Article Critique – Minimizing Deviant Behavior in Healthcare Organizations: the Effects of Supportive Leadership and Job Design
Article Critique – Minimizing Deviant Behavior in Healthcare Organizations: The Effects of Supportive Leadership and Job Design
1. List all authors, the year, article title, journal name, volume number, issue number, and page numbers.
Minimizing Deviant Behavior in Healthcare Organizations: The Effects of Supportive Leadership and Job Design
C. Logan Chullen, Benjamin B. Dunford, Ingo Angermeier, R. Wayne Boss, and Alan D. Boss
Journal of Healthcare Management, November/December 2010, Volume 55, Number 6, Pages 381-398
2. Purpose of the study.
The purpose of the study was to show how supportive management practices and enriched work design could build a productive workforce and reduce the occurrence of deviant behavior.
3. 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 at the individual.
4. Literature review. Include main premises, lines of thinking, theories, models or key research threads that the author(s) used to support the purpose of the study.
The leader-member exchange (LMX) theory focuses on the relationship between a manager and their employees and the employee’s perception of their relationship with their manager. The employee’s perception includes how well the manager supports them emotionally, trusts them, and amount
1. List all authors, the year, article title, journal name, volume number, issue number, and page numbers.
Minimizing Deviant Behavior in Healthcare Organizations: The Effects of Supportive Leadership and Job Design
C. Logan Chullen, Benjamin B. Dunford, Ingo Angermeier, R. Wayne Boss, and Alan D. Boss
Journal of Healthcare Management, November/December 2010, Volume 55, Number 6, Pages 381-398
2. Purpose of the study.
The purpose of the study was to show how supportive management practices and enriched work design could build a productive workforce and reduce the occurrence of deviant behavior.
3. 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 at the individual.
4. Literature review. Include main premises, lines of thinking, theories, models or key research threads that the author(s) used to support the purpose of the study.
The leader-member exchange (LMX) theory focuses on the relationship between a manager and their employees and the employee’s perception of their relationship with their manager. The employee’s perception includes how well the manager supports them emotionally, trusts them, and amount