Desmidt Sebastian, Prinzie Anita, Heene Aimé
Ghent University, Department of Management and Entrepreneurship, Tweekerkenstraat 2, 9000 Ghent, Belgium.
Int J Nurs Stud. 2008 Oct;45(10):1433-41. doi: 10.1016/j.ijnurstu.2007.11.004. Epub 2008 Feb 20.
Although mission statements are one of the most popular management instruments, little is known about the nature and direction of the presumed relationship between mission statements and organizational performance. In particular, empirical insights into the degree of mission statement use by individual organizational members are insufficient.
We address the observed knowledge gap by (a) measuring the level of mission statement use (e.g., explaining the mission statement, making linkages to extant programs or practices, communicating enthusiasm, and adapting the mission statement to the personal work situation) by individual organizational members, and (b) identifying the antecedents that influence mission statement use.
Questionnaires were used to collect data from a sample of 510 nurses from three Flemish hospitals. Mission statement use was measured by means of Fairhurst's Management of Meaning Scale. Antecedents of mission statement use were derived from the Theory of Planned Behavior and the mission statement literature.
The findings indicate that mission statement use is low on average. Attitude, subjective norm, perceived behavioral control, and formal involvement in mission statement communication proved to be significant determinants of mission statement use and accounted for 43% of the variance. The results of the conducted regression analyses indicate that nurses (a) who have a positive attitude towards the mission statement, (b) who perceive pressure from superiors and colleagues to use the mission statement, (c) who feel they are in control of performing such behavior, and (d) who are formally involved in the mission statement communication processes are more likely to use the mission statement. Furthermore, the results indicated that demographic characteristics are not associated with mission statement use.
To effectively increase mission statement use, investments should focus on redesigning a work environment that stresses the importance of the organizational mission statement and provides detailed information on the ways that individual organizational members can contribute in realizing the mission statement.
尽管使命宣言是最受欢迎的管理工具之一，但对于使命宣言与组织绩效之间假定关系的性质和方向，我们知之甚少。特别是，关于个体组织成员使用使命宣言程度的实证见解不足。
我们通过以下方式来弥补观察到的知识差距：(a) 测量个体组织成员使用使命宣言的程度（例如，解释使命宣言、将其与现有项目或实践建立联系、传达热情以及使使命宣言适应个人工作情况），以及 (b) 确定影响使命宣言使用的前因。
采用问卷调查法，从弗拉芒地区三家医院的510名护士样本中收集数据。使命宣言的使用通过费尔赫斯特的意义管理量表进行测量。使命宣言使用的前因源自计划行为理论和使命宣言文献。
研究结果表明，使命宣言的平均使用程度较低。态度、主观规范、感知行为控制以及在使命宣言沟通中的正式参与被证明是使命宣言使用的重要决定因素，解释了43%的方差。所进行的回归分析结果表明，护士中：(a) 对使命宣言持积极态度的；(b) 感受到上级和同事使用使命宣言压力的；(c) 觉得自己能够控制此类行为的；(d) 正式参与使命宣言沟通流程的，更有可能使用使命宣言。此外，结果表明人口统计学特征与使命宣言的使用无关。
为了有效提高使命宣言的使用，投资应集中于重新设计工作环境，强调组织使命宣言的重要性，并提供关于个体组织成员如何为实现使命宣言做出贡献的详细信息。
