Medical errors cost the United States’ healthcare system approximately $19.1 billion annually. A failure to communicate or speak up is said to be a contributing factor. The purpose of this quantitative correlational study was to examine the relationship between managerial responsiveness, managerial approachability, and prosocial voice among acute-care registered nurses (RNs) from a Greater Northwest facility. The participants were 108 acute-care RNs. Instrumentation included the Supervisor as a Voice Manager developed by Saunders, Sheppard, Knight, and Roth (1992) to measure managerial responsiveness and managerial approachability. Prosocial voice was measured using Van Dyne and LePine’s (1998) Prosocial Voice Scale. The relationship between managerial approachability and prosocial voice was positively correlated (p = .001). A positive relationship (p = 0.001) between the linear combination gender, education, years of experience within current acute-care facility, managerial responsiveness and managerial approachability and the RN’s use of prosocial voice was found and accounted for 20.0% of the variance in the prosocial voice score. An unexpected serendipitous finding occurred when applying a backward elimination regression to three variables: managerial approachability, managerial responsiveness, and prosocial voice. RNs use of prosocial voice was positively correlated with the RN’s level in the organization (p =.01), the RN’s perception of managerial approachability (p = .001) while negatively correlated with the RN’s perception of managerial responsiveness score ( p = .05). This research adds to current prosocial voice literature and expands the research on managerial approachability and managerial responsiveness. Future research recommendations were identified.
|Advisor:||Trent, Barbara A.|
|Commitee:||Atkinson, Linda, Hale, Beth A.|
|School:||University of Phoenix|
|School Location:||United States -- Arizona|
|Source:||DAI-B 77/03(E), Dissertation Abstracts International|
|Subjects:||Communication, Nursing, Health care management|
|Keywords:||Managerial approachability, Managerial openness, Managerial responsiveness, Prosocial voice|
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