Variables associated with perceived work role performance among mental healthcare professionals: the importance of team dynamics
|Title||Variables associated with perceived work role performance among mental healthcare professionals: the importance of team dynamics|
|Publication Type||Journal Article|
|Year of Publication||2018|
|Authors||MJ Fleury, Grenier G, Bamvita J-M, Markon M-P, Chiocchio F|
|Journal||European Journal for Person Centered Healthcare|
Rationale, aims, and objectives: Team effectiveness is associated not only with team design, but also with team dynamics such as work role performance. This study aimed to: (1) identify variables associated with perceived work role performance in a sample of 315 mental health professionals and (2) assess the contributions of team members and team characteristics; organizational and territorial context; team emergent states and team processes.
Method: Mental health professionals from 4 health service networks in Quebec, Canada, completed a self-administered questionnaire consisting of standardized scales. Based on a conceptual framework adapted from the Input-Mediator-Output-Input (IMOI) model, independent variables were organized according to: (1) characteristics of team members and their teams, (2) organizational and territorial context, (3) team emergent states and (4) team processes. Their respective contributions to perceived work role performance were tested using a hierarchical regression analysis.
Results: Perceived work role performance was associated with younger age (characteristics of team members and their team), familiarity between co-workers (Team emergent states) and belief in interprofessional collaboration, knowledge-sharing, team interdependence and team support (Team processes). Most variation in work role performance was explained by Team emergent states, followed by Team processes.
Conclusion: This study tested a large number of variables associated with perceived work role performance in mental healthcare based on a comprehensive and innovative, theory-driven framework. The inclusion of mental health professionals from several types of teams representing mental health networks in different geographical areas added value to the study. The results confirm the need for managers to optimize team emergent states and team processes in order to improve work role performance. Initiatives such as training in teamwork and clinical guidelines are recommended.