Learning on the Job: The Impact of Job Tenure and Management Strategies on Nursing Home Performance-Reference-Cited by-同舟云学术

Learning on the Job: The Impact of Job Tenure and Management Strategies on Nursing Home Performance

Published:2019-09-16 Issue:4 Volume:52 Page:593-630
ISSN:0095-3997
Container-title:Administration & Society
language:en
Short-container-title:Administration & Society

Author:

Amirkhanyan Anna A.¹,An Seung-Ho²^ORCID,Hawks Beth A.³,Meier Kenneth J.¹⁴⁵^ORCID

Affiliation:

1. American University, Washington, DC, USA

2. The University of Arizona, Tucson, USA

3. Uniformed Services University of the Health Sciences, Bethesda, MD, USA

4. Cardiff University, Cardiff, UK

5. Leiden University, Den Haag, The Netherlands

Abstract

This study investigates linear and nonlinear effects of job tenure on organizational performance and explores how administrators’ job tenure can moderate the relationship between three key managerial strategies—innovative management, participatory management, and external management—and performance. Using archival performance indicators available from the Centers for Medicare and Medicaid Services in combination with a recent survey of nursing home administrators, we find that job tenure has a linear and nonlinear relationship with two different performance dimensions, respectively. Also, more experienced managers are better able to manage external environments and share power internally to achieve better outcomes.

Publisher

SAGE Publications

Subject

Marketing,Public Administration,Sociology and Political Science

Link

http://journals.sagepub.com/doi/pdf/10.1177/0095399719874755

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