Academic literature on the topic 'Health facilities – Employees'

Employees welfare includes various facilities, services and amenities provided for improving their health, efficiency, economic betterment and social status of the workers. The Welfare measures will improve the physique intelligence, morality and standard of living of the workers, which in turn will improve their efficiency and productivity. Employees welfare schemes are flexible and ever-changing. New welfare measures are added to the existing ones from time to time. Welfare measures may be introduced by the employers, government, employees or by any social or charitable agency. The purpose of employee’s welfare is to develop personality of the workers to make a better workforce. Welfare schemes it create efficient, healthy, loyal and satisfied labor force for the organization. Providing such facilities make their work life better and leads to good standard of living. The present study focus on employees welfare measures and what are the various statutory provisions and agencies protecting the welfare of employees

Introduction Smart care in offices and industrials approach has the best way for the results of staying healthy in the transmission chain and this issue is not only a moral necessity but also it can be a successful plan where personal care centers start keeping the patients, employees, and experts of healthcare ward healthy by digital industries. In this project, the environment along with the individual`s body scan and accessing his /her biomarkers, the environment mechanism will be approached to the welfare level to disappear the disease, then change the air by antiseptic materials for air conditioning desirably.ObjectivesDesigning the self-care environment by accessing the smart elements decreases the pathogenic factors in the environment, by scanning the individual`s case and inquiring from health base, the features of the environmental elements will be optimized to normal situation.MethodsContent analysis of environmental components of space and categorizing of sensors. Determining the basic model for programming Designing the architectural environment in accordance with the standards set in the previous section, preparation of the model with thermal, biological, biochemical,.sensors.ResultsDesigning the self-care environment by accessing the smart elements decreases the pathogenic factors in the environment, by scanning the individual`s case and inquiring from health base, the features of the environmental elements will be optimized to normal situation.ConclusionsBy a positive design in architectural changes in care units in the field of public spaces, offices and industrial parts, we can easily control individual behaviors in the face of pandemic diseases and decline their psychic side effects.Conflict of interestOur work experience requires investment to run on a real scale

Due to the automation trends going on rapidly on these days in major organizations employees are constantly facing severe stress regarding their jobs. This insecurity levels in them is leading to several health problems some of which are to be monitored and proper medical care should be taken. Due to the work stress and lack of leisure’s time many Employee’s are postponing their health check-ups and facing major health issues. These health issues like blood pressure , heart diseases , diabetes, pneumonia etc., can be kept at checking levels if they are regularly monitored and avoiding future problems. Due to these health problems employees are not able to do their work as expected. So if the organizations take a major initiative regarding in this point of view by keeping a regular check on employees health and there routine medical check-ups by sending periodic alert messages to the corresponding employee reminding about their check-ups. In this Paper we are trying to design a software Application which enables the organization to provide necessary health check-up facilities to their employee’s by collecting the medical information from each employee while joining the organization. It can also track employee health condition during his travel by using GPS. It would be of a great help to every employee. The organization collects medical information regarding the employee’s making it mandatory process and storing the data in database (PHR),

This research is a research that aims to find out how the effect of office facilities on work motivation of Herlang Health Center employees, Bulukumba Regency. This research uses a quantitative approach. The population in this study were all employees of the Herlang Health Center, totaling 86 employees. The technique for determining the sample used a saturated sample, namely all employees of the Herlang Health Center, totaling 86 employees, were sampled. There are 2 variables in this study, namely the independent variable of office facilities (X) and the dependent variable of work motivation (Y). Data collection techniques are carried out by observation, distributing questionnaires (questionnaires), interviews, and documentation. The analytical technique used is simple linear regression using SPSS 21 (statistical package for social sciences) as a tool. The results of research that has been carried out at the Herlang Health Center, Bulukumba Regency, the data obtained from research findings that there is a significant influence between office facilities on employee motivation at Herlang Health Center is 73.7%

How managers 'manage' employees influences important firm outcomes. Heskett, Sasser, and Schlesinger contend that the level of internal support for service workers will influence consumer satisfaction. This study empirically explores how skilled nursing facility (SNF) managers affect consumer satisfaction by encouraging employee effectiveness and listening to employees to determine how to improve employee effectiveness. We extend previous research by proposing management as a form of internal support and demonstrating its relationship to service process integration, as a distinct form of internal support. The results of our individual-level investigation of 630 nursing assistants from 45 SNFs provide support for our two-part hypothesis. First, active management support and process integration, as elements of internal support, do lead to increased employee satisfaction and employee effectiveness. Second, the increased employee satisfaction and effectiveness was positively related to consumer satisfaction, as evaluated by the service workers. Thus, there is a positive influence of management's internal support of nursing assistants on perceived consumer satisfaction.

Background: Long-term care (LTC) employees are at high risk for cardiovascular disease. Despite the documented benefits of worksite health promotion (WHP) programs for employees and employers and the potential benefits to residents in LTC facilities, LTC employees are rarely offered WHP programs. Purpose: The purpose of the intervention described in this article is to reduce cardiovascular disease risk factors among LTC workers using a physical activity, nutrition, and stress management WHP implemented during paid work time with 98 LTC staff members. Methods: This article describes a 9-month physical activity, nutrition, and stress management WHP intervention delivered during paid work time to reduce the cardiovascular disease risk of employees working in LTC. The intervention is rooted in the social ecological model and social cognitive theory. The intervention is based on formative research and evidence-based practice recommendations and is specifically designed to reduce barriers to intervention participation (e.g., inconsistent break times and unpredictable resident care needs) and enhance motivators to program participation (e.g., enhanced social support). Results: The intervention is ongoing, but measures are described. Conclusion: As more employers offer WHP programs, it is important that programs are tailored to meet specific employee groups and work environments. This article operationalizes a WHP research protocol with LTC employees that can be applied to reduce cardiovascular disease risk in LTC employees or similar employee groups in similar work environments.

Abstract Employee turnover is a huge concern for nursing homes that care for millions of older individuals whose physical and cognitive impairments make them vulnerable, especially in the middle of a pandemic like COVID-19. Existing research has shown that high turnover of employees can lead to poorer quality of care. Low pay is often cited as one of the key reasons for high turnover of employees in nursing homes. For-profit nursing homes may try to maximize profits by limiting wages paid to their employees. In this study, we examine whether profit-status of a facility is associated with high turnover of its employees. We obtain data on 415 nursing homes operating in Iowa between 2013-2017. We descriptively examine the turnover trends in nurse employees and all employees over time by profit status. We evaluate whether profit status is associated with high turnover using pooled linear regressions controlling for nursing home and resident characteristics. Descriptive results show that for-profit facilities had higher turnover of nurse employees (61.1% vs. 49.6%) and all employees (56.6% vs. 45.4%). Results from multivariate regressions show that, compared to non-profit facilities, for-profit facilities had 6.93 percentage points higher (p<0.01) turnover of all employees, and 7.76 percentage points higher (p<0.01) turnover of nurse employees after controlling for facility and resident characteristics. Given existing evidence on the adverse impact of high employee turnover on nursing home quality, we need policies aimed at lowering employee turnover, targeting for-profit nursing homes.

Reserarch question: This paper investigates whether motivational factors have influence on the work of employees in health care organizations of Serbia and what factors affect employees. Motivation: Motivation and job satisfaction among different groups of workers in health care facilities in Serbia are an important issue. This study’s purpose is to assist health managers in their efforts to fulfill individual and organizational targets by highlighting the most preferred motivational factors among the employees. With good leadership and with the building of good motivational system the organization can increase its value and competitiveness. It has been shown that employees are more motivated and work under less stress if there is a support from their leader or manager (Jensen, 2010). Idea: The core idea of this paper is to evaluate the relationship between motivational factors and work of employees in health care institutions in Serbia. The central hypothesis of this study is what the managers within health care institutions have to do to improve motivation as well as their abilities for the fulfillment of both individual’s and organization’s needs. Data: The cross-sectional study included 217 physicians, nurses, technicians, health associates and non-medical staff in 21 facilities of primary, secondary and tertiary levels in Pozarevac, Belgrade, Nis, Pirot, Novi Sad, Zrenjanin, Krusevac, Varvarin and Novi Pazar. Tools: The research instrument was a questionnaire with questions regarding socio-demographic characteristics, participants’ characteristics and motivational factors. The data were analyzed using descriptive and analytical statistics. Findings: The most important motivational factors are: salary, good interpersonal relationships and team work, contribution to population’s health and patient’s satisfaction. Around 10% of the participants thought that work could be done well even without motivational factors’ presence. Employees from the areas outside Belgrade rated job security higher in comparison with employees from Belgrade. A study conducted at the University of llorin Teaching Hospital in 2011 showed that salary was the most important motivational factor, followed by job security (Ojokuku& Salami, 2011). Contribution: Salary is an important motivational factor for employees in health care facilities in Serbia. Managers should work on the improvement of motivational factors through acknowledgement of needs of individual employees as well as through involving employees into decision making.

Thesis (M.A. in interior design)--Washington State University, December 2009.
Title from PDF title page (viewed on Jan. 28, 2010). "Department of Interior Design." Includes bibliographical references (p. 62-69).

Målet med studien er å undersøke og beskrive ansatte i lavterskel botiltak sine erfaringer med overdoser hos beboere. Gjennom å belyse den ofte tause kunnskapen de ansatte i lavterskeltiltak har om hva som karakteriserer en overdosesituasjon, er studiens hensikt å systematisere og presentere denne erfaringskunnskapen, og gjennom det kunne bidra til en kvalitetsforbedring av den tjenesten som ytes til beboerne.Datainnsamlingen ble gjort gjennom fokusgruppeintervjuer med ansatte på lavterskel botiltak. Flere av kodegruppene som ble arbeidet frem i analysen var tema i begge fokusgruppene. Temaene var overganger, tilgang, å legge lokk på det vanskelige, å dempe kriser og relasjonen til andre. Disse ble igjen rekontekstualisert til «min virkelighet» og «den rusfrie virkelighet,» sammenfattet som «når virkeligheten strammer grepet.»Hovedfunnet i studien er at ansatte opplever at det er når virkeligheten strammet grepet, når rusens dempende slør ikke kan holde virkelighetens krav på avstand, at risikoen for overdoser oppstår. Dette taler for viktigheten av gode relasjoner til hjelpeapparatet, og at de ansatte kjenner til hva som beveger seg i den enkelte beboers liv.
Objectives: This study aimed to investigate and describe how employees working in low threshold housing facilities experience overdosing by facility residents. We also aimed to enlighten the often silent employee knowledge about the characteristics of an overdose situation, thus enhancing the quality of resident services.Materials and Methods: Data was collected through focus group interviews with employees working in low-threshold housing facilities. Many of the code terms identified through data analysis were common to both employees and residents (e.g., “transitions,” “access,” “putting a lid on the difficulties,” “attenuating crises,” and “relation to others.” We recontextualized these codes to “my reality” and “drug-free reality,” or “when reality kicks in.”Results: Our study determined that employees recognize the risk of overdosing as the point at which reality kicks in (i.e., when the attenuating effect of the drugs can no longer keep reality at distance).Conclusion: This study shows that employees are fully aware of residents’ lives and activities. Therefore, policies that maintain good employee relationships with and within the different social and health services may contribute significantly to overdose prevention.

ISBN 978-91-86739-07-2

Healthcare is the main contributor to the well-being of the population and the country. Healthcare services ensure that the country has a healthy and productive workforce which influences economic growth. Self-employed healthcare practitioners are key role players in the healthcare system in South Africa. However they are faced with several challenges that affect their relationship with their employees and the service offered in their practises. A lack of leadership skills, professionalism, budget constraints, corruption, increased legislation, medical negligence, poor human resources and poor management are mentioned in this study as part of the challenges facing self-employed healthcare practitioners. Against this background, the primary objective of this study was to establish the level of Servant and Ethical leadership displayed by self-employed healthcare practitioners in both the Eastern Cape and Western Cape, and to investigate whether the dimensions of these leadership styles influence Job satisfaction and Perceived financial performance. In this study a quantitative approach was adopted. A form of purposive sampling called criterion sampling was used to draw the sample for this study. The sample consisted of self-employed healthcare practitioners and their employees in the Eastern and Western Cape Provinces. The survey methodology was implemented using self-administered structured questionnaires. A total of 241 questionnaires were deemed usable, and were subjected to statistical analysis. Factor analysis was used to assess the validity of the independent (dimensions of Servant and Ethical leadership) and dependent variables (Job satisfaction and Perceived financial performance). More specifically, factor analysis was utilised to conduct tests of uni-dimensionality and principal components were used as the extraction method to produce an unrotated factor matrix. Concerning validity assessments, only factors with two or more items loading on them were included for further analysis. Items that did not load were discarded and were subsequently excluded from further statistical analysis. In this study, four items intended to measure Job satisfaction all loaded together as expected. Of the six items intended to measure Perceived financial performance, five items loaded together. Only one item did not load onto this factor and was excluded from further analysis. The items measuring the dimensions of Servant leadership, namely Humility, Servanthood, Caring for others and Developing others, loaded onto the respective factors as expected. All items measuring the dimensions of Ethical leadership, namely Integrity, Ethical commitment, Ethical guidance, Fairness and Sustainability, also loaded as expected. The Cronbach‟s alpha coefficients for all variables were greater than 0.7 which provided sufficient evidence of reliability of the scales. Statistical techniques used to analyse the empirical data, which included the descriptive statistics, Pearson product moment correlations and multiple regression (MRA). T-tests were explained as the method used to determine whether significant differences existed in the mean scores of self-employed healthcare practitioners and their employees for the leadership styles (Servant and Ethical leadership) under investigation. The results of the study show that for the dimensions of Servant leadership, both the healthcare practitioners and their employees returned the highest mean for Caring for others. The majority of self-employed healthcare practitioners agreed that they adopted these dimensions. The majority of employees also agreed that the self-employed healthcare practitioners use these dimensions. Statistically significant differences were found in terms of the mean scores returned for the level of Humility and Caring for others displayed by the self-employed healthcare practitioners. No significant differences were found between the mean scores returned for Servanthood and Developing others for the two sample groups. A significant difference was reported for mean scores returned for the levels of Integrity, Ethical commitment, Ethical guidance, and Fairness. No, significant difference was reported for Sustainability for the two sample groups. The multiple regression analysis (MRA) shows that the dimensions of Servant leadership Developing others and Caring for others had a significant positive influence on Job satisfaction. The MRA results also show a significant positive influence between Fairness, Ethical guidance and Ethical commitment and Job satisfaction. Based on the findings of the study several recommendations were put forward to ensure a Servant and Ethical behaviour among self-employed healthcare practitioners.

O Capital Psicológico e a teoria da Autodeterminação, através do estudo da Motivação para o trabalho, são áreas relacionadas à pesquisa do comportamento humano nas organizações. Ambas as abordagens propõem instrumentos de medida para verificar a influência de fatores subjetivos no desempenho humano nas empresas. Com base nestas duas abordagens teóricas, foi realizada investigação empírica de natureza quantitativa e qualitativa com o objetivo de verificar se existem relações entre as categorias de Desmotivação, Motivação Extrínseca e Motivação Intrínseca com as dimensões do Capital Psicológico (Autoeficácia, Esperança, Otimismo e Resiliência). A amostra pesquisada foi composta por 235 trabalhadores que atuam no segmento da saúde, no Rio Grande do Sul/BR. Na etapa quantitativa foram utilizados os instrumentos PCQ -24 e o MWMS, respondidos por funcionários ativos da área administrativa e assistencial, em hospitais e clínicas médicas. Na etapa qualitativa foram realizadas entrevistas abertas com cinco pessoas que participaram da amostra quantitativa. Os procedimentos metodológicos utilizados foram Análise Fatorial, ANOVA e Matriz de Correlação para a abordagem quantitativa e Análise de Conteúdo na abordagem qualitativa. Dentre os resultados encontrados, destaca-se que há uma correlação negativa entre o Capital Psicológico e a Desmotivação bem como uma correlação positiva entre as dimensões deste Capital Psicológico e Motivação Intrínseca. Considerando a motivação como um continuum entre Motivação Extrínseca e Motivação Intrínseca, observou-se que quanto maior o nível de Capital Psicológico nos indivíduos mais os resultados aproximavam-se dos níveis de motivação do tipo Intrínseca. Os resultados estatísticos sugerem que os profissionais que atuam na assistência possuem maiores níveis de Motivação para o trabalho e Capital Psicológico do que os da área administrativa. Da mesma forma, pessoas com nível de graduação completa apresentaram níveis elevados de Motivação e Capital Psicológico quando comparados aos indivíduos sem escolaridade concluída. Na pesquisa qualitativa constatou-se que a ação reflexiva desencadeada pela participação na etapa quantitativa deste estudo resultou em quatro ideias principais: a autorreflexão sobre o trabalho, a falta de foco no aspecto humano, a cisão entre tarefa e pessoas e a motivação para o desempenho das atividades laborais. Estas ‘ideias principais’ foram discutidas através das abordagens teóricas que deram suporte a esta pesquisa.
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The Psychological Capital and the theory of self-determination, through the study of motivation for the job are related areas will research of human behavior in organizations. Both approaches propose measuring instruments to check the influence of subjective factors in human performance in companies. Based on these two theoretical approaches, empirical research was carried out quantitative and qualitative in order to check whether there is a relationship between Demotivation, Extrinsic Motivation Intrinsic Motivation and with the dimensions of Psychological Capital (Self-efficacy, hope, optimism and resilience). The study sample consisted of 235 workers in the health sector, in Rio Grande do Sul / BR. In the quantitative stage was used the PCQ -24 instruments and MWMS in active employees of administrative and healthcare area, in hospitals and medical clinics. In the qualitative phase were conducted open interviews with five people who participated in the quantitative sample. The methodological procedures used were factor analysis, ANOVA and Correlation Matrix for quantitative and content analysis approach in the qualitative approach. Among the findings highlight that there is a negative correlation between Psychological Capital and Demotivation well as a positive correlation between the dimensions of Psychological Capital and Motivation Intrinsic. Considering the motivation as a continuum between Motivation Extrinsic and Intrinsic Motivation, it was observed that the higher the level of Psychological Capital in individuals over the results closer to the type of Intrinsic Motivation levels. Statistical results suggest that professionals working in care have higher motivation levels to work and Psychological Capital of the administration area. Similarly people with full grade level showed high levels of motivation and Psychological Capital compared to individuals without complete schooling. In qualitative research it was found that the reflex action triggered by participation in the quantitative stage of the study resulted in four main ideas; and self-reflection on the work, the lack of focus on human, the split between task and people and the motivation for the performance of work activities. These 'key ideas' were discussed by theoretical approaches that have supported this research.

AbstractStrategies implemented by Jhpiego nationally and in 15 states of India to respond to the COVID- 19 emergency and to counter the devastating impact of the pandemic are discussed. By the time the nationwide lockdown was imposed in March, 2020, Jhpiego’s COVID-19 response strategy was in action. This strategy included strengthening the capacity of the health workforce, supporting the national and the state governments, and ensuring the continuation of essential health services including reproductive health services.Jhpiego mounted a swift multi-sectoral and multi-pronged program to provide technical support for enhancing the preparedness of the healthcare system across 15 states. Training and monitoring activities were conducted using virtual platforms. A decentralized approach was employed to co-design with the community local solutions for health problems. The thrust was on developing community-centered, community-owned, and community-driven programs. Digital technology, including tele-medicine and other innovative solutions, played a key part in these efforts. The program provided technical assistance for building a resilient healthcare system by strengthening governance mechanisms and facility-based preparedness, piloting an integrated disease surveillance system, enhancing the use of data to guide evidence-based decision-making, re-designing public health facilities, and setting-up rapid response teams which could be quickly mobilized to respond to crises.

Employees of Small- and Medium-Sized Enterprises (SMEs) are exposed to higher risks than the employees of larger ones, and SMEs have difficulties in controlling risk. Many countries have noticed the potential of the SMEs, and they judge employment and economic growth to a great extent based on these enterprises. The studies regarding this subject have increased during the last decade, parallel to the political and economic interests in occupational health and safety in SMEs. The objective of this chapter is to reveal general conclusions on effective approaches to prevent occupational diseases and injuries in SMEs and to gain information related to employment, welfare and health facilities, health education, legislation, occupational health, and safety management as a part of integrated management systems and other safety activities. The chapter also aims to facilitate developing an informative perspective about Occupational Health and Safety Management Systems (OHSMS) in SMEs by emphasizing the drivers, benefits, and barriers of SMEs trying to adopt these systems.

The article aims to examine the relationship between the human resource practices and employees' turnover intention in United Arab Emirates health care sector. This quantitative study utilized a structure equation model (SEM) technique with Analysis of Moment Structures (AMOS) 18 software package to analyze data and to investigate the impact of human resources practices on employees' turnover intention in United Arab Emirates health care services. Results of the study showed that human resources (HRM) practices in health care sector (recruitment and selection, performance appraisal, compensation, and career development) have significant relationship with turnover intention. However, this research was limited to the Public Health Care Sector in UAE and it is recommended to include Private health care sector. Moreover, inclusion of health care workers from different emirates such as Dubai and Sharjah will be needed in future researches. Health care facilities management should have a closer look at the significant human resource practices as an initiative to restructure HRM practices, policies, procedures to increase staff satisfaction, reduce employees' turnover intention and retain its valuable health care professionals. This article is among the first and most exhaustive ones carried out in health care sector in UAE. It explores the relationship between the human resource management practices and the employees' turnover intentions.

Seafaring, work in the offshore energy sector, and commercial diving share a number of common features that are relevant to the assessment of fitness to work. Physically and mentally demanding tasks, many of which are considered safety critical, are performed, often in an unforgiving environment. Workplaces are commonly remote from onshore health and emergency services, necessitating the provision of emergency medical and incident (including fire) response on site. Employees must be trained and physically and mentally capable of performing these rare but demanding roles. The risks from a serious injury or illness are raised by the lack of full medical care facilities.

This series provides a selection of articles from the past. In Fifty years ago: ‘Occupational health: An employer’s view’ R. Viner briefly explores the need for healthier working conditions, such as reduced employee populations and proximity of medical facilities.

In the present competitive business environment, it is essential for the management of any organization to precisely manage the welfare services to be provided for their employees. An organization is certainly a place where employees' and employers try to get the maximum from each other. Both, there can be lot more if and when they work together as partners in an organization, and if they have compassion of understanding of each other problems, which is the basic problem in employee welfare. The extreme logic in the wake of providing welfare services is to create proficient, healthy, loyal and satisfied labour force for an organization. The aim of the chapter is to articulate the welfare services administered by the organizations to the employees and their effect on the employees' efficacy and work life. It also examines the various principles and theories of welfare along with measures to improve welfare facilities in the organizations.

In the present competitive business environment, it is essential for the management of any organization to precisely manage the welfare services to be provided for their employees. An organization is certainly a place where employees' and employers try to get the maximum from each other. Both, there can be lot more if and when they work together as partners in an organization, and if they have compassion of understanding of each other problems, which is the basic problem in employee welfare. The extreme logic in the wake of providing welfare services is to create proficient, healthy, loyal and satisfied labour force for an organization. The aim of the chapter is to articulate the welfare services administered by the organizations to the employees and their effect on the employees' efficacy and work life. It also examines the various principles and theories of welfare along with measures to improve welfare facilities in the organizations.

With the transition of countries from financing healthcare through government revenue, general taxation, and out-of-pocket to Social Health Insurance in order to ensure the achievement of Universal Health coverage, the global health research community has made very important efforts to advance knowledge about the effects of various health schemes. Although there is a large amount of literature about the effects of various payment mechanisms, usually it does not focus on the effects of capitation payment to the healthcare facilities. To fill this knowledge gap, this study assessed the effects of National Insurance Scheme (NHIS) capitation payment on revenue generation, expenditures, utilization of funds, and enrollees’ satisfaction with healthcare facilities in Yobe State, Nigeria. The framework of this study is system theory. The study employed a survey method to obtain both quantitative and qualitative data. Structured questionnaires were applied and key informant interviews were conducted. The study revealed that the capitation payment mechanism to the healthcare facilities impacted positively on the NHIS, providers, and the enrollees. Specifically, the study revealed that capitation increased the revenue of healthcare facilities, increased quality of services, improved provision of drugs and consumables as well as ameliorated the maintenance of infrastructures. Generally, capitation payment mechanism was found to increase competition between healthcare facilities and reduced the out-of-pocket expenses for healthcare by the enrollees. The study recommends proper monitoring and evaluation of the way capitation payments are made by the Health Maintenance Organizations to the healthcare providers. Also, National Health Insurance Scheme should ensure regular payment of capitation by HMO to facilities to avoid unnecessary delay of payment and finally, the capitation amount should be reviewed on regular basis by the National Health Insurance Scheme so that healthcare facilities would be funded adequately to provide qualitative services to the enrollees.

Abstract: The relationship between the level of health of an employee and his professional reliability is currently obvious and does not require additional evidence. The implementation of measures aimed at reducing the risks of developing emergency situations due to the human factor at nuclear energy use facilities is an important element of the radiation protection system. In order to achieve the above-mentioned goals, in accordance with Federal Law № 170-FZ of 21.11.1995, the performance of certain types of work in the field of nuclear energy use requires special permits from Rostechnadzor. A prerequisite for obtaining such a permit for a specialist is the absence of psychophysiological contraindications based on the results of a psychophysiological examination. This study analyzes the results of psychophysiological examinations of employees of nuclear energy use facilities conducted by specialists of the SRC-FMBC in 2020.

The goal: to establish the features of morbidity with temporary disability among of ship repair enterprise (using the example of JSC «Shiprepairing Center «Zvyozdochka») employees of various professional groups. Research methods: based on medical and statistical data, the analysis of indicators of morbidity with temporary disability structure and dynamics, as well as their comparative assessment in various professional groups of employees of the enterprise, were carried out. Results: the morbidity among the company's employees is not stable and tends to increase. Nosological forms: «respiratory diseases», «diseases of the musculoskeletal system and connective tissue», «injuries, poisoning and some other consequences of external causes» are dominant in the structure of cases and days of disability for five-year period. Statistically significant differences of indicators between the professional groups of employees of the enterprise are established. Conclusion: The professional activity of ship repair enterprises employees under exposure of harmful and (or) hazardous occupational factors is accompanied by increase morbidity with temporary disability tend to grow, most expressed among specialists directly engaged in technological operations for marine equipment nuclear facilities repair.

Introduction: Heart disease has been the leading cause of death in the world for the past 20 years. The main pathogenetic mechanism leading to the development of coronary disease and fatal complications is atherosclerosis. The goal of study is to assess cardiovascular risks in workers operating and maintaining communication facilities based on wired and wireless technologies. Materials and methods: 50 employees operating in the field of communications based on wired and wireless technologies health state survey was carried out. Lipid metabolism parameters were assessed, the risks of cardiovascular complications were calculated by SCORE and ASCORE scales, and «Vascular age» was determined. Results: High cardiovascular risk was detected in 40% of examined patients. Elevated values of atherogenic index were already observed in middle-aged people (45-60years). Assessment of SCORE and ASCORE scales revealed a high risk of cardiovascular complications development in middle-aged and elderly people. An excess of vascular age compared to real one in 45-60 years and 61-74 years by an average of 7 (p<0.001) and 5 (p=0.026) years, respectively, was established. Conclusion: The most pronounced changes were found in people of working age (45-60 years). Thus, it is necessary to develop preventive measures aimed to cardio screening with of early signs of health disorders detection, to prevent the development of cardiovascular complications and groups at increased risk of diseases formation.

Abstract. Introduction. The organization of medical care for employees of remote industrial enterprises (remote healthcare) is an extremely important task and an urgent problem in the healthcare system as a whole. The correct organization and evidence-based approaches in the remote healthcare system will save the labor force, which forms the basis of the economic development of any country. Purpose: to evaluate the system of organizing medical care for employees of remote industrial facilities based on the analysis of the results of periodic medical examinations and medical evacuations. Research methods. The analysis of the results of periodic medical examination of a large mining enterprise in the period 2018-2021 was carried out. , and also analyzed the results of medical evacuations from industrial facilities in the period 2018-2020. (154 objects from 14 regions of the country). Taking into account the fact that the bulk of workers in remote industrial facilities are men employed in the main profile of the enterprise, women were excluded from the analysis. Results. According to the results of medical examinations, 18.6% were recognized as completely healthy in 2018, 6.6% in 2019, and 12.6% of workers in remote industrial facilities in 2021. The rest had one or another pathology. The structure of workers' diseases revealed during medical examinations was analyzed in accordance with ICD-10. In the structure of the morbidity of workers at remote industrial facilities, the first three places in descending order of rank are occupied by diseases of the digestive system, diseases of the eyes and adnexa, diseases of the nervous system (in 2018 -38.2%, 35.3%, 22%; in 2019 - 53.1%, 45.3%, 19.5%; in 2021 - 44%, 34.1% 15.8%, respectively). In addition, in 2021, the prevalence of risk factors in men and women was analyzed, the contribution of each of the factors was revealed (physical - 26.5%, smoking - 26%, alcohol - 11.1%). The number of medical evacuations was: 2,390 planned (61.5%) and 1,493 emergency (38.4%). In the structure of all evacuations of personnel of remote industrial facilities, BSK was in the lead, followed by injuries and poisoning, diseases of the digestive system and diseases of the respiratory system. The main reason for emergency evacuations was injuries and poisoning, 2nd and 3rd places were taken by BSK and diseases of the digestive system, respectively. In the group of workers under 39 years of age, the first three positions were occupied by injuries and poisoning, diseases of the digestive system and BSC, and in the group of older age intervals, BSC significantly prevailed, the second place was taken by injuries and poisoning, and the third - diseases of the digestive system. Conclusion. The results of the study and data analysis made it possible to identify the key components (human, informational, financial, educational, material resources) of remote health care and confirmed the importance and necessity of developing a unified concept of maintaining the health of personnel at industrial facilities located in hard-to-reach areas.

ABSTRACT Background: A hospital is a facility to provide a health service which is primarily give access to curative health. The demands of the public for better services is a need that must be met by government agencies that provide health services. This study aimed to observe the implementation of public service in general hospital of Sukabumi City West Java. Subjects and Method: This study used a qualitative method using a frame of mind from Edward III’s Policy Theory. The data were conducted by enrolled a tot al of 16 informants. Data were collected through in-depth interviews, observation, and review of documents related to public services at general hospital of Sukabumi city. The data were analyzed descriptively. Results: In this study, the implementation of public services at the general hospital of Sukabumi City had been running well but was not optimal and required improvement in several aspects. There is a need of regular meetings to discuss the implementation of public services, monitoring and evaluation by the board of directors, communication training for hospital staff, especially employees who deal directly with patients and / or patients’ families, repair, improvement of public facilities at the Sukabumi City Hospital, and there should be a special department to coordinate the implementation of public services. Conclusion: The implementation of public services at the general hospital of Sukabumi City has been running well. The optimalization and improvement are needed for this hospital. Keywords: implementation, public service, hospital Correspondence: Ni Putu Juwanita Dewi. RSUD R. Syamsudin, SH General Hospital, Sukabumi, Law College of Pasundan, Sukabumi, 43313, West Java, Indonesia. Email: happynitadewi@gmail.com. Mobile Phone: +62817438713 DOI: https://doi.org/10.26911/the7thicph.04.08

Ex-Servicemen Contributory Health Scheme(ECHS) is similar to the Central Government Health Scheme(CGHS), meant for meeting the medical requirements of the retired uniformed Defence personnel from the Army, Navy, and Air Force. The scheme covers 67 Lakhs of the retired people as of now. The management of the scheme is controlled by Central Organization (Cent Org) at the apex, Regional Centres (RCs), and the Polyclinics as the service providers. The medical cover is provided by the Services medical facilities, empaneled civil facilities, and the Polyclinics. The study is to research the ergonomics in Human Resource Management in the functioning of Polyclinics, which has a direct bearing on cliental satisfaction. The Cent Org and RCs are to be managed by an active Defence population, an in-service arrangement, and the Polyclinics by the contractual employees. The allocation of vacancies for different types of Polyclinics, categorized based on the registered beneficiaries in the demarcated geographical area of responsibility, was done on an ad-hoc basis in the year 2003 when this was formed. It is felt that the delay in the revision of cadre vacancies of the ECHS is badly affecting the performance, especially in the level of satisfaction of the clientele. The need for support staff is also very essential. The study is planned to be carried out by way of conducting surveys. It will be a mixed method of research. The expected results are an improved satisfaction of the whole ambit of the treatment protocol in the ECHS Polyclinics; by augmenting certain critical staff, especially the non-medical category, at various departments. In addition, some of the HRM aspects in the total management of the scheme will also be studied. By augmenting the Human Resources at key places and by introducing certain good HRM practices, the satisfaction level of the clientele in Polyclinic can be enhanced. Keywords: Ex-servicemen, Polyclinic, treatment, Defense, Medical

Abstract Oil & gas industry player have always been big investors in advancement of technology, especially in the direction of extracting additional petroleum to address the production decline. In the spirit of automation, PETRONAS has various automated technical workflows that tackles different types of challenges and purposes. The operational, technical and engineering aspects of increasing production and effectiveness of execution are built upon these processes related to automation of data sources as well as systems integration. With the recent challenge that forced the employees to work remotely, it is now more important than ever to ensure that the Digital Fields (DF) solution can cater for more information and to transform the way of working. Linking distant teams to work together on the same platform to resolve production related issues, centralized monitoring and diagnostics is key to this transformation. Workflows can enable organizational vision since having the right type of information available in a visualization environment that provides actionable insights to the right "persona" across different domains and teams accelerates production increases and decreases the production decline at brown fields. The success of this is linked with working together with the Reservoir, Wells and Facilities Management (RWFM) team to ensure the critical information are captured. The improved synergy between offshore and onshore staff due to the shared operations visualization supports further analysis and decision making irrespective of their location. Providing the "persona" with the relevant production and other related data in a modern analytical platform allows them to concentrate on production optimization rather than the data gathering aspect of the traditional method. PETRONAS has considerable experience in developing automated digital oilfield workflow solutions and extending Digital Fields capabilities with greater coverage of other systems such as Health, Safety, and Environment (HSE) and topside facility management is part of the current and future roadmap. In this paper, we will describe the journey taken by PETRONAS Upstream Digital in extending the Digital Fields capability, and how the effort in digital transformation has helped in unlocking greater value in the daily operation.

Attention to safety and health are of ever-increasing priority to industrial organizations. Good Safety is demanded by stockholders, employees, and the community while increasing injury costs provide additional motivation for safety and health excellence. Safety has always been a strong corporate value of DuPont and a vital part of its culture. As a result, DuPont has become a benchmark in safety and health performance. Since 1990, DuPont has re-engineered itself to meet global competition and address future vision. In the new re-engineered organizational structures, DuPont has also had to re-engineer its safety management systems. A special Discovery Team was chartered by DuPont senior management to determine the “best practices’ for safety and health being used in DuPont best-performing sites. A summary of the findings is presented, and five of the practices are discussed. Excellence in safety and health management is more important today than ever. Public awareness, federal and state regulations, and enlightened management have resulted in a widespread conviction that all employees have the right to work in an environment that will not adversely affect their safety and health. In DuPont, we believe that excellence in safety and health is necessary to achieve global competitiveness, maintain employee loyalty, and be an accepted member of the communities in which we make, handle, use, and transport products. Safety can also be the “catalyst” to achieving excellence in other important business parameters. The organizational and communication skills developed by management, individuals, and teams in safety can be directly applied to other company initiatives. As we look into the 21st Century, we must also recognize that new organizational structures (flatter with empowered teams) will require new safety management techniques and systems in order to maintain continuous improvement in safety performance. Injury costs, which have risen dramatically in the past twenty years, provide another incentive for safety and health excellence. Shown in the Figure 1, injury costs have increased even after correcting for inflation. Many companies have found these costs to be an “invisible drain” on earnings and profitability. In some organizations, significant initiatives have been launched to better manage the workers’ compensation systems. We have found that the ultimate solution is to prevent injuries and incidents before they occur. A globally-respected company, DuPont is regarded as a well-managed, extremely ethical firm that is the benchmark in industrial safety performance. Like many other companies, DuPont has re-engineered itself and downsized its operations since 1985. Through these changes, we have maintained dedication to our principles and developed new techniques to manage in these organizational environments. As a diversified company, our operations involve chemical process facilities, production line operations, field activities, and sales and distribution of materials. Our customer base is almost entirely industrial and yet we still maintain a high level of consumer awareness and positive perception. The DuPont concern for safety dates back to the early 1800s and the first days of the company. In 1802 E.I. DuPont, a Frenchman, began manufacturing quality grade explosives to fill America’s growing need to build roads, clear fields, increase mining output, and protect its recently won independence. Because explosives production is such a hazardous industry, DuPont recognized and accepted the need for an effective safety effort. The building walls of the first powder mill near Wilmington, Delaware, were built three stones thick on three sides. The back remained open to the Brandywine River to direct any explosive forces away from other buildings and employees. To set the safety example, DuPont also built his home and the homes of his managers next to the powder yard. An effective safety program was a necessity. It represented the first defense against instant corporate liquidation. Safety needs more than a well-designed plant, however. In 1811, work rules were posted in the mill to guide employee work habits. Though not nearly as sophisticated as the safety standards of today, they did introduce an important basic concept — that safety must be a line management responsibility. Later, DuPont introduced an employee health program and hired a company doctor. An early step taken in 1912 was the keeping of safety statistics, approximately 60 years before the federal requirement to do so. We had a visible measure of our safety performance and were determined that we were going to improve it. When the nation entered World War I, the DuPont Company supplied 40 percent of the explosives used by the Allied Forces, more than 1.5 billion pounds. To accomplish this task, over 30,000 new employees were hired and trained to build and operate many plants. Among these facilities was the largest smokeless powder plant the world had ever seen. The new plant was producing granulated powder in a record 116 days after ground breaking. The trends on the safety performance chart reflect the problems that a large new work force can pose until the employees fully accept the company’s safety philosophy. The first arrow reflects the World War I scale-up, and the second arrow represents rapid diversification into new businesses during the 1920s. These instances of significant deterioration in safety performance reinforced DuPont’s commitment to reduce the unsafe acts that were causing 96 percent of our injuries. Only 4 percent of injuries result from unsafe conditions or equipment — the remainder result from the unsafe acts of people. This is an important concept if we are to focus our attention on reducing injuries and incidents within the work environment. World War II brought on a similar set of demands. The story was similar to World War I but the numbers were even more astonishing: one billion dollars in capital expenditures, 54 new plants, 75,000 additional employees, and 4.5 billion pounds of explosives produced — 20 percent of the volume used by the Allied Forces. Yet, the performance during the war years showed no significant deviation from the pre-war years. In 1941, the DuPont Company was 10 times safer than all industry and 9 times safer than the Chemical Industry. Management and the line organization were finally working as they should to control the real causes of injuries. Today, DuPont is about 50 times safer than US industrial safety performance averages. Comparing performance to other industries, it is interesting to note that seemingly “hazard-free” industries seem to have extraordinarily high injury rates. This is because, as DuPont has found out, performance is a function of injury prevention and safety management systems, not hazard exposure. Our success in safety results from a sound safety management philosophy. Each of the 125 DuPont facilities is responsible for its own safety program, progress, and performance. However, management at each of these facilities approaches safety from the same fundamental and sound philosophy. This philosophy can be expressed in eleven straightforward principles. The first principle is that all injuries can be prevented. That statement may seem a bit optimistic. In fact, we believe that this is a realistic goal and not just a theoretical objective. Our safety performance proves that the objective is achievable. We have plants with over 2,000 employees that have operated for over 10 years without a lost time injury. As injuries and incidents are investigated, we can always identify actions that could have prevented that incident. If we manage safety in a proactive — rather than reactive — manner, we will eliminate injuries by reducing the acts and conditions that cause them. The second principle is that management, which includes all levels through first-line supervisors, is responsible and accountable for preventing injuries. Only when senior management exerts sustained and consistent leadership in establishing safety goals, demanding accountability for safety performance and providing the necessary resources, can a safety program be effective in an industrial environment. The third principle states that, while recognizing management responsibility, it takes the combined energy of the entire organization to reach sustained, continuous improvement in safety and health performance. Creating an environment in which employees feel ownership for the safety effort and make significant contributions is an essential task for management, and one that needs deliberate and ongoing attention. The fourth principle is a corollary to the first principle that all injuries are preventable. It holds that all operating exposures that may result in injuries or illnesses can be controlled. No matter what the exposure, an effective safeguard can be provided. It is preferable, of course, to eliminate sources of danger, but when this is not reasonable or practical, supervision must specify measures such as special training, safety devices, and protective clothing. Our fifth safety principle states that safety is a condition of employment. Conscientious assumption of safety responsibility is required from all employees from their first day on the job. Each employee must be convinced that he or she has a responsibility for working safely. The sixth safety principle: Employees must be trained to work safely. We have found that an awareness for safety does not come naturally and that people have to be trained to work safely. With effective training programs to teach, motivate, and sustain safety knowledge, all injuries and illnesses can be eliminated. Our seventh principle holds that management must audit performance on the workplace to assess safety program success. Comprehensive inspections of both facilities and programs not only confirm their effectiveness in achieving the desired performance, but also detect specific problems and help to identify weaknesses in the safety effort. The Company’s eighth principle states that all deficiencies must be corrected promptly. Without prompt action, risk of injuries will increase and, even more important, the credibility of management’s safety efforts will suffer. Our ninth principle is a statement that off-the-job safety is an important part of the overall safety effort. We do not expect nor want employees to “turn safety on” as they come to work and “turn it off” when they go home. The company safety culture truly becomes of the individual employee’s way of thinking. The tenth principle recognizes that it’s good business to prevent injuries. Injuries cost money. However, hidden or indirect costs usually exceed the direct cost. Our last principle is the most important. Safety must be integrated as core business and personal value. There are two reasons for this. First, we’ve learned from almost 200 years of experience that 96 percent of safety incidents are directly caused by the action of people, not by faulty equipment or inadequate safety standards. But conversely, it is our people who provide the solutions to our safety problems. They are the one essential ingredient in the recipe for a safe workplace. Intelligent, trained, and motivated employees are any company’s greatest resource. Our success in safety depends upon the men and women in our plants following procedures, participating actively in training, and identifying and alerting each other and management to potential hazards. By demonstrating a real concern for each employee, management helps establish a mutual respect, and the foundation is laid for a solid safety program. This, of course, is also the foundation for good employee relations. An important lesson learned in DuPont is that the majority of injuries are caused by unsafe acts and at-risk behaviors rather than unsafe equipment or conditions. In fact, in several DuPont studies it was estimated that 96 percent of injuries are caused by unsafe acts. This was particularly revealing when considering safety audits — if audits were only focused on conditions, at best we could only prevent four percent of our injuries. By establishing management systems for safety auditing that focus on people, including audit training, techniques, and plans, all incidents are preventable. Of course, employee contribution and involvement in auditing leads to sustainability through stakeholdership in the system. Management safety audits help to make manage the “behavioral balance.” Every job and task performed at a site can do be done at-risk or safely. The essence of a good safety system ensures that safe behavior is the accepted norm amongst employees, and that it is the expected and respected way of doing things. Shifting employees norms contributes mightily to changing culture. The management safety audit provides a way to quantify these norms. DuPont safety performance has continued to improve since we began keeping records in 1911 until about 1990. In the 1990–1994 time frame, performance deteriorated as shown in the chart that follows: This increase in injuries caused great concern to senior DuPont management as well as employees. It occurred while the corporation was undergoing changes in organization. In order to sustain our technological, competitive, and business leadership positions, DuPont began re-engineering itself beginning in about 1990. New streamlined organizational structures and collaborative work processes eliminated many positions and levels of management and supervision. The total employment of the company was reduced about 25 percent during these four years. In our traditional hierarchical organization structures, every level of supervision and management knew exactly what they were expected to do with safety, and all had important roles. As many of these levels were eliminated, new systems needed to be identified for these new organizations. In early 1995, Edgar S. Woolard, DuPont Chairman, chartered a Corporate Discovery Team to look for processes that will put DuPont on a consistent path toward a goal of zero injuries and occupational illnesses. The cross-functional team used a mode of “discovery through learning” from as many DuPont employees and sites around the world. The Discovery Team fostered the rapid sharing and leveraging of “best practices” and innovative approaches being pursued at DuPont’s plants, field sites, laboratories, and office locations. In short, the team examined the company’s current state, described the future state, identified barriers between the two, and recommended key ways to overcome these barriers. After reporting back to executive management in April, 1995, the Discovery Team was realigned to help organizations implement their recommendations. The Discovery Team reconfirmed key values in DuPont — in short, that all injuries, incidents, and occupational illnesses are preventable and that safety is a source of competitive advantage. As such, the steps taken to improve safety performance also improve overall competitiveness. Senior management made this belief clear: “We will strengthen our business by making safety excellence an integral part of all business activities.” One of the key findings of the Discovery Team was the identification of the best practices used within the company, which are listed below: ▪ Felt Leadership – Management Commitment ▪ Business Integration ▪ Responsibility and Accountability ▪ Individual/Team Involvement and Influence ▪ Contractor Safety ▪ Metrics and Measurements ▪ Communications ▪ Rewards and Recognition ▪ Caring Interdependent Culture; Team-Based Work Process and Systems ▪ Performance Standards and Operating Discipline ▪ Training/Capability ▪ Technology ▪ Safety and Health Resources ▪ Management and Team Audits ▪ Deviation Investigation ▪ Risk Management and Emergency Response ▪ Process Safety ▪ Off-the-Job Safety and Health Education Attention to each of these best practices is essential to achieve sustained improvements in safety and health. The Discovery Implementation in conjunction with DuPont Safety and Environmental Management Services has developed a Safety Self-Assessment around these systems. In this presentation, we will discuss a few of these practices and learn what they mean. Paper published with permission.

The oil and gas pipeline companies in China are facing unprecedented opportunities and challenges because of China’s increasing demand for oil and gas energy that is attributed to rapid economic and social development. Limitation of land resource and the fast urbanization lead to a determinate result that many pipelines have to go through or be adjacent to highly populated areas such as cities or towns. The increasing Chinese government regulation, and public concerns about industrial safety and environmental protection push the pipeline companies to enhance the safety, health and environmental protection management. In recent years, PetroChina Pipeline Company (PPC) pays a lot of attention and effort to improve employees and public safety around the pipeline facilities. A comprehensive, integrated HSE management system is continuously improved and effectively implemented in PPC. PPC conducts hazard identification, risk assessment, risk control and mitigation, risk monitoring. For the oil and gas stations in highly populated area or with numerous employees, PPC carries out quantitative risk assessment (QRA) to evaluate and manage the population risk. To make the assessment, “Guidelines for quantitative risk assessments” (purple book) published by Committee for the Prevention of Disasters of Netherlands is used along with a software package. The basic principles, process, and methods of QRA technology are introduced in this article. The process is to identify the station hazards, determinate the failure scenarios of the facilities, estimate the possibilities of leakage failures, calculate the consequences of failures and damages to population, demonstrate the individual risk and social risk, and evaluate whether the risk is acceptable. The process may involve the mathematical modeling of fluid and gas spill, dispersion, fire and explosion. One QRA case in an oil pipeline station is described in this article to illustrate the application process and discuss several key issues in the assessment. Using QRA technique, about 20 stations have been evaluated in PPC. On the basis of the results, managers have taken prevention and mitigation plans to control the risk. QRAs in the pipeline station can provide a quantitative basis and valuable reference for the company’s decision-making and land use planning. Also, QRA can play a role to make a better relationship between the pipeline companies and the local regulator and public. Finally, this article delivers limitations of QRA in Chinese pipeline stations and discusses issues of the solutions.

The Frontiers in Reproductive Health program, a USAID-funded project of the Population Council is conducting an operations research (OR) study that investigates the effects of male participation in a new model of maternity care that is gender sensitive and provided at the primary-care level. The immediate objectives are to increase the use of family planning methods in the postpartum period and to promote STI primary preventive practices in men and women. The three-year study called Men in Maternity (MiM) is being conducted in South Africa and India. In India, the project is collaborating with the Employees State Insurance Corporation (ESIC). The MiM intervention is facilitating the inclusion of men in their wives' antenatal and postpartum care with couple and individual counseling during pregnancy and at six weeks postpartum. The data presented in this update derives from a detailed Preliminary Findings Report. Interviews, conducted from November 2000 to November 2001, took place in all cases only after consent was first given by the women.