Current Issue : July - September Volume : 2020 Issue Number : 3 Articles : 6 Articles
Background: The need for greater flexibility is often used to justify reforms that redistribute tasks through the\nworkforce. However, â??flexibilityâ? is never defined or empirically examined. This study explores the nature of flexibility\nin a team of emergency doctors, nurse practitioners (NPs), and registered nurses (RNs), with the aim of clarifying the\nconcept of workforce flexibility. Taking a holistic perspective on the teamâ??s division of labor, it measures task\ndistribution to establish the extent of multiskilling and role overlap, and explores the behaviors and organizational\nconditions that drive flexibly.\nMethods: The explanatory sequential mixed methods study was set in the Fast Track area of a metropolitan emergency\ndepartment (ED) in Sydney, Australia. In phase 1, an observational time study measured the tasks undertaken by each role\n(151 h), compared as a proportion of time (Kruskal Wallis, Mann-Whitney U), and frequency (Pearson chi-square). The time\nstudy was augmented with qualitative field notes. In phase 2, 19 semi-structured interviews sought to explain\nthe phase 1 observations and were analyzed thematically.\nResults: The roles were occupationally specialized: â??Assessment and Diagnosisâ? tasks consumed the largest proportion\nof doctorsâ?? (51.1%) and NPsâ?? (38.1%) time, and â??Organization of Careâ? tasks for RNs (27.6%). However, all three roles were\nalso multiskilled, which created an overlap in the tasks they performed. The team used this role overlap to work flexibly\nin response to patientsâ?? needs and adapt to changing demands. Flexibility was driven by the urgent and unpredictable\nworkload in the ED and enabled by the stability provided by a core group of experienced doctors and nurses.\nConclusion: Not every healthcare team requires the type of flexibility found in this study since that was shaped by\npatient needs and the specific organizational conditions of the ED. The roles, tasks, and teamwork that a team requires\nto â??be flexibleâ? (i.e., responsive and adaptable) are highly context dependent. Workforce flexibility therefore cannot be\ndefined as a particular type of reform or role; rather, it should be understood as the capacity of a team to respond and\nadapt to patientsâ?? needs within its organizational context. The studyâ??s findings suggest that solutions for a more flexible\nworkforce may lay in the organization of healthcare work....
Job burnout is an uncomfortable and unhealthy disorder that would like to improve\nfor both individuals and organizations. Descriptive method and Pearson\nmoment correlation were used in this research. A total of 89 contractual workers\n(that are 9 months up to 6 years in service) employed in the malls of Nueva\nEcija were involved in this study. They were composed 50 males and 39\nfemales whose ages range from 19 to 48 years old. Symptoms of Burnout were\ncategorized into four such as physical, emotional exhaustion, reduced work performance,\nand work alienation from workmates. Based on the results of the\nstudy, the researchers concluded that physical and emotional exhaustion were\nthe common symptoms that manifest when the contractual workers are burnout.\nContractual workers have average degree level of burnout based on the combined\nfour different symptoms such as physical, emotional exhaustion, reduced\nwork performance, and alienation from workmates. Age of contractual workers\ncan contribute to the higher tendency for them to experience physical and\nalienation from workmates as symptoms of burnout. Likewise, Years in service\nas contractual workers add to the higher possibility of experiencing emotional\nexhaustion and higher degree level of total burnout. In lieu of the foregoing\nconclusions, the researchers would like to recommend that an organization\nshould implement self-care program for the contractual workers experiencing\nburnout. Furthermore, clear organizationâ??s guidelines and policies\nare implemented to let contractual workers stay motivated to work even they\nare experiencing burnout....
Healthy organizations need to maximize human resources to achieve their\ngoals; they need to integrate their programs and empower their employees.\nThe study described the organizational condition of private schools and colleges\nin Nueva Ecija in terms of organizational structure, employer-employee\nrelationship, and employeeâ??s growth and development. The study used descriptive\nmethod and utilized survey research. A total of 114 employees\n(composed of 76 teaching and 38 non-teaching staff) from private schools\nand colleges in Nueva Ecija were involved in this study. Based on the gathered\ndata and analysis of the results, the researchers concluded that the\nprivate schools and colleges of Nueva Ecija have demonstrated to be very satisfactory\nin their organizational condition. This was highlighted in the aspects\nof organizational structure and employeeâ??s growth and development. This\nfocuses on the commitment of all the members in achieving goals and objectives\nof their organizations, and at the same time giving opportunities to all the\nmembers to become productive according to distributed roles, and responsibilities,\nacknowledging oneâ??s accomplishments, and group cohesiveness....
The special unethical behavior-unethical pro-organizational behavior has attracted\nscholarsâ?? attention in recent years. It refers to the unethical behaviors\nwhich are conducive to the organization that the employees intend to make\nbut violate the social ethical standards. When this concept was first proposed,\nit has been widely studied by scholars, especially the influencing factors of it.\nBut the content of these researches is rather fragmented and lacks systematic\ngrooming. Based on relevant research in China and abroad, weâ??ll collate and\nsummarize the literature in this field. Firstly, concept, dimensions and measurement\nof unethical pro-organizational behaviors will be introduced. Then,\nweâ??ll summarize the influencing factors and mechanisms of it. Finally, based\non these, the future research directions in this field will be proposed so that\nscholars can carry out further research....
This study explored the influence of upward social comparison in organizational\nsituations on workplace envy and the moderating effects of gender\nidentification and self-esteem. Through the situation experiment, the results\nshow that: 1) upward social comparison can lead to workplace envy among\nemployees; 2) compared with employees with lower gender identification,\nemployees with higher gender identification will generate more envy when\nfacing upward social comparison; 3) in contrast to employees with low\nself-esteem, employees with high self-esteem will generate more envy when\nthey make upward social comparison....
Introduction: Laboratories are vital in disease diagnosis, prevention, treatment and outbreak investigations. Although\nrecent decades have seen rapid advancements in modernised equipment and laboratory processes, minimal investments\nhave been made towards strengthening laboratory professionals in Africa. This workforce is characterised by insufficient\nnumbers, skewed rural-urban distribution, inadequate qualifications, inadequate skill-mix and limited career opportunities.\nThese factors adversely affect the performance of laboratory professionals, who are the backbone of quality services. In the\nera of Global Health Initiatives, this study describes the status of laboratory human resource and assesses the experiences,\nconstrains and opportunities for strengthening them in Uganda.\nMethods: This paper is part of a study, which assessed laboratory capacity in 21 districts during December\n2015 to January 2016. We collected data using a laboratory assessment tool adapted from the WHO and\nUSAID assessment tool for laboratory services and supply chain (ATLAS), 2006. Of the 100 laboratories, 16\nwere referral laboratories (hubs). To assess human resource constraints, we conducted 100 key informant\ninterviews with laboratory managers and in charges.\nResults: Across the facilities, there was an excess number of laboratory technicians at Health Center (HC) IV\nlevel by 30% and laboratory assistants were in excess by 90%. There was a shortage of laboratory technologists with\nonly 50% of the posts filled at general hospitals. About 87.5% of hub laboratories had conducted formal onsite training\ncompared to 51.2% of the non-hub laboratories. Less than half of HC III laboratories had conducted a formal onsite\ntraining; hospital laboratories had not conducted training on the use and maintenance of equipment. Almost all HC III\nlaboratories had been supervised though supervision focused on HIV/AIDS. Financial resources, workload and lack of\nsupervision were major constraints to human resource strengthening.\nConclusion: Although opportunities for continuous education have emerged over the past decade, they are still\nthreatened by inadequate staffing, skill mix and escalating workload. Moreover, excesses in staffing are more in favour\nof HIV, TB and malaria. The Ministry of Health needs to develop work-based staffing models to ensure adequate staff\nnumbers and skill mix. Staffing norms need to be revised to accommodate laboratory technologists and scientists at\nhigh-level laboratories. Training needs to extend beyond HIV, TB and malaria....
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