Gestione dei collaboratori ed evidenze scientifiche: uno studio sulle convinzioni dei coordinatori sanitari italiani

Titolo Rivista MECOSAN
Autori/Curatori Filippo Ferrari
Anno di pubblicazione 2020 Fascicolo 2019/111 Lingua Italiano
Numero pagine 26 P. 57-82 Dimensione file 327 KB
DOI 10.3280/MESA2019-111004
Il DOI è il codice a barre della proprietà intellettuale: per saperne di più clicca qui

Qui sotto puoi vedere in anteprima la prima pagina di questo articolo.

Se questo articolo ti interessa, lo puoi acquistare (e scaricare in formato pdf) seguendo le facili indicazioni per acquistare il download credit. Acquista Download Credits per scaricare questo Articolo in formato PDF

Anteprima articolo

FrancoAngeli è membro della Publishers International Linking Association, Inc (PILA)associazione indipendente e non profit per facilitare (attraverso i servizi tecnologici implementati da CrossRef.org) l’accesso degli studiosi ai contenuti digitali nelle pubblicazioni professionali e scientifiche

Allo scopo di garantire le prestazioni lavorative richieste, è necessario che chi ricopre una mansione di coordinamento ricorra a pratiche manageriali fondate sull’evidenza scientifica, anziché farsi guidare solo dall’esperienza e dal senso comune. Questo articolo presenta i risultati di una ricerca realizzata su un campione di coordinatori appartenenti alle professioni sanitarie (N = 166), finalizzata a investigare la discrepanza tra quanto suggerisce la ricerca scientifica e le loro convinzioni in materia di gestione del personale (leadership e coordinamento, motivazione al lavoro, formazione e sviluppo, valutazione delle prestazioni, retribuzioni, premi e incentivi). L’articolo presenta le criticità emerse, ne discute le cause possibili e suggerisce le implicazioni per i coordinatori, i formatori, i responsabili del personale, i responsabili della formazione.;

Keywords:Management basato sull’evidenza, gestione del personale, leadership, coordinatori infermieristici, differenza tra evidenze e convinzioni, ricerca empirica.

  1. Aiken L.H., Clarke S.P., Sloane D.M., Sochalski J.A. & Silber J.H. (2002). Hospital nurse staffi ng and patient mortality, nurse burnout, and job dissatisfaction. Journal of the American Medical Association, 288: 1987-1993.
  2. Alderfer C.P. (1972). Existence, relatedness, and growth. New York: Free Press, American Vocational Association.
  3. Aldrich H. & Von Glinow M.A. (1991). Business starts-ups: The HRM imperative. In Subramony S. (Ed.), International perspectives on entrepreneurship research, 18: 33-253. New York: Elsevier Publications.
  4. Allen J., van der Velden R. (2001). Education mismatches versus skill mismatches: effects on wage, job satisfaction and on-the-job search. Oxford Economic Papers, 53: 434-452. https://doi.org/10.1093/oep/53.3.434.
  5. Allsop J. & Mulcahy L. (1998). Maintaining professional identity: Doctors’ responses to complaints. Sociology of Health & Illness, 20(6): 802-824.
  6. Armstrong-Stassen M. & Schlosser F. (2010). When hospitals provide HR practices tailored to older nurses, will older nurses stay? It may depend on the supervisor. Human Resource Management Journal, 20(4): 375-390.
  7. Arthur J.B. (1994). Effects of human resource systems on manufacturing performance and turnover. Academy of Management Journal, 37: 670-687. DOI: 10.2307/256705
  8. Avery G.C., Bergsteiner H. (2011), Organizational climate and performance in retail pharmacies. Leadership & Organization Development Journal, 32(3): 224-242. http://dx.doi.org/10.1108/01437731111123898.
  9. Baluch A.M., Salge T.O. & Piening E.P. (2013). Untangling the relationship between HRM and hospital performance: The mediating role of attitudinal and behavioral HR outcomes. International Journal of Human Resource Management, 24(16): 3038-3061.
  10. Barling J.E., Weber T. & Kelloway E.K. (1996). Effects of transformational leadership training on attitudinal and financial outcomes: A field experiment. Journal of Applied Psychology, 81: 827-833.
  11. Becker B. & Gerhart B. (1996). The impact of human resource management on organizational performance. Academy of Management Journal, 39: 779-801.
  12. Bennis W. & Nanus B. (1997), Leaders: The Strategies for Taking Charge. New York: Harper & Row.
  13. Bernardin H.J. & Pence E.G. (1980). The effects of rater training: Creating new response sets and decreasing accuracy. Journal of Applied Psychology, 65: 60-66.
  14. Biasetti C., Ferrari F., Franciosi F. & Venturelli M.C. (2009). Il futuro della mia impresa. Pratiche manageriali per garantire la longevità del business nelle PMI. Milano: FrancoAngeli.
  15. Bishop K. (2003). Training and entrepreneurship: A partnership whose time has come. Paper presented at the Academy of Management, Seattle, WA.
  16. Black D.C. & Spurgeon P. (2009). Medical leadership competency framework: Enhancing engagement in medical leadership. (2nd ed.). London, England: NHS Institute for Innovation and Improvement, Academy of Medical Royal Colleges.
  17. BNA – Bureau of National Affairs (1988). Changing pay practices: New developments in employee compensation. A BNA Special Report. Washington D.C., BNA Inc.
  18. Bonias D., Bartram T., Leggat S. & Stanton P. (2010). Does psychological empowerment mediate the relationship between high performance work systems and patient care quality in hospitals?. Asia Pacifi c Journal of Human Resources, 48(3): 319-337.
  19. Bonias D., Leggat S.G. & Bartram T. (2012). Encouraging participation in health system reform: Is clinical engagement a useful concept for policy and management?. Australian Health Review, 36: 378-383.
  20. Bowling N.A. (2007). Is the job satisfaction–job performance relationship spurious? A metaanalytic examination. Journal of Vocational Behavior, 71: 167-185. http://dx.doi.org/10.1016/j.jvb.2007.04.007.
  21. Bretz R.D. & Judge T.A. (1994). Person-organization fit and the Theory of Work Adjustment: Implications for satisfaction, tenure, and career success. Journal of Vocational Behavior, 44(1): 32-54.
  22. Briner R.B., Rousseau D.M. (2011). Evidence-Based I–O Psychology: Not There Yet. Industrial and Organizational Psychology, 4: 3-22. https://doi.org/10.1111/j.1754-9434.2010.01287.x. Brown J.D. (1986). Evaluations of self and others: Self-enhancement biases in social judgment. Social Cognition, 4: 353-376.
  23. Buerhaus P., Auerbach D. & Staiger D.O. (2007a). Better late than never: Workforce supply implications of later entry into nursing. Health Affairs, 26(1): 178-185.
  24. Burke M.J., Drasgow F. & Edwards J.E. (2004).
  25. Closing Science-practice Knowledge Gaps: Contributions of Psychological Research to Human Research Management. Human Resource Management, 43: 299-304.
  26. Busetto L., Luijkx K., Calciolari S., Ortiz L. & Vrijhoef H. (2018). Barriers and Facilitators to Workforce
  27. Changes in Integrated Care. International journal of integrated care, 18(2): 17.
  28. Cable D.M. & Judge T.A. (1994). Pay preferences and job search decisions: A person–organization fit perspective. Personnel Psychology, 47: 317-348.
  29. Cagliano R., Spina G. (2000). Pratiche gestionali e successo competitivo nella piccola impresa e nell’artigianato. Milano: FrancoAngeli.
  30. Capko J. (2003). 5 steps to a performance evaluation system. Family Practice Management, 10, 3: 43-48.
  31. Cardon M.S., Stevens C.E. (2004). Managing human resources in small organizations. What do we do? Human Resource Management Review, 14: 295-323.
  32. Carless S.A. Rasiah J., Irmer B.E. (2009). Discrepancy between human resource research and practice: Comparison of industrial/organizational psychologists and human resource practitioners’ beliefs. Australian Psychologist, 44(2): 105-111. DOI: 10.1080/00050060802630015.
  33. Carter N. (1988). Performance indicators: “Backseat Driving” or “Hands Off” Control7. Policy and Politics, 17.
  34. Chao G.T. (1997). Unstructured training and development: The role of organizational socialization.
  35. In: Ford J.K. (Ed.). Improving training effectiveness in work organizations. Mahwah, NJ: Erlbaum, pp. 1-17.
  36. Chiari P., Gianesini G., Loglisci B., Pizzuto M., Mosci D. (2010). Come gli infermieri aggiornano le proprie conoscenze: indagine in tre ospedali del nord Italia. Assistenza Infermieristica e Ricerca, 29: 124-131.
  37. Clark R.E. (1983). Reconsidering research on learning from media. Review of Educational Research, 53: 445-459.
  38. Collins J. (2001). Good to great. Why some companies make the leap... and others don’t. New York, NY:
  39. HarperCollins Publishers. Colquitt J.A., Conlon D.E., Wesson M.J., Porter C.O.L.H., Ng K.Y. (2001). Justice at the millennium:
  40. A meta-analytic review of 25 years of organizational justice research. Journal of Applied Psychology, 86: 425-445. DOI: 10.1037//0021-9010.86.3.425
  41. Herzberg F. (1959). The motivation to work. New York: Wiley.
  42. Greenberg J. (1990). Employee theft as a reaction to under-payment inequity: The hidden cost of pay cuts. Journal of Applied Psychology, 75: 561-568.
  43. Greenberg J. (1993). Stealing in the name of justi- ce: Informational and interpersonal moderators of theft reactions to underpayment inequity. Organizational Behavior and Human Decision Processes, 54: 81-103.
  44. Groeneveld S. & Steijn B. (2016). Management of Human Resources: Trends and Variation. In: Van de Walle S. & Groeneveld S. (eds.). Theory and practice of public sector reform. London: Routledge, pp. 178-193.
  45. Guest D. (2011). Human resource management and performance: still searching for some answers. Human Resource Management Journal, 21(1): 3-13.
  46. Guillon O., Cezanne C. (2014). Employee loyalty and organizational performance: a critical survey. Journal of Organizational Change Management, 27(5): 839-850.
  47. Gupta N., Shaw J.D. (2014). Employee compensation: The neglected area of HRM research. Human Resource Management Review, 24 (2014): 1-4. https://doi.org/10.1016/j.hrmr.2013.08.007.
  48. Guzzo R.A., Jette R.D., Katzell R.A. (1985). The effects of psychologically based intervention programs on worker productivity: A meta-analysis. Personnel Psychology, 38: 275-291.
  49. Harley B., Allen B.C. & Sargent L.D. (2007). High performance work systems and employee experience of work in the service sector: The case of aged care. British Journal of Industrial Relations, 45: 607-633.
  50. Harris M.M., Schaubroeck J. (1988). A metaanalysis of selfboss, self-peer, and peer-boss ratings. Personnel Psychology, 41: 43-62.
  51. Heneman H.G. (1969). Toward a general conceptual system of industrial relations: How do we get there?. In: Somers G. (Ed.). Essays in industrial relations theory. Ames, IA: The Iowa State University Press.
  52. Heneman H.G., Berkley R.A. (1999). Applicant attraction practices and outcomes among small businesses. Journal of Small Business Management, 37: 53-74.
  53. Heneman R.L. & Tansky J.W. (2002). Human resource management models for entrepreneurial opportunity: Existing knowledge and new directions.
  54. In: Katz J. & Welbourne T.M. (Eds.). Managi ng people in entrepreneurial organizations, vol. 5. Amsterdam: JAI Press, pp. 55-82.
  55. Heneman R.L. (1992). Merit pay: Linking pay increases to performance ratings. Reading, MA: Addison-Wesley.
  56. Heneman R.L., Tansky J.W. & Camp S.M. (2000). Human Resource Management Practices in small and medium-sized enterprises: Unanswered que orgastions and future research perspectives. Entrepreneurship Theory and Practice, 25: 11-26.
  57. Hersey P., Blanchard K.B. (1993). Management of organization behavior utilizing human resources (8th ed.). Englewood Cliffs, NJ: Prentice-Hall.
  58. Gile P.P., Buljac-Samardzic M. & Klundert J.V. (2018). The effect of human resource management on performance in hospitals in Sub-Saharan Africa: a systematic literature review. Human resources for health, 16(1): 34.
  59. Garling P. (2008). Final report of the special commission of inquiry: Acute care services in NSW public hospitals. Sydney, Australia: NSW Government.
  60. Gannon M.J. (1983). Managerial ignorance. Business Horizons, May-June: 26-32.
  61. Gagne R.M., Medsker K.L. (1996). The conditions of learning: Training applications. Fort Worth, TX: Harcourt Brace.
  62. Fotaki M. (2007). Patient choice in healthcare in Englandand Sweden: From quasi-market and back to market? A comparative analysis of failure in unlearning. Public Administration, 85(4): 1059-1075.
  63. Kopelman R.E., Rovenpor J.L., Cayer M. (1991). Merit pay and organizational performance: Is there an effect on the bottom line?. National Productivity Review, 10: 299-307.
  64. Ferrari F., Pennini A. (2015), La valutazione della formazione continua per le professioni sanitarie. Cosa si fa e cosa si dovrebbe fare. Poster presentato al 1st Social Health, Education and Training International Conference, Università degli Studi di Trento, Dipartimento di Psicologia e Scienze Cognitive, Rovereto, 30-31 gennaio 2015.
  65. Ferrari F. (2014a). La motivazione al lavoro e la soddisfazione lavorativa. MAPS – Management per le Professioni Sanitarie, 1, 2014.
  66. In: Visintin F., Pittino D., Lauto G., Mazzurana P.A.M. (a cura di). Organising for growth: theories and practices. CreateSpace Independent Publishing Platform.
  67. Ferrari F. (2014). Organizational growth, merit and performance management. The contribution of socio-psychological approach in managing distortions and biases in performance evaluation.
  68. Ferrari F. (2013). Gli indicatori di performance nell’organizzazione. Progettare l’efficacia, l’efficienza e l’equità. Milano: FrancoAngeli.
  69. Estryn-Behar M., van der Heijden B.I.J.M., Oginska H., Camerino D., Nezet O.L., Conway P.M., The Next Study Group (2007). The impact of social work environment, teamwork characteristics, burnout and personal factors upon intent to leave among European nurses. Medical Care, 45: 939-950.
  70. Estryn-Behar M., Nezet O.L., van der Heijden B.I.J.M., Oginska H., Camerino D., Conway P.M., The Next Study Group (2007). Inadequate teamwork and burnout as predictors of intent to queleave nursing according to seniority, stability of associations in a one-year interval in the European NEXT study. Ergonomia IJE & HF, 29: 225-233.
  71. Dineen B.R. & Williamson I.O. (2012). Screeningoriented recruitment messages: Antecedents and relationships with applicant pool quality. Human Resource Management, 51: 343-360.
  72. De Vito P. (1991), La gestione delle risorse umane. Bologna: Pàtron.
  73. Deshpande S.P., Golhar D.Y. (1994). HRM practices in large and small manufacturing firms: A comparative study. Journal of Small Business Management, 32(2): 49-56.
  74. De Ruyter A., Kirkpatrick I., Hoque K., Lonsdale C. & Malan J. (2008). Agency working and the degradation of public service employment: The case of nurses and social workers. International Journal of Human Resource Management, 19(3): 432-445.
  75. De Kok J.M., Uhlaner L.M. (2001). Organization Context and Human Resource Management in the Small Firms. Rotterdam: Erasmus University.
  76. Day P. & Klein R. (1987). Accountabilities. London: Tavistock.
  77. Datta D.K., Guthrie J.P. & Wright P.M. (2005). Human resource management and labor productivity: Does industry matter?. Academy of Management Journal, 48(1): 135-145.
  78. Cropanzano R., Bowen D.E., Gilliland S.W. (2007). The Management of Organizational Justice. Academy of Management Perspectives, 21: 34-48. DOI: 10.5465/AMP.2007.27895338
  79. Cooke F.L. & Zhan C.Y. (2013). Between market and bureaucracy: Public healthcare reforms in China and nurses’ terms and conditions. International Journal of Human Resource Management, 24(16): 3178-3195.
  80. Cooke F.L. & Bartram T. (2015). Guest editors’ introduction: human resource management In health care and elderly care: current challenges and toward a research agenda. Human Resource Management, 54(5): 711-735.
  81. Colquitt J.A., LePine J.A. & Noe R.A. (2000). Toward an integrative theory of training motivation: A meta-analytic path analysis of 20 years of research. Journal of Applied Psychology, 85: 678-707.
  82. Holland P.J., Allen B. & Cooper B. (2013). Reducing burnout in Australian nurses: The role of employee direct voice and managerial responsiveness. International Journal of Human Resource Management, 24(16): 3146-3162.
  83. Locke E.A. (2009). Handbook of principles of orga Sanders et al. (2008). The gap between research and practice: a replication study on the HR professionals’ beliefs about effective human resource practices. The International Journal of Human Resource Management, 19(10): 1976-1988. -- http://dx.doi.org/10.1080/09585190802324304.
  84. Sangalli C., Sangalli G. (2006). Le piccole e medie imprese nell’economia italiana. Rapporto 2005. Posizionamento competitivo e linee di trasformazione. Milano: FrancoAngeli.
  85. Schuwirth L., van der Vleuten C. (2004). Merging views on assessment. Medical Education, 38: 1208-1211.
  86. Scotti D.J., Harmon J. & Behson S.J. & Messina D. (2007). Links among high-performance work environment, service quality and customer satisfaction: An extension to the healthcare sector. Journal of Healthcare Management, 52(2): 109-125.
  87. Shaw J.D., Gupta N. (2007). Pay system characteristics and quit patterns of good, average, and poor performers. Personnel Psychology, 60: 903-928.
  88. Shaw M.E. (1976). Psychology. New York: McGraw-Hill.
  89. Skalli A., Theodossiou I., Vasileiou E. (2008). Jobs as Lancaster goods: Facets of job satisfaction and overall job satisfaction. The Journal of Socio-Economics, 37: 1906-1920.
  90. Spector P.E. (1997). Job Satisfaction. London: Sage. Spurgeon P., Mazelan P.M. & Barwell F. (2011). Medical engagement: A crucial underpinning to organizational performance. Health Services Management Research, 24: 114-120.
  91. Stanton P., Young S., Bartram T. & Leggat S.G. (2010). Singing the same song: Translating HRM messages across management hierarchies in Australian hospitals. International Journal of Human Resource Management, 21(4): 567-581.
  92. Stordeur S., D’Hoore W. & The Next Study Group (2007). Organizational configuration of hospitals succeeding in attracting and retaining nurses. Journal of Advanced Nursing, 57(1): 45-58.
  93. Subramony M. (2009). A meta analytic investigation of the relationship between HRM bundles and firm performance. Human Resource Management, 48: 745-768.
  94. Sylvester K. (2016). Negotiating in the Leadership Zone. Academic Press. https://doi.org/10.1016/B978-0-12-800340-4.04001-7.
  95. Tenhiala A., Giluk T.L. Kepes S., Simón C., Oh I.-S., Kim S. (2016). The research-practice gap in Human Resource Management: A cross-cultural study. Human Resource Management, 55(2): 179-
  96. 200. 10.1002/hrm.21656 Thallon J. (2008). Clinical engagement strategy, action plan. National Health Service. West Kent, England: Primary Care Trust.
  97. Thornton G.C. (1980). Psychometric properties of self-appraisals of job performance. Personnel Psychology, 33: 263-271.
  98. Townsend K., Wilkinson A., Allan C. & Bamber G. (2010). Mixed signals in HRM: The HRM role of hospital line managers. Human Resource Management Journal, 22(3): 267-282.
  99. Townsend K., Wilkinson A. & Bartram T. (2011). Lifting and standards of practice and research—hospitals and HRM. Asia Pacific. Journal of Human Resources, 49(2): 131-137.
  100. Tracey J.B., Tannenbaum S.I., Kavanaugh M.J. (1995). Applying trained skills to the job: The importance of the work environment. Journal of Applied Psychology, 80: 239-252.
  101. Ulrich D. (1997). Human resource champions: The next agenda for adding value and delivering results. Cambridge, MA: Harvard Business School Press. van der Heijden B., van Dam K. & Hasselhorn
  102. H.M. (2009). Intention to leave nursing: The importance of interpersonal work context, workhome interference, and job satisfaction beyond the effect of occupational commitment. Career Development International, 14(7): 616-635.
  103. Van de Walle S. & Groeneveld S. (eds.) (2016). Theory and practice of public sector reform. London: Routledge, pp. 178-193.
  104. Vermeeren B., Steijn B., Tummers L., Lankhaar M., Poerstamper R.J. & van Beek S. (2014). HRM and its effect on employee, organizational and financial outcomes in health care organizations. Human resources for health, 12, 35. DOI: 10.1186/1478-4491-12-35
  105. Vohs K.D., Mead N.L., Goode M.R. (2006). The psychological consequences of money. Science, 314: 1154-1156.
  106. Vohs K.D., Mead N.L., Goode M.R. (2008). Merely activating the concept of money changes personal and interpersonal behavior. Current Directions in Psychological Science, 17: 208-212.
  107. Vygotskyj L. (1990). Pensiero e linguaggio. Bari: Laterza.
  108. Wagner J.A. III (1994). Participation’s effect on performance and satisfaction: A reconsideration of the research evidence. Academy of Management Review, 19: 312-330.
  109. Wanous J.P. (1973). Effects of a realistic job preview on job acceptance, job attitudes, and job survival. Journal of Applied Psychology, 58(3): 327-332.
  110. Warr P., Bunce D. (1995). Trainee characteristics and the outcomes of open learning. Personnel Psychology, 48: 347-375.
  111. Way S.A. (2002). High performance work systems and intermediate indicators of firm performance within the US small business sector. Journal of Management, 28(6): 765-785.
  112. West M.A., Guthrie J.P., Dawson J.F., Borrill C.S. & Carter M. (2006). Reducing patient mortality in hospitals: The role of human resource management. Journal of Organizational Behaviour, 27: 983-1002.
  113. Wright T.A. (2006). The emergence of job satisfaction in organizational behaviour. Journal of Management History, 12(3): 262-277. http://dx.doi.org/10.1108/17511340610670179. Zacharatos A., Barling J. & Iverson R. (2005).
  114. Highperformance work systems and occupational safety. Journal of Applied Psychology, 90(1): 77-93.
  115. Hood C. (1991). A public management for all seasons. Public Administration, 69: 3-19.
  116. Hoppock R. (1935). Job Satisfaction. New York: Harper.
  117. Horn J.L. & Cattell R.B. (1967). Age differences in fluid and crystallized intelligence. Acta Psychologica, 26: 107-129.
  118. Hornsby J.S., Kuratko D.F. (1990). Human resource management in small business: Critical issues for the 1990s. Journal of Small Business Management, 28: 9-18.
  119. Huselid M.A. (1995). The impact of human resource management practices on turnover, productivity, and corporate financial performance. Academy of Management Journal, 38: 635-672.
  120. Hutchinson S. & Purcell J. (2010). Managing ward managers for roles in HRM in the NHS: Overworked and underresourced. Human Resource Management Journal, 20(4): 357-374.
  121. Ingersoll G.L., Olsan T., Drew-Cates J., DeVinney B.C. & Davies J. (2002). Nurses’ job satisfaction, organizational commitment, and career intent. Journal of Nursing Administration, 32(5): 250-263.
  122. ISTAT (2008). Testo disponibile al sito: http://www.istat.it/salastampa/comunicati/non_calendario/20080528_00/testointegrale20080528.pdf consultato il 15/10/2018.
  123. Jawahar I.M. & Williams C.R. (1997). Where all the children are above average: The performance appraisal purpose effect. Personnel Psychology, 50: 905-926.
  124. Johns G. (1993). Constraints on the adoption of psychology-based personnel practices, Lessons from organizational innovation. Personnel Psychology, 46: 569-592.
  125. Jourdain G. & Chenevert D. (2010). Job demands–resources, burnout and intention to leave the nursing profession: A questionnaire survey. International Journal of Nursing Studies, 47: 709-722.
  126. Judge T.A. & Bono J.E. (2000). Five-factor model of personality and transformational leadership. Journal of Applied Psychology, 85: 751-765. DOI: 10.1037//0021-9010.85.5.751
  127. Kabene S.M., Orchard C., Howard J.M., Soriano M.A. & Leduc R. (2006). The importance of human resources management in health care: a global context. Human resources for health, 4, 20. DOI: 10.1186/1478-4491-4-20
  128. Kessler I. (2015). Exploring the relationship between human resource management and organizational performance in the healthcare sector. Oxford Online Handbooks, April.
  129. Khatri N., Wells J., McKune J. & Brewer M. (2006). Strategic human resource management issues in hospitals: A study of a university and a community hospital. Hospital Topics: Research and Perspectives on Healthcare, 84(4): 9-19.
  130. Kickert W.J. & Jørgensen T.B. (1995a). Introduction: Managerial Reform Trends in Western Europe. International Review of Administrative Sciences, 61(4): 499-510.
  131. Kickert W.J. & Jørgensen T.B. (1995b). Conclusion and discussion: Management, policy, politics and public values. International Review of Administrative Sciences, 61(4): 577-586.
  132. King D., Wei Z. & Howe A. (2013). Work satisfaction and intention to leave among direct care workers in community and residential aged care in Australia. Journal of Aging & Social Policy, 25(4): 301-319.
  133. Kolstad A. (1938). Employees in a department store. Journal of applied Psychology, 22: 470-479.
  134. Kopelman R.E., Reinharth L. (1982). Research results: The effect of merit-pay practices on white collar performance. Compensation Review, 14(4): 30-40.
  135. Latham G.P. (2006). Work motivation: History, theory, research and practice. Thousand Oaks, CA: Sage.
  136. Latham G.P. (2011). Work Motivation. 2nd Ed. Thousand Oaks, CA: Sage.
  137. Latham G.P., Wexley K.N. (1994). Increasing productivity through performance appraisal. Reading, MA: Addison-Wesley.
  138. Lewin K., Lippit R., White R.K. (1939). Patterns of aggressive behavior in experimentally created social climates. Journal of Social Psychology, 10: 271-301.
  139. Zacharatos A., Hershcovis M.S., Turner N. & Barling J. (2007). Human resource management in the North American automotive industry: A meta-analytic review. Personnel Review, 36(2): 231-254.
  140. Zhou X., Vohs K.D., Baumeister R.F. (2009). The symbolic power of money: Reminders of money alter social distress and physical pain. Psychological Science, 20: 700-706.

Filippo Ferrari, Gestione dei collaboratori ed evidenze scientifiche: uno studio sulle convinzioni dei coordinatori sanitari italiani in "MECOSAN" 111/2019, pp 57-82, DOI: 10.3280/MESA2019-111004