Date

6-19-2024

Department

School of Behavioral Sciences

Degree

Doctor of Philosophy in Psychology (PhD)

Chair

Kathleen Andrews

Keywords

Lean, healthcare, hospitals, psychological well-being, employee engagement, nursing, job demands-resources model

Disciplines

Nursing | Psychology

Abstract

This quantitative study examined the differences of Lean implementation in three settings; (a hospital in a health system where Lean is implemented throughout the system, a hospital that has implemented Lean in a health system that has not implemented Lean, a hospital that has not implemented Lean in a health system that has not implemented Lean) between LM, PWB, and EE among nurses in a hospital setting. The theoretical construct of the job demands-resources model is used to base the study. Three survey instruments (Psychological Well-Being Scale, Utrecht Work Engagement Scale, Lean Healthcare Implementation Self-Assessment Instrument) were self-administered by registered nurses over 18 after consent. A Kruskal-Wallis test was conducted based on parametric assumptions violations. Results demonstrate a Lean implementation alone may not be enough of a resource to influence EE and PWB, however, does influence LM within the JDR construct. Focus on additional resources while doing a Lean implementation may enhance the EE and PWB of nurses within the hospital setting. The benefits of this study will provide healthcare leaders with an empirical understanding of Lean as a continuous improvement tool and how it impacts nursing emotions and behaviors. Additional benefits include assisting healthcare organizations, consultants, and academicians with tactics that could demonstrate continuous improvements and cultural improvements through an industrial-organizational psychology lens.

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