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      A comparison of decision-making by physicians and administrators in healthcare settings

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      1 , 1 ,
      Critical Care
      BioMed Central

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          Abstract

          Physicians and administrators are committed to the same goal of providing quality care at affordable costs. Their perceptions of each other and their resulting behaviors, however, may lead to conflict. We offer some insight into these perceptions and behaviors, and provide a framework to improve communication and to reduce misunderstanding.

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          Most cited references11

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          A trickle-down model of organizational justice: relating employees' and customers' perceptions of and reactions to fairness.

          This study developed and tested a trickle-down model of organizational justice that hypothesized that employees' perceptions of fairness should affect their attitudes toward the organization, subsequently influencing their behaviors toward customers. In turn, customers should interpret these behaviors as signals of fair treatment, causing them to react positively to both the employee and the organization. The model was tested on a sample of 187 instructors and their students. The results revealed that instructors who perceived high distributive and procedural justice reported higher organizational commitment. In turn, their students reported higher levels of instructor effort, prosocial behaviors, and fairness, as well as more positive reactions to the instructor. Overall, the results imply that fair treatment of employees has important organizational consequences because of customers' attitudes and future intentions toward key service employees.
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            Effects of training in procedural justice on perceptions of disciplinary fairness by unionized employees and disciplinary subject matter experts.

            A training program, based on procedural justice theory, was developed for teaching supervisors to take effective disciplinary action with employees. Canadian supervisors of unionized employees were randomly assigned to the training (n = 35) or the control group (n = 36). Analyses of variance revealed that both supervisory self-efficacy and outcome expectancies were significantly higher in the training than in the control conditions. Following simulated role-play exercises derived from organizational incidents, both unionized employees and disciplinary subject matter experts (managers, union officials, and attorneys) rated the trained supervisors higher on disciplinary fairness behavior than the supervisors in the control group. Self-efficacy was found to mediate the relationship between training and perceptions of disciplinary fairness.
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              Perceptions of Systemic Justice: The Effects of Distributive, Procedural, and Interactional Justice

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                Author and article information

                Journal
                Crit Care
                Critical Care
                BioMed Central (London )
                1364-8535
                1466-609X
                2006
                5 September 2006
                : 10
                : 5
                : 163
                Affiliations
                [1 ]Department of Pediatrics, University of British Columbia, Children's Hospital Rm K4-105, 4480 Oak Street, Vancouver, British Columbia, Canada V6H 3V4
                Article
                cc5028
                10.1186/cc5028
                1751052
                16959045
                00e96a63-c677-450c-acc1-38b603891ca5
                Copyright © 2006 BioMed Central Ltd
                History
                Categories
                Commentary

                Emergency medicine & Trauma
                Emergency medicine & Trauma

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