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Journal articles on the topic 'Workforce'

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Author: Grafiati

Published: 4 June 2021

Last updated: 1 August 2024

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1

Khor, Soo-Cheen, Wai-Yew Tiang, Olanrewaju Ashola Abdullatef, and Soon-Han Wai. "Evaluate Workforce Perspective in Industrialised Building System." Asian Journal of Environment-Behaviour Studies 6, no. 19 (August 31, 2021): 15–26. http://dx.doi.org/10.21834/ajebs.v6i19.390.

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The workforce is essential in the construction sector for the Industrialised Building System (IBS). Previous researchers often obtain data and opinions from the perspective of construction professionals and often neglect the labour workforce opinion. The research is to study the perspective of IBS by evaluating workforce performances factors to improve IBS performance amongst the workforces. The data collection amounts 60 targeted respondents. This study found a strong correlation between motivation, education, and workforce skill level, affecting productivity in implementing IBS. Eventually, the resolution proposes an improvement of the workforce's monetary incentive and academic level. Keywords: Workforce; Industrialised Building System (IBS); Construction Industry; Malaysia eISSN 2514-751X ©2021. The Authors. Published for AMER ABRA cE-Bs by e-International Publishing House, Ltd., UK. This is an open access article under the CC BY-NC-ND license (http://creativecommons.org/licenses/by-nc-nd/4.0/). Peer–review under responsibility of AMER (Association of Malaysian Environment-Behaviour Researchers), ABRA (Association of Behavioural Researchers on Asians) and cE-Bs (Centre for Environment-Behaviour Studies), Faculty of Architecture, Planning & Surveying, Universiti Teknologi MARA, Malaysia. DOI: https://doi.org/10.21834/ajebs.v6i19.390

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2

Rees, Gareth H., Rosemary James, Levan Samadashvili, and Cris Scotter. "Are Sustainable Health Workforces Possible? Issues and a Possible Remedy." Sustainability 15, no. 4 (February 15, 2023): 3596. http://dx.doi.org/10.3390/su15043596.

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The 2020–2022 period of the global COVID-19 pandemic exposed the fact that many countries health systems had inadequate health workforce availability. This is despite sustainable health workforces being critical to health service and healthcare delivery, an acknowledgement that drove the significant investment and focus on health workforce development over the previous two decades. As such, this review article discusses health workforce governance and planning, notes its weaknesses, and identifies some of the barriers to the implementation of health workforce policy making and planning and the achievement of sustainable health workforces. Important is the recognition that health workforce planning is long-term in nature, while health workforce decision-making processes are dominated by political processes that have much shorter time frames. The article concludes by offering the approach of backcasting to overcome this dichotomy.

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3

Haughton, Betsy, and Alexa George. "The Public Health Nutrition workforce and its future challenges: the US experience." Public Health Nutrition 11, no. 8 (August 2008): 782–91. http://dx.doi.org/10.1017/s1368980008001821.

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AbstractObjectivesTo describe the US public health nutrition workforce and its future social, biological and fiscal challenges.DesignLiterature review primarily for the four workforce surveys conducted since 1985 by the Association of State and Territorial Public Health Nutrition Directors.SettingThe United States.SubjectsNutrition personnel working in governmental health agencies. The 1985 and 1987 subjects were personnel in full-time budgeted positions employed in governmental health agencies providing predominantly population-based services. In 1994 and 1999 subjects were both full-time and part-time, employed in or funded by governmental health agencies, and provided both direct-care and population-based services.ResultsThe workforce primarily focuses on direct-care services for pregnant and breast-feeding women, infants and children. The US Department of Agriculture funds 81·7 % of full-time equivalent positions, primarily through the WIC Program (Special Supplemental Nutrition Program for Women, Infants, and Children). Of those personnel working in WIC, 45 % have at least 10 years of experience compared to over 65 % of the non-WIC workforce. Continuing education needs of the WIC and non-WIC workforces differ. The workforce is increasingly more racially/ethnically diverse and with 18·2 % speaking Spanish as a second language.ConclusionsThe future workforce will need to focus on increasing its diversity and cultural competence, and likely will need to address retirement within leadership positions. Little is known about the workforce’s capacity to address the needs of the elderly, emergency preparedness and behavioural interventions. Fiscal challenges will require evidence-based practice demonstrating both costs and impact. Little is known about the broader public health nutrition workforce beyond governmental health agencies.

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4

Madine, Ken, and Ben Smith. "WorkForce and your workforce." Emergency Nurse 13, no. 5 (September 2005): 10–11. http://dx.doi.org/10.7748/en.13.5.10.s13.

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5

Abbasi, Kamran. "Workforce, workforce, workforce: a wellbeing crisis without resolution." Journal of the Royal Society of Medicine 115, no. 6 (May 26, 2022): 203. http://dx.doi.org/10.1177/01410768221103013.

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6

JOSHUA Deji, Abiodun. "Influence of leadership approaches on workforce performance at forestry research institute of Nigeria." Kampala International University Interdisciplinary Journal of Humanities and Social Sciences 4, no. 1 (April 29, 2023): 322–30. http://dx.doi.org/10.59568/kijhus-2023-4-1-20.

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The study examined the influence of leadership approaches on workforce performance at the Forestry Research Institute of Nigeria. A multi-staged procedure was used in selecting 160 workforces in the organization. Descriptive statistics and Pearson product-moment correlation coefficient were used in analysing the data collected. Results showed that the exhibited organizational leadership approaches were democratic (5.08), transformational (4.73), autocratic (4.41) and laisse-faire (3.87) while the workforces in the organization had a very good level of workforce performance (5.62). The organizational leadership approaches exhibited (r = 0.34; p≤0.05) had a positive and significant relationship with workforce performance. The study concluded that the management of the institution endeavour to stimulate the exhibition of these leadership approaches to enhance the managerial influences, workforce performance and the achieving organizational objectives success.

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7

Araghi, A. S. "Dental workforce: Dental workforce future." British Dental Journal 226, no. 3 (February 2019): 162–63. http://dx.doi.org/10.1038/sj.bdj.2019.144.

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8

Breu, Karin, Christopher J. Hemingway, Mark Strathern, and David Bridger. "Workforce Agility: The New Employee Strategy for the Knowledge Economy." Journal of Information Technology 17, no. 1 (March 2002): 21–31. http://dx.doi.org/10.1080/02683960110132070.

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The notion of the agile workforce has been discussed as central to creating the agile organization, which achieves superior environmental responsiveness in contexts of turbulence and change. Previous agility research has focused overly on the organization, paying scant attention to the workforce. This paper addresses a significant gap in agility research by reporting on the first empirical study to examine how the pressures of organizational agility impact upon the workforce. Survey evidence from 515 UK organizations is used for eliciting an initial indicator of workforce agility. The data suggest that agile workforces acquire the five capabilities of intelligence, competencies, collaboration, culture and information systems (IS). From an information technology (IT) perspective the determinants of workforce agility are flexible infrastructure platforms that support the rapid introduction of new IS and the enhancement of IT competencies across the entire workforce. The survey also revealed that information and communications technology applications increase workforce agility most when used for collaborative working.

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9

Rondeau, Kent V., and Terry H. Wagar. "Managing the Consequences of Hospital Cutbacks: The Role of Workforce Reduction Practices." Journal of Health and Human Services Administration 23, no. 4 (December 2001): 340–70. http://dx.doi.org/10.1177/107937390102300404.

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In recent years, hospitals in Canada as elsewhere have witnessed unprecedented downsizing of their workforces. It is generally assumed that planned workforce reductions can have deleterious consequences on an organization's human resources. Scholars and practitioners alike have identified a number of humane or progressive approaches that are widely considered to be effective for organizations undergoing downsizing. This study examines the impact that workforce reduction approaches have on perceptions of organizational performance in a large sample of Canadian hospitals undergoing permanent workforce reductions.

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10

Buchan, James. "Workforce." Nursing Standard 30, no. 10 (November 4, 2015): 26. http://dx.doi.org/10.7748/ns.30.10.26.s29.

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Buchan, James. "Workforce." Nursing Standard 30, no. 14 (December 2, 2015): 26. http://dx.doi.org/10.7748/ns.30.14.26.s29.

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12

Buchan, James. "Workforce." Nursing Standard 30, no. 19 (January 6, 2016): 28. http://dx.doi.org/10.7748/ns.30.19.28.s26.

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Buchan, James. "Workforce." Nursing Standard 30, no. 23 (February 3, 2016): 28. http://dx.doi.org/10.7748/ns.30.23.28.s30.

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Buchan, James. "Workforce." Nursing Standard 30, no. 27 (March 2, 2016): 28. http://dx.doi.org/10.7748/ns.30.27.28.s29.

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Buchan, James. "Workforce." Nursing Standard 30, no. 3 (September 16, 2015): 26. http://dx.doi.org/10.7748/ns.30.3.26.s29.

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Buchan, James. "Workforce." Nursing Standard 30, no. 31 (March 30, 2016): 26. http://dx.doi.org/10.7748/ns.30.31.26.s27.

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Buchan, James. "Workforce." Nursing Standard 30, no. 34 (April 20, 2016): 28. http://dx.doi.org/10.7748/ns.30.34.28.s30.

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18

Buchan, James. "Workforce." Nursing Standard 26, no. 40 (June 6, 2012): 28. http://dx.doi.org/10.7748/ns.26.40.28.s33.

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Buchan, James. "Workforce." Nursing Standard 26, no. 44 (July 4, 2012): 28. http://dx.doi.org/10.7748/ns.26.44.28.s34.

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Buchan, James. "Workforce." Nursing Standard 26, no. 48 (August 2012): 28. http://dx.doi.org/10.7748/ns.26.48.28.s40.

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Buchan, James. "Workforce." Nursing Standard 26, no. 8 (October 26, 2011): 28. http://dx.doi.org/10.7748/ns.26.8.28.s36.

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22

Buchan, James. "Workforce." Nursing Standard 27, no. 1 (September 5, 2012): 28. http://dx.doi.org/10.7748/ns.27.1.28.s37.

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Buchan, James. "Workforce." Nursing Standard 27, no. 10 (November 8, 2012): 28. http://dx.doi.org/10.7748/ns.27.10.28.s37.

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Buchan, James. "Workforce." Nursing Standard 27, no. 14 (December 5, 2012): 28. http://dx.doi.org/10.7748/ns.27.14.28.s37.

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Buchan, James. "Workforce." Nursing Standard 27, no. 5 (October 3, 2012): 28. http://dx.doi.org/10.7748/ns.27.5.28.s38.

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26

Buchan, James. "Workforce." Nursing Standard 27, no. 35 (May 2013): 28. http://dx.doi.org/10.7748/ns2013.05.27.35.28.s37.

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27

Buchan, James. "Workforce." Nursing Standard 27, no. 40 (June 5, 2013): 28. http://dx.doi.org/10.7748/ns2013.06.27.40.28.s38.

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28

Buchan, James. "Workforce." Nursing Standard 27, no. 44 (July 3, 2013): 28. http://dx.doi.org/10.7748/ns2013.07.27.44.28.s39.

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29

Buchan, James. "Workforce." Nursing Standard 29, no. 36 (May 6, 2015): 28. http://dx.doi.org/10.7748/ns.29.36.28.s31.

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Buchan, James. "Workforce." Nursing Standard 29, no. 40 (June 3, 2015): 28. http://dx.doi.org/10.7748/ns.29.40.28.s29.

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Buchan, James. "Workforce." Nursing Standard 29, no. 44 (July 2015): 28. http://dx.doi.org/10.7748/ns.29.44.28.s29.

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Buchan, James. "Workforce." Nursing Standard 29, no. 48 (July 29, 2015): 26. http://dx.doi.org/10.7748/ns.29.48.26.s29.

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33

Buchan, James. "Workforce." Nursing Standard 29, no. 52 (August 26, 2015): 28. http://dx.doi.org/10.7748/ns.29.52.28.s30.

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34

Sellars, Shaun. "Workforce." British Dental Journal 231, no. 6 (September 2021): 321. http://dx.doi.org/10.1038/s41415-021-3466-1.

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35

Buchan, James. "Workforce." Nursing Standard 24, no. 52 (September 2010): 26–27. http://dx.doi.org/10.7748/ns.24.52.26.s31.

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36

Buchan, James. "Workforce." Nursing Standard 25, no. 12 (November 24, 2010): 28. http://dx.doi.org/10.7748/ns.25.12.28.s34.

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37

Buchan, James. "Workforce." Nursing Standard 25, no. 23 (February 9, 2011): 29. http://dx.doi.org/10.7748/ns.25.23.29.s36.

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Buchan, James. "Workforce." Nursing Standard 25, no. 27 (March 9, 2011): 28. http://dx.doi.org/10.7748/ns.25.27.28.s33.

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Buchan, James. "Workforce." Nursing Standard 25, no. 31 (April 6, 2011): 29. http://dx.doi.org/10.7748/ns.25.31.29.s36.

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40

Buchan, James. "Workforce." Nursing Standard 30, no. 39 (May 25, 2016): 26. http://dx.doi.org/10.7748/ns.30.39.26.s28.

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41

Buchan, James. "Workforce." Nursing Standard 30, no. 7 (October 14, 2015): 26. http://dx.doi.org/10.7748/ns.30.7.26.s28.

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42

Buchan, James. "Workforce." Nursing Standard 27, no. 49 (August 7, 2013): 28. http://dx.doi.org/10.7748/ns2013.08.27.49.28.s39.

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43

Buchan, James. "Workforce." Nursing Standard 28, no. 1 (September 4, 2013): 29. http://dx.doi.org/10.7748/ns2013.09.28.1.29.s37.

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Buchan, James. "Workforce." Nursing Standard 25, no. 35 (May 4, 2011): 28. http://dx.doi.org/10.7748/ns.25.35.28.s30.

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Buchan, James. "Workforce." Nursing Standard 25, no. 39 (June 2011): 29. http://dx.doi.org/10.7748/ns.25.39.29.s35.

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46

Buchan, James. "Workforce." Nursing Standard 25, no. 4 (September 29, 2010): 28. http://dx.doi.org/10.7748/ns.25.4.28.s33.

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47

Buchan, James. "Workforce." Nursing Standard 25, no. 43 (June 29, 2011): 26. http://dx.doi.org/10.7748/ns.25.43.26.s31.

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48

Buchan, James. "Workforce." Nursing Standard 25, no. 46 (July 20, 2011): 28. http://dx.doi.org/10.7748/ns.25.46.28.s34.

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49

Buchan, James. "Workforce." Nursing Standard 25, no. 8 (October 27, 2010): 28. http://dx.doi.org/10.7748/ns.25.8.28.s32.

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50

Buchan, James. "Workforce." Nursing Standard 26, no. 12 (November 23, 2011): 28. http://dx.doi.org/10.7748/ns.26.12.28.s37.

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