Communication Accuracy and Team Member Resources

Regarding communication accuracy, communication accuracy-1 which means that problem-solutions were made immediately and at the place occurred, and communication accuracy-2 which means to take time for confirmation on patient care information, were extracted. Regarding team member resources, specialist’s decision-making and job decision-making representing team member resources-1 and -2 respectively were obtained as latent factors extracted from self-administered questionnaires we had prepared for our studies.

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