Assignment 2: Literature Matrix, Continued

Example and Instructions

Titles/ APA Reference	My Comments	Abstract	Purpose and Research Questions	Method and Design (Qualitative, Quantiative, Mixed Case Study, Experimental, etc.)	Sample and Population Characteristics	Frameworks, models (if applicable) and/or concepts	Major finding	Ethical and Social Change impact of the research	Main ideas and themes	Similarities and differences to other studies reviewed	Information not found in study
Phipps-Taylor, M., & Shortell, S. M. (2016). More than money: motivating physician behavior change in accountable care organizations. Milbank Quarterly, 94(4), 832-861.	I chose this article because it provides good coverage of the major theories of motivation, and then maps them to six domains in an aggregated framework appropriate for the study of the research problem.	For accountable care organizaitons (ACOs) to be successful they need to change the behavior of their physicians. To stimulate this change, a broad range of motivators are being used, including ways to see a greater impact on patients (social purpose) and opportunities to be a more effective physician (mastery), in addition to personal financial incentives. From our analysis of case studies, it does  not appear that the full range of motivators is being deployed by ACOs, which suggests an opportunity to develop more sophisticated and wider-ranging portfolios of motivators for greater impact.	The purpose of this study is to examine opportunities to change how physicians within ACOs deliver care. Research question: What are the motivational drivers that are being used to effect change amount participating physicians?	A mixed approach was used for this study. The authors conducted a meta analysis by synthesizing 9 theories of motivation into an overarching framework. Four case study ACOs were then reviewed, exploring the organizational characteristics, strategies, and motivators for changing physicians' behaviors through in-depth interviews and document review.	Nine conceptual theories were aggregated into a framework with six domains for analysis. Kathy Milhauser: Kathy Milhauser: Note that in this case, the sample is not drawn from a population of people, but from a body of literature, as is the norm with a meta analysis.	Nine motivational theories were used to build the framework, which included mastery, autonomy and power, relatedness, social purpose, potential demotivators or "hygiene" factors, and financial motivators.	The case study ACOs demonstrated an emphasis on the non-financial motivators for changing physician behavior.	One of the six domains included in the framework used for analysis was "social purpose." This was one of the non-financial motivators that was found to be more prominent in influencing the behavior of physician's in this study. The impact of this finding should lead to increased focus on the social purpose of the work that physicians in settings like this one are involved in, thus encouraging physicians to find deeper meaning in the social impact of their work.	Some of the main ideas in this study are 1) there are motivational theories that have been established over time and are credible enough to be considered seminal in the study of motivation of employees; 2) motivational theory breaks these factors down into financial and non-financial motivators; 3) financial motivators tend to be extrinsic, while non-financial motivators tend to be intrinsic; 4) the factors that are most likely to motivate sustained change in physician behavior are the non-financial, intrinsic factors.	There are many similarities in the findings of this study, primarily around the notion of intrinsic vs. extrinsic motivational factors and their power to influence employee satisfaction and behavior change. The strongest similarity is with Herzbergs work on motivation-hygiene profiles and Pink's work on the factors of mastery, relatedness, and purpose.	The study was very thorough, and included a number of tables that illustrated how the theories were mapped to the domains, and how the data from the cases was categorized.
: Shah, S. (2015). Impact of organizational culture on job satisfaction: A study of steel plant. Pranjana: The Journal Of Management Awareness, 18(1), 29-40.	This study uses two questionnaires to examine organizational culture and job satisfaction within a stee plant (single case study) and look for any impact that culture has on job satisfaction.	In the present scenario, awareness regarding the culture of organizaiton has become a field of prime importance as it helps one succeed in or manage the environment. The culture expresses itself ini values, norms, and behavior of the employees and their groups, organizational structures, technology, objectives, history and philosophy of the organization. The level of congruence between an organization's culture and employee's value preferences can predict employee job satisfaction.	The purpose of this study is to examine the impact of culture on job satisfaction in a single case study.	Quantitative study using two previously validated instruments to measure organizational culture and job satisfaction.	One hundred and forty eight executives randomly selected from different deparrments of the organization studied. 15 top level managers, 85 middle managers, and 44 junior managers. 35% post graduates, 56% graduates, and 8.1% intermediates. Ages ranged from 23 to 65, with a mean of 37.62, with employment ranging from 1 to 21 years.	Organizational culture and job satisfaction were the two concepts studied.	There was a positive impact between specific organizational cultural elements and job satisfaction. Cultural elements most strongly correlated with job satisfaction were defining the values and control systems in the organization and helping employees to become technically proficient and socially supported for greater job satisfaction.	The study has the potential to improve the working climate of individuals in similar organizations by influencing leaders to improve the cultural elements that were linked to job satisfaction.	1) There are elements of organizational culture that can be linked to job satisfaction; 2) defining values and control systems is linked to job satisfaction; 3) Supporting employees technically and socially is related to job satisfaction.	One difference between this study and the Phipps-Taylor study previously reviewed was the emphasis on culture in this study. The previous study focused on individual motivational factors, while this one focused on the cultural factors that are experienced through interactions in groups.	The study did not have a clear findings section or a section where limitations or areas for further research were suggested.

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Instructions: For each of the topics you will fill out a literature matrix. Include should be at least 10 articles for each of the topics you have chosen. Fill out all the section of the matrix do not skip an of the sections. If you can not identify (for example the sample characteristics) then you will need to state that this information was not available and if the fact that you are not able to know this is present is a weakness in the study. Note: As you build your literature matrix for your specialization, you are building your expertise. Keep this matrix and add additional collums so that you are able to leverage the literature that is appropriate to the topic you choose to study during the development of your dissertation.