Professor Jeremy Dawson
Professor of Health Management
+44 114 222 3238
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Sheffield University Management School
Jeremy Dawson is Professor of Health Management, working jointly between the Institute of Work Psychology (within the Management School) and the School of Health and Related Research (ScHARR).
He is a statistician by background, but has worked in the fields of work psychology, management and healthcare since 1998.
Jeremy’s research focusses mainly on team working, human resource management, climate and culture in the NHS, with current funded projects including topics such as measurement of general practice productivity, evaluation of interventions to improve staff well-being, and diversity and discrimination in the workplace.
He has also worked on other topics, particularly work group diversity, work engagement and safety. He has a particular interest in areas of statistical methodology, including the testing and interpretation of interaction effects.
He was previously a Senior Research Fellow at Aston Business School, Aston University, where he was also director of the Institute for Health Services Effectiveness (IHSE), leading several large-scale projects including running the NHS national staff survey for its first eight years between 2003 and 2010.
He gained his PhD from Aston University in 2011.
- Research interests
Jeremy's research falls broadly into three areas, with plenty of crossover between them – management of health care organisations, team working, and statistics.
Recent projects in health care include:
- a study of the effects of NHS staff engagement and experience on patient outcomes; various studies of team working in health care, particularly in mental health services
- an examination of the effects of organisational restructuring in the NHS
- a project looking at the diversity of hospital staff and their representativeness of the local community.
In 2014 he began an NIHR-funded study evaluating Schwartz Center Rounds® in the NHS, and between 2015 and 2017 he is leading an NIHR-funded study to develop and test a measurement of productivity in general practices.
As well as teams in health care, he has a more general interest in team diversity, and in particular how it should be measured.
As a statistician he has also undertaken a wide range of methodological research, particularly regarding interpretation of interaction effects, measurement of diversity, analysis of incomplete team data, and the effects of aggregation on relationships.
He has published over 40 papers in refereed academic journals in the fields of psychology, management, health care and research methods, as well as numerous project reports and articles in practitioner publications. He is an editorial board member of six journals, and an Associate Editor of the Journal of Occupational and Organizational Psychology.
Jeremy is currently involved in the RoMHS project with School of Health and Related Research, Health Sciences School (Division of Nursing and Midwifery) and the Management School within the University of Sheffield.
- Correction to: Openness in the NHS: a secondary longitudinal analysis of national staff and patient surveys. BMC Health Services Research, 20(1).
- Evaluating the use of covariance-based structural equation modelling with reflective measurement in organizational and management research : a review and recommendations for best practice. British Journal of Management. View this article in WRRO
- The effect of socioeconomic deprivation on 12 month Traumatic Brain Injury (TBI) outcome. Brain Injury, 34(3), 343-349. View this article in WRRO
- Institutional context and human resource management in Nigeria. Employee Relations, 42(1), 1-16. View this article in WRRO
- Global outcome after traumatic brain injury in a prospective cohort. Clinical Neurology and Neurosurgery, 186. View this article in WRRO
- Predicting functional recovery after mild traumatic brain injury: the SHEFBIT cohort. Brain Injury, 33(9), 1158-1164.
- Description of the predictors of persistent post-concussion symptoms and disability after mild traumatic brain injury: the SHEFBIT cohort. British Journal of Neurosurgery, 33(4), 367-375.
- Work engagement interventions can be effective: a systematic review. European Journal of Work and Organizational Psychology, 28(3), 348-372. View this article in WRRO
- Developing and evaluating a tool to measure general practice productivity: a multimethod study. Health Services and Delivery Research, 7(13). View this article in WRRO
- Differential effects of workplace stressors on innovation: An integrated perspective of cybernetics and coping. International Journal of Stress Management, 26(1), 11-24. View this article in WRRO
- Comparison of early and late depression after TBI; (the SHEFBIT study). Brain Injury. View this article in WRRO
- A realist informed mixed-methods evaluation of Schwartz Center Rounds® in England. Health Services and Delivery Research, 6(37), 1-260. View this article in WRRO
- Witnessing workplace bullying and employee well-being: A two-wave field study. Journal of Occupational Health Psychology, 24(2), 286-296. View this article in WRRO
- Antecedents of team innovation in health care teams. Creativity and Innovation Management. View this article in WRRO
- The incidence of anosmia after traumatic brain injury: the SHEFBIT cohort. Brain Injury, 32(9), 1122-1128. View this article in WRRO
- Examining the Indirect Effects of Perceived Organizational Support for Teamwork Training on Acute Health Care Team Productivity and Innovation: The Role of Shared Objectives. Group & Organization Management, 43(3), 382-413. View this article in WRRO
- View this article in WRRO The Role of Exposure in Treatment of Anxiety Disorders: A Meta-Analysis. Revista internacional de psicologia y terapia psicologica = International journal of psychology and psychological therapy, 18(1), 111-141.
- Prevalence of depression after TBI in a prospective cohort: The SHEFBIT study. Brain Injury, 32(1), 84-90. View this article in WRRO
- Investigating why and for whom management ethnic representativeness influences interpersonal mistreatment in the workplace. Journal of Applied Psychology, 102(11), 1545-1563. View this article in WRRO
- Building work engagement: A systematic review and meta‐analysis investigating the effectiveness of work engagement interventions. Journal of Organizational Behavior, 38(6), 792-812. View this article in WRRO
- Building and sustaining work engagement – a participatory action intervention to increase work engagement in nursing staff. European Journal of Work and Organizational Psychology, 26(5), 634-649. View this article in WRRO
- Employee involvement climate and climate strength: A study of employee attitudes and organizational effectiveness in UK hospitals. Journal of Organizational Effectiveness: People and Performance, 4(1), 18-38. View this article in WRRO
- A Socioecological Approach to Relational Demography: How Relative Representation and Respectful Coworkers Affect Job Attitudes. Journal of Business and Psychology, 32(1), 1-19. View this article in WRRO
- Harnessing demographic differences in organizations: What moderates the effects of workplace diversity?. Journal of Organizational Behavior, 38(2), 276-303. View this article in WRRO
- A Participatory Action Intervention to Increase Work Engagement in Nursing Staff. Academy of Management Proceedings, 2017(1), 10633-10633.
- Capturing the carer's experience: a researcher's reflections.. Nurse Researcher, 23(5), 31-35. View this article in WRRO
- WRITTEN FIRST AID INFORMATION FOR PATIENTS IN THE EMERGENCY DEPARTMENT: A CLUSTER RANDOMISED CONTROLLED TRIAL. Emergency Medicine Journal, 32(12), 1000.1-1000.
- 24-Karat or fool’s gold? Consequences of real team and co-acting group membership in healthcare organizations. European Journal of Work and Organizational Psychology, 24(6), 929-950. View this article in WRRO
- Team Reflexivity and Innovation. Journal of Management, 41(3), 769-788. View this article in WRRO
- Development and psychometric evaluation of a new team effectiveness scale for all types of community adult mental health teams: a mixed-methods approach. Health & Social Care in the Community, 24(3), 309-320.
- Staff satisfaction and organisational performance : evidence from a longitudinal secondary analysis of the NHS staff survey and outcome data. Health Services and Delivery Research, 2(50). View this article in WRRO
- Moderation in Management Research: What, Why, When, and How. Journal of Business and Psychology, 29(1), 1-19. View this article in WRRO
- Culture and behaviour in the English National Health Service: Overview of lessons from a large multimethod study. BMJ Quality and Safety, 23(2), 106-115. View this article in WRRO
- The team climate inventory as a measure of primary care teams' processes: validation of the French version.. Healthc Policy, 9(3), 40-54.
- A controlled evaluation of comprehensive geriatric assessment in the emergency department: The 'Emergency Frailty Unit'. Age and Ageing, 43(1), 109-114. View this article in WRRO
- Getting diversity at work to work: What we know and what we still don't know. JOURNAL OF OCCUPATIONAL AND ORGANIZATIONAL PSYCHOLOGY, 86(2), 123-141.
- Developing a measure of work uncertainty. JOURNAL OF OCCUPATIONAL AND ORGANIZATIONAL PSYCHOLOGY, 86(1), 85-99.
- Managing diversity in organizations: An integrative model and agenda for future research. European Journal of Work and Organizational Psychology.
- A closer look at how we feel.. Nurs Stand, 26(43), 62-63.
- Benevolent Sexism at Work: Gender Differences in the Distribution of Challenging Developmental Experiences. Journal of Management, 38(6), 1835-1866.
- A multilevel study of the relationships between diversity training, ethnic discrimination and satisfaction in organizations. Journal of Organizational Behavior, 33(1), 5-20.
- WHY ORGANIZATIONAL AND COMMUNITY DIVERSITY MATTER: REPRESENTATIVENESS AND THE EMERGENCE OF INCIVILITY AND ORGANIZATIONAL PERFORMANCE. ACADEMY OF MANAGEMENT JOURNAL, 54(6), 1103-1118. View this article in WRRO
- The association between presenteeism and engagement of National Health Service staff.. J Health Serv Res Policy, 16 Suppl 1, 29-33.
- Well-structured teams and the buffering of hospital employees from stress. Health Services Management Research, 24(4), 203-212.
- Diversity faultlines, shared objectives, and top management team performance. Human Relations, 64(3), 307-336.
- The effectiveness of teams in organizations: A meta-analysis. International Journal of Human Resource Management, 22(13), 2749-2769.
- Team-based working and employee well-being: A crosscultural comparison of United Kingdom and Hong Kong health services. European Journal of Work and Organizational Psychology, 20(3), 305-325.
- Multiple component patient safety intervention in English hospitals: controlled evaluation of second phase. BRIT MED J, 342.
- Large scale organisational intervention to improve patient safety in four UK hospitals: mixed method evaluation. BRIT MED J, 342.
- The Top Management Team, Reflexivity, Knowledge Sharing and New Product Performance: A Study of the Irish Software Industry. CREATIVITY AND INNOVATION MANAGEMENT, 19(3), 219-232.
- A pre-post test evaluation of the impact of the PELICAN MDT-TME Development Programme on the working lives of colorectal cancer team members. BMC HEALTH SERV RES, 10. View this article in WRRO
- "I don't see me like you see me, but is that a problem?" Cultural influences on rating discrepancy in 360-degree feedback instruments. European Journal of Work and Organizational Psychology, 19(3), 259-278.
- The impact of leadership and quality climate on hospital performance.. Int J Qual Health Care, 20(6), 439-445.
- Multilevel analyses in marketing research: Differentiating analytical outcomes. Journal of Marketing Theory and Practice, 16(4), 321-340.
- Organizational climate and climate strength in UK hospitals. European Journal of Work and Organizational Psychology, 17(1), 89-111.
- Team creativity: More than the sum of its parts?. Research in Multi Level Issues, 7(7), 269-287.
- On the use of likert-type scales in multilevel data: Influence on aggregate variables. Organizational Research Methods, 10(4), 657-672.
- "high commitment" strategies: It ain't what you do; It's the way that you do it. Employee Relations, 29(3), 306-318.
- How innovation can alleviate negative consequences of demanding work contexts: The influence of climate for innovation on organizational outcomes. Journal of Occupational and Organizational Psychology, 80(4), 631-645.
- When promoting positive feelings pays: Aggregate job satisfaction, work design features, and innovation in manufacturing organizations. EUROPEAN JOURNAL OF WORK AND ORGANIZATIONAL PSYCHOLOGY, 15(4), 404-430.
- Probing three-way interactions in moderated multiple regression: Development and application of a slope difference test. Journal of Applied Psychology, 91(4), 917-926.
- Boundary spanners' identification, intergroup contact, and effective intergroup relations. Academy of Management Journal, 49(6), 1252-1269.
- A test of basic assumptions of Affective Events Theory (AET) in call centre work. British Journal of Management, 17(3), 237-254.
- Reducing patient mortality in hospitals: The role of human resource management. Journal of Organizational Behavior, 27(7), 983-1002.
- HRM as a predictor of innovation. Human Resource Management Journal, 16(1), 3-27.
- Validating the organizational climate measure: links to managerial practices, productivity and innovation. J ORGAN BEHAV, 26(4), 379-408.
- Breast cancer teams: the impact of constitution, new cancer workload, and methods of operation on their effectiveness. BRIT J CANCER, 89(1), 15-22. View this article in WRRO
- Leadership clarity and team innovation in health care. Leadership Quarterly, 14(4-5), 393-410.
- The link between the management of employees and patient mortality in acute hospitals. INT J HUM RESOUR MAN, 13(8), 1299-1310.
- Learning in manufacturing organizations: what factors predict effectiveness?. Human Resource Development International, 5(1), 55-72.
- It's what you do and the way that you do it: Team task, team size, and innovation-related group processes. European Journal of Work and Organizational Psychology, 10(2), 187-204.
- Chief executive leadership style, consensus decision making, and top management team effectiveness. European Journal of Work and Organizational Psychology, 9(3), 401-420.
- Empirically Derived Dietary Patterns in UK Adults Are Associated with Sociodemographic Characteristics, Lifestyle, and Diet Quality. Nutrients, 10(2), 177-177. View this article in WRRO
- View this article in WRRO How Do Aggression Source, Employee Characteristics, and Organisational Response Impact the Relationship between Workplace Aggression and Work and Health Outcomes in Healthcare Employees? A Cross-sectional Analysis of the National Health Service Staff Survey in England. BMJ Open.
- What about me? The impact of employee change agents’ person-role fit on their job satisfaction during organisational change. Work & Stress, 1-17. View this article in WRRO
- Quantitative Models and Methods.
- Openness in the NHS: A secondary longitudinal analysis of National Staff and Patient Surveys. BMC Health Services Research.
- Climate and Culture for Health Care Performance, The Oxford Handbook of Organizational Climate and Culture Oxford University Press
- Levels of Analysis (pp. 1-2). John Wiley & Sons, Ltd
Conference proceedings papers
- What is the Global Outcome after TBI? Experience with a Large Prospective Cohort. BRAIN INJURY, Vol. 33 (pp 26-26)
- Predicting Recovery after Mild Traumatic Brain Injury. BRAIN INJURY, Vol. 33 (pp 91-92)
- Prevalence of Depression after TBI in a Large Prospective Cohort; The SHEFBIT Study. BRAIN INJURY, Vol. 33 (pp 26-26)
- High-Performance Work Systems and Performance in the Healthcare Sector: A systematic Review of the Evidence. GIHRM Conference Programme
- View this article in WRRO Sheffield City Region Test Bed, ‘Perfect Patient Pathway’ Final Evaluation Report
- View this article in WRRO The Diversity Dividend: does a more diverse and inclusive research community produce better biomedical and health research?
- View this article in WRRO Review of diversity and inclusion literature and an evaluation of methodologies and metrics relating to health research.
- Research group
Jeremy currently supervises six PhD students:
- Mustafa Doruk Mutlu (Management) - Composition of knowledge intensive teams and creativity
- Leanne Ingram (Management) - Mindfulness at work
- Manoj Patankar (Management) - Safety culture in hospitals
- Ameerah Qattan (ScHARR) - Stress amongst nurses in Saudi Arabia
- Katharine Whittingham (ScHARR) - Quality of life amongst carers of heart disease patients
- Katharine Roberts (ScHARR) - Development of a nutrition measurement tool
- Teaching interests
Jeremy is a statistician by background, and teaches a wide variety of subjects in the fields of statistics and research methods. Within the Management School he contributes to modules on research methods for management and psychology students, as well as supervising postgraduate students.
Within ScHARR Jeremy leads the HAR6045 Further Statistics for Health Science Researchers module, and a corresponding distance learning module (HAR6061), which is also available to PhD students across the University as well as for continuous professional development (CPD).
He also contributes to three other statistical modules for medical or health students. Jeremy currently supervises six PhD students, and provides additional statistical workshops for staff and PhD students within the Management School.
Some of this has the aim of preparing students for using statistics in the wider world (e.g. statistics for work psychologists; critical numbers for medical students), whilst other areas are focussed on enabling students (particularly postgraduates) to do quantitative research.
This includes everything from basic principles of research through to detailed workshops about topics such as questionnaire design and psychometrics, multilevel analysis and structural equation modelling.
He has also supervised students at all levels, including undergraduates, MSc, MBA, and PhD.