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Artículos de revistas sobre el tema "Hospital staff"

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Autor: Grafiati
Publicado: 4 de junio de 2021
Última modificación: 20 de febrero de 2023

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1

Van Der Weyden, Martin B. "Rostering hospital staff". Medical Journal of Australia 191, n.º 6 (septiembre de 2009): 297. http://dx.doi.org/10.5694/j.1326-5377.2009.tb02807.x.

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2

Enright, Sharon Murphy. "Hospital staff reductions". American Journal of Health-System Pharmacy 46, n.º 1 (1 de enero de 1989): 139–44. http://dx.doi.org/10.1093/ajhp/46.1.139.

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3

Abou Ramdan, Amal H. y Walaa M. Eid. "Toxic Leadership: Conflict Management Style and Organizational Commitment among Intensive Care Nursing Staff". Evidence-Based Nursing Research 2, n.º 4 (8 de octubre de 2020): 12. http://dx.doi.org/10.47104/ebnrojs3.v2i4.160.

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Context: Toxic leadership becomes a real problem in nursing administration. Its toxicity harms the nursing staff's progress and creates a challenging work environment full of struggles that, in turn, produce adverse outcomes on the nursing staff's commitment toward the organization. Aim: This study envisioned to compare toxic leadership among intensive care nursing staff at Tanta University Hospital and El Menshawy hospital and assess its relation to their conflict management style used and organizational commitment at the two hospitals. Methods: A descriptive, comparative, via cross-sectional research design was applied. All intensive care units at Tanta University Hospitals and El-Menshawy General Hospital were included. All available nurses (n=544) at Tanta University hospitals' ICUs (n=301) and El-Menshawy hospital's ICUs (n=243) was incorporated. Toxic leadership, conflict management styles assessment, and organizational commitment scales were utilized to achieve this study's aim. Results: The nursing staff perceived that their leaders had high 10.6%, 11.5%, and moderate 12%, 11.9% overall toxic leadership levels at Tanta University Hospitals, and Elmenshawy Hospital, respectively. 43.9% of the nursing staff had a high level of using compromising style to manage conflict with their supervisors at Tanta University hospitals contrasted to 36.6% using competing style at El Menshawy hospital. 78.4% of the nursing staff had a low level of overall organizational commitment at Tanta University hospital's ICUs compared to 63% at El-Menshawy General hospital's ICUs. Conclusion: Toxic leadership affected the nursing staff's choice of conflict management style used when handling conflict with toxic leaders at two hospitals and had a negative effect on affective and normative dimensions of organizational commitment in both hospitals. Therefore, improving leadership experiences is necessary by conducting a leadership development program to meet the nursing staff's expectations and improve their commitment. Also, adjusting the hospital's policies is vital to permit nursing staffs' involvement in leadership evaluation as a mean for early detection of leaders' toxic behaviors.
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Mukhara Devi, Kangjam y W. C. Singh. "HOSPITAL STAFF PERCEPTION OF STRUCTURAL ORGANIZATIONAL CLIMATE DIMENSION". Humanities & Social Sciences Reviews 8, n.º 2 (2 de mayo de 2020): 744–55. http://dx.doi.org/10.18510/hssr.2020.8283.

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Purpose of the Study: Organizational Climate is considered as the perception of the organization by the employees and it is one of the aspects to study the organizational behavior of the human resources in organizations. The purpose of the study is to measure the perception of hospital staff about structural organizational climate dimensions. The dimensions are formalization and working conditions. Methodology: The study was conducted at seven select hospitals of Manipur and employed a structured questionnaire to collect data from the staff like doctors, nurses, and those who are working in the management levels with a sample size of 323. The valid data was statistically analyzed using IBM: SPSS Statistics Version 22. Findings: The results indicated that the socio-demographic factor age is the only factor that significantly influences the variation of perception of the staff towards working conditions; while gender and educational qualification of the staff are those factors that significantly influence the variation in their perception towards formalization. Besides a staff of government hospitals have a significantly higher perception of the working condition than those of private hospitals, while staffs of private hospitals have a significantly higher perception of formalization than those of government hospitals. Application of the study: The outcome of the research would enlighten that by giving importance to the structural Organizational Climate dimensions of the hospital structure, the behavior of the employees can be boosted which then leads to better hospital functioning. The findings would be of immense help to academicians, researchers as well as hospital administration or management for proper policy planning for efficient and effective organizational goal attainment. Novelty/originality of the study: In this research, the model of hospital staff perception of structural organizational climate dimension is presented comprehensively and completely.
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5

Ruef, Christian. "Immunization for hospital staff". Current Opinion in Infectious Diseases 17, n.º 4 (agosto de 2004): 335–39. http://dx.doi.org/10.1097/01.qco.0000136928.37426.70.

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6

Kacholi, Godfrey y Ozayr H. Mahomed. "Perceptions of hospital staff on the performance of Quality Improvement teams in the regional referral hospitals in Tanzania: A cross sectional study". PLOS ONE 16, n.º 2 (16 de febrero de 2021): e0246927. http://dx.doi.org/10.1371/journal.pone.0246927.

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Background To ensure patient-centered quality care for all citizens, Quality Improvement (QI) teams have been established across all public hospitals in Tanzania. However, little is known about how hospital staff perceive the performance of hospital QI teams in Tanzania. This study assessed the perceptions of hospital staff of the performance of QI teams in selected regional referral hospitals in Tanzania. Methods This cross-sectional study was conducted in four selected regional referral hospitals between April and August 2018. A self-administered questionnaire was used to collect data from 385 hospital staff in the selected hospitals. Measures of central tendency, proportions and frequencies were used to assess level of perception of hospital staff. Bivariate and multivariate logistic regression was used to test the association between the perceptions of hospital staff of the performance of QI teams and their socio-demographic factors. Results The overall mean perception score of the performance of QI teams was 4.84 ± 1.25. Hospital staff aged 35 and over (n = 130; 68%), female hospital staff (n = 144; 64%), staff in clinical units (n = 136; 63%) and staff with post-secondary education (n = 175; 63%) perceived that the performance of QI teams was good. Improved hospital cleanliness was viewed as strength of QI teams, whilst inadequate sharing of information and inadequate reduction in patient waiting time were considered as weaknesses of QI team performance. Bivariate and multivariate logistic regression analyses showed that there was no statistical association between the perceptions of hospital staff and their socio-demographic characteristics. Conclusion The overall perception of hospital staff of the performance of QI teams was good, with the main limitation being sharing of hospital QI plans with hospital staff. Hospital staff should be involved in the development and implementation of hospital QI plans, which would promote a positive perception of staff of the performance of QI teams and enhance sustainability of QI teams.
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7

Reilly, Michael y David S. Markenson. "Education and Training of Hospital Workers: Who Are Essential Personnel during a Disaster?" Prehospital and Disaster Medicine 24, n.º 3 (junio de 2009): 239–45. http://dx.doi.org/10.1017/s1049023x00006877.

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AbstractHospital plans often vary when it comes to the specific functional roles that are included in emergency and incident management positions.Bioterrorism coordinators and emergency managers for 31 hospitals in a seven-county region outside of a major metropolitan area, with urban, suburban, and rural demographics were surveyed to determine which specific functional roles were considered “essential” to their hospital's emergency operations plans. Furthermore, they were asked to estimate the percentage of their “essential” staff trained to perform the functional roles delineated in the hospital's plan. Responses were entered into a database and descriptive statistical computations were performed. Only three categories of hospital personnel were reported to be “essential” by all hospitals to their emergency preparedness plans: emergency department physicians, nurse, and support staff. Training for overall “essential” staff ranged by hospital 73.6–83.3%. Some hospitals reported that these staff members have received no training in their anticipated role based on the hospital emergency response plan. Allied health professionals and emergency medical technicians/paramedics (that are employed by hospitals) had the least amount of training on their role in the hospital preparedness and response plan, 33.3% and 22.2% respectively.Without improved guidance on benchmarks for preparedness from regulators and professional organizations, hospitals will continue to lack the capacity to effectively respond to disasters and public health emergencies.
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8

Qadir, Murad, Rafat Murad y Naveed Faraz. "HOSPITAL WASTE MANAGEMENT". Professional Medical Journal 23, n.º 07 (10 de julio de 2016): 802–6. http://dx.doi.org/10.29309/tpmj/2016.23.07.1642.

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Objectives: To evaluate the knowledge and practices of hospital administrationregarding hospital waste management at Tertiary Care Hospitals of Karachi. Study Design:Cross sectional study. Period: June 2014 to December 2014. Methods: Study was conductedin fifteen tertiary care hospitals. Five government, eight private and two trust hospitals wereselected by quota sampling technique. Information was collected from selected hospitalwaste management staff, using a pretested questionnaire regarding knowledge and practicesof hospital waste disposal. Results: Data shows that only 33.3% had knowledge regardinginfectious and noninfectious waste disposal and 27% of the understudy hospitals wereseparate infectious and noninfectious waste. Only 20% of the total hospitals were using propermethod for the separation of the sharps.93.3% hospital waste management staff was notvaccinated against hepatitis ‘B’ and tetanus. Only 53.3% hospitals have their own incineratorfacilities. Conclusions: This study showed that the practices employed by the hospital wastemanagement staff were not safe. There is a need to implement the recommended SOP’s ofhospital waste management program.
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9

Leatt, Peggy, Keith O'Rourke, Bruce Fried y Raisa Deber. "Regulatory Intensity, Hospital Size and the Formalization of Medical Staff Organization in Hospitals". Health Services Management Research 5, n.º 2 (julio de 1992): 123–36. http://dx.doi.org/10.1177/095148489200500205.

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Using a theory of organizational response to regulation, this study examined the effects of regulatory intensity and hospital size on the formalization of medical staff organization in Canadian hospitals. The general hypothesis was that, in provinces with greater regulatory intensity, hospitals would exhibit greater formalization of medical staff, and greater involvement of physicians in hospital governance and management; larger hospitals would have greater formalization of medical staff than smaller hospitals. Data from 574 hospitals indicated that both hospital size and provincial regulatory intensity were important factors predictive of the overall formalization of medical staff organization. Depending upon the provincial location, hospitals have developed different patterns of formalizing their medical staff structures.
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10

Shergill, Sukhwinder S., Robert Butler y Maurice Greenberg. "Can staff predict day hospital responders?" Psychiatric Bulletin 19, n.º 3 (marzo de 1995): 145–47. http://dx.doi.org/10.1192/pb.19.3.145.

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To maximise the effectiveness of psychiatric day hospitals it is important to establish which patients benefit most. We tested the hypothesis that day hospital therapists can predict responders. The consultant, key-workers, junior psychiatrist and secretary predicted outcome for 26 patients. These were measured blind using the Brief Psychiatric Rating Scale (BPRS), Global Assessment Scale (GAS), Becks Depression Inventory (BDI) and the Social Functioning Questionnaire (SFQ). There was poor correlation generally between staff predictions and patient progress as measured by the standardised instruments. The only significant correlation was the consultant's prediction with the BPRS. We suggest this is consistent with the consultant's experience and training in phenomenology. We conclude that consultants should be fully involved in day hospital assessments.
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11

Harrison, Sarah. "Staff views shape hospital design". Nursing Standard 18, n.º 11 (26 de noviembre de 2003): 7. http://dx.doi.org/10.7748/ns.18.11.7.s12.

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12

Van Der Weyden, Martin B. "Medical staff and the hospital". Medical Journal of Australia 187, n.º 10 (noviembre de 2007): 545. http://dx.doi.org/10.5694/j.1326-5377.2007.tb01410.x.

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13

Kerr, Jean A. C. "Interpersonal Distance of Hospital Staff". Western Journal of Nursing Research 8, n.º 3 (agosto de 1986): 350–64. http://dx.doi.org/10.1177/019394598600800308.

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14

Haeney, James A. y Alastair J. Platt. "SAFER LIPOSUCTION FOR HOSPITAL STAFF". Plastic and Reconstructive Surgery 112, n.º 7 (diciembre de 2003): 1965–67. http://dx.doi.org/10.1097/01.prs.0000089284.65246.52.

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15

Messingher, Gabriel, Erica Ryherd y Jeremy Ackerman. "Hospital noise and staff performance". Journal of the Acoustical Society of America 132, n.º 3 (septiembre de 2012): 2031. http://dx.doi.org/10.1121/1.4755468.

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16

ISAACS, D. "Cytomegalovirus infection and hospital staff". Journal of Paediatrics and Child Health 27, n.º 6 (diciembre de 1991): 317–18. http://dx.doi.org/10.1111/j.1440-1754.1991.tb00408.x.

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17

Cavanagh, Stephen J. y Douglas A. Coffin. "Staff turnover among hospital nurses". Journal of Advanced Nursing 17, n.º 11 (noviembre de 1992): 1369–76. http://dx.doi.org/10.1111/j.1365-2648.1992.tb01861.x.

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18

Roth, Robert J. "Hospital Staff Privileges for Dermatologists". Dermatologic Clinics 11, n.º 2 (abril de 1993): 273–79. http://dx.doi.org/10.1016/s0733-8635(18)30263-8.

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19

Mroczek, Jana, George Mikitarian, Elizabeth K. Vieira y Timothy Rotarius. "Hospital Design and Staff Perceptions". Health Care Manager 24, n.º 3 (julio de 2005): 233–44. http://dx.doi.org/10.1097/00126450-200507000-00008.

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20

Bolsin, Stephen. "Hospital mortality and staff workload". Lancet 356, n.º 9238 (octubre de 2000): 1356. http://dx.doi.org/10.1016/s0140-6736(05)74268-9.

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21

Miró, Oscar, Miquel Sánchez y José Millá. "Hospital mortality and staff workload". Lancet 356, n.º 9238 (octubre de 2000): 1356–57. http://dx.doi.org/10.1016/s0140-6736(05)74269-0.

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22

Gao, Fangfei y Juliane Kause. "Thromboprophylaxis awareness among hospital staff". British Journal of Nursing 19, n.º 18 (octubre de 2010): 1175–78. http://dx.doi.org/10.12968/bjon.2010.19.18.79051.

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23

Waldron, H. A. "Needlestick injuries in hospital staff." BMJ 290, n.º 6477 (27 de abril de 1985): 1285. http://dx.doi.org/10.1136/bmj.290.6477.1285.

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24

Conti, Marlyn T. "Infection control for hospital staff". American Journal of Infection Control 13, n.º 4 (agosto de 1985): 191–92. http://dx.doi.org/10.1016/0196-6553(85)90113-0.

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25

Ardagh-Walter, Nick, Prakash Naik y David Tombs. "Staff attitudes to a psychiatric hospital closure". Psychiatric Bulletin 21, n.º 3 (marzo de 1997): 139–41. http://dx.doi.org/10.1192/pb.21.3.139.

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Many psychiatric hospitals in the UK have closed. Factors influencing staff morale around the time of a hospital closure will affect the functioning of that institution. This study surveyed staff anxieties, attitudes and expectations in a major psychiatric hospital three weeks prior to its closure. We found evidence of widespread denial despite energetic dissemination of information. There were also significant differences between staff groups. Our findings will have implications for the management of future hospital closures.“We have to get it into our heads that a hospital is like a shell, a framework to contain certain processes, and when the processes are superseded, the shell must, most probably, be scrapped and the framework dismantled” (Enoch Powell, 1961).
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26

Fotokian, Zahra, Reza Ebrahimi Rad y Masume Asghari Valujai. "Sleep disorders and main determinants among hospital staffs in a referral hospital in Iran". Journal of Preventive Epidemiology 6, n.º 1 (18 de mayo de 2021): e01-e01. http://dx.doi.org/10.34172/jpe.2021.01.

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Introduction: The prevalence rate of sleep disorders among hospital staff is expected to high due to shift work and its related circadian cycle disturbance. Complexity, high prevalence, and health implications related to sleep disorders are of great importance. Objectives: The present study aimed to assess the prevalence and main determinants of sleep disorders among hospital staff. Patients and Methods: This cross-sectional study was performed on 200 head nurses, nurses, midwives, operating room technicians, health care providers, service staffs of all departments, and physicians at Shaheed Rajaei hospital in Tonekabon city, Iran in 2015. The questionnaire which assessed the sleep disturbances was sourced from four scaling systems of Global Sleep Assessment Questionnaire (GSAQ), insomnia severity index (ISI), Pittsburgh Sleep Quality Index (PSQI), and Fatigue Severity Scale (FSS). Results: According to the assessment by the study adopted questionnaire, 78% (78.6% of males and 77.8% of females) suffered from work-related sleep disorders. Regarding association between work shifts and likelihood of sleep disorders, it was shown a significantly higher rate of sleep disturbances in the staffs with morning and evening shifts (100%), morning and night shifts (100%), or evening and night shifts (100%), simultaneously (P<0.001). Marital status, work experience, and gender could not affect sleep quality. Conclusion: Most of the hospital staff especially practical nurses and nurses suffered from sleep disturbances. Simultaneous and multi-sectional work shifts lead to higher likelihood of sleep problem among staffs.
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27

Levi, Lion, David Bregman, Hana Geva y Moshe Revach. "Hospital Disaster Management Simulation System". Prehospital and Disaster Medicine 13, n.º 1 (marzo de 1998): 22–27. http://dx.doi.org/10.1017/s1049023x00032994.

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AbstractIntroduction:Theoretically, simulation of disastrous situations has many advantages in that it prepares hospital staff to cope with the real scenario. It is a challenge to create the database and custom-making a friendly software while still keeping it representative of a real situation. This article describes experience with developing and implementing the use of simulation software as a drilling technique used by Israeli hospitals.Methods:The application was developed using SIMAN/ARENA software. Knowledge and a database for a basic multi-casalty incident (MCI) were developed in the pilot phase. It contains detailed description of the casualties which can be compared with the real hospital capabilities (staff and infrastructure). A consensus committe decided the crucial model issues and estaalished the thresholds for quality performance indicators. Interfaces to the each hospital's information management systems (IMS) were developed and the various output documents of each exercised step were updated. Before drilling, the hospital managerial staff received notice and had to prepare the data on the anticipated resources required The simulation staff, as well as representatives from the hospitals, then conducted the limited scale drill (LSD).Results:During the LSD, the trained hospital staff were given two types of input: 1) copies of reports on patients entering the stations and had to enter them into its IMS; and 2) timed telephone notifications of problems in each station. During a 90 minutes drill, there were about 15 timely reports and 20 telephone problems. The evaluation of the LSD were based mainly on the following: 1) observing the staff solving various problems; 2) constructing a detailed picture of the situation; and 3) measuring the effectiveness of the hospital IMS. The drill ended with a discussion. Lessons are drawn from each drill in order to find methods for optimizing the conduct of the hospital. An animation tool proved to be useful in describing bottle necks in emergency room, diagnostic department, and operating rooms.Conclusion:Simulation techniques and a preparatory limited scale drill have advantages in evaluating and improving preparedness of hospitals for managing an MCI before a full scale drill is carried out.
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28

Bander Sayaf, Alshahrani. "Measuring Job Satisfaction Patterns in Saudi Arabia’s Southern Regions Hospitals: Implications for Hospital Staff Retention". International Journal of Management Science and Business Administration 1, n.º 3 (2015): 29–49. http://dx.doi.org/10.18775/ijmsba.1849-5664-5419.2014.13.1003.

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Saudi Arabia Southern Region hospitals have shortage of health professionals especially doctors. Retention of quality doctors and minimizing staff turnover has, therefore, become a major priority for hospitals. Job satisfaction is recognized as key factor influencing retention of doctors. In our paper special emphasis is put on doctors working is Southern Region hospitals of Saudi Arabia. By conducting correlation analysis we determine the most important factors conducive to job satisfaction. Results of the study indicate that opportunities for promotion have a strong link with job satisfaction, whereas relations with co-workers and attitude toward supervisor exhibited a moderately strong relationship with job satisfaction. The factors of nature of the work, compensations and benefits lack a significant link to overall job satisfaction. The findings imply that the health care service managers need to pay closer attention to the needs of their human resources, especially doctors, in order to not only minimize the doctors turnover but also to improve the organizations’ performance. Additionally, introducing turnover risk programs as well as employee satisfaction programs within the hospital’s management schemes have become a must. Saudi Arabian hospitals, especially those in the Southern Region, can make use of retention strategies to annihilate the unbalance caused by the doctors’ high turnover.
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29

Honigfeld, Lisa, Janet Perloff y Barbara Barzansky. "Replacing the Work of Pediatric Residents: Strategies and Issues". Pediatrics 85, n.º 6 (1 de junio de 1990): 969–76. http://dx.doi.org/10.1542/peds.85.6.969.

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Nine hospital pediatric departments that had either discontinued or reduced their residency programs were examined to determine how services were maintained. Hospital location, preferences of community physicians and hospital staff, and the availability of other types of personnel influenced the choice of staff to replace residents. Moonlighters were used in more than half of the study hospitals, with increased responsibilities for nurses as the second most frequently used strategy. The addition of full-time attending staff, neonatal specialists, and family practice residents was used by one third of the study hospitals. All but one hospital used more than one type of personnel to do residents' work. Some substitution methods seem more stable than others, but all situations in which the staff available was barely able to provide necessary services appear unstable. Physicians generally agreed that residents are the optimal hospital staff provider.
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30

Kato, Soichiro, Akihiko Yamamoto, Ichiro Kawachi, Takaaki Sakamoto, Chikara Kunugi, Takehiko Tarui y Yoshihiro Yamaguchi. "Pretraining and Precredentialing Staff for Disaster: A Lesson Learned From the Experience of the 2016 Kumamoto Earthquakes". Disaster Medicine and Public Health Preparedness 14, n.º 2 (25 de junio de 2019): 292–94. http://dx.doi.org/10.1017/dmp.2019.44.

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ABSTRACTThe integration of external staff into a hospital’s disaster response can present technical challenges. Although hospitals will always prefer to use their own staff in disaster response, there have been many historical examples where external staffing is required. During the 2016 Kumamoto Earthquakes, the Oita Prefectural Hospital required medical professionals to expand disaster response staff. They were able to identify 2 appropriate emergency physicians belonging to a remote hospital who had previously worked at the Oita Prefectural hospital. The physicians were effectively able to supplement the hospital staff, providing care for additional patients, and giving the existing on-duty staff some respite. Based on our experience, we suggest that hospital coalitions and disaster response authorities explore mechanisms of cross-credentialing and cross-training staff to make it easier to share staff in a disaster.
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31

Rossetti, Ana Cristina y Raquel Rapone Gaidzinski. "Estimating the nursing staff required in a new hospital". Revista Latino-Americana de Enfermagem 19, n.º 4 (agosto de 2011): 1011–17. http://dx.doi.org/10.1590/s0104-11692011000400021.

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Opening a new hospital poses a complex and consequential set of challenges. One of these challenges is to estimate the nursing staff. The aim of this article is to report the entire process adopted to estimate the required nursing staff for a new Hospital in Brazil. The nursing staff was projected according to the Brazilian Federal Nursing Council (Cofen). We applied an equation to estimate nursing staff and compared the results with two other existing hospitals. A significant difference (p<0.05) was observed when comparing the Nurse-License Practice Nurse ratio recommended by Cofen between the new Hospital and other hospitals. This statistical difference is mostly due to reduced nurse staff in intensive care units. Almost one year after the hospital opened its doors, it is necessary to review nursing staff hours with the real information to reinforce the expenditure on these personnel and to evaluate the decisions made so far.
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Rossiter, J. C. "Suicidal patients — the effect on staff". Psychiatric Bulletin 13, n.º 9 (septiembre de 1989): 495–96. http://dx.doi.org/10.1192/pb.13.9.495.

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Although psychiatric hospitals contain a population at risk of suicidal behaviour compared to the community at large, suicide in hospital in-patients and recently discharged patients is relatively rare. It has been suggested that hospital admission itself reduces the risk of suicide (Tenroche et al, 1984). Factors considered important are a calm ward routine carried out by staff confident in the immediate future, and the opportunities for social contract offered by the ward environment.
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33

Lemieux-Charles, Louise y Peggy Leatt. "Hospital-Physician Integration: Case Studies of Community Hospitals". Health Services Management Research 5, n.º 2 (julio de 1992): 82–98. http://dx.doi.org/10.1177/095148489200500201.

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Hospitals are attempting more meaningfully to involve physicians in management as one approach to increasing the efficiency and effectiveness of their operations. The purpose of this research was to explore the relationship between the structure of the medical staff organization, the extent to which physicians are integrated into hospital decision making and the hospital's financial performance. A measure of hospital-physician integration was developed based on Alexander et al's (1986) dimensions of hospital-physician integration which were based on Scott's (1982) organizational models, ie, autonomous, heteronomous and conjoint. A multiple case study design, which comprised eight community non-teaching hospitals over 200 beds located in the Province of Ontario, Canada, was used to examine the relationship between variables. Study results suggest that there is variation among community hospitals on both contextual and organization factors. Hospitals with high levels of hospital-physician integration were located in highly populated areas, had formulated and implemented a strategic plan, had highly structured medical staff organizations, and had no budgetary deficit. In contrast, hospitals with moderate or low levels of integration were more likely to be located in lowly populated areas, had little planning activity, had a moderately structured medical staff organization, and had deficit budgeting. Suggested areas for future research include examining the role of the Board of Trustees in determining physicians' organizational roles and identifying differences in commitments, characteristics, and motivations of physicians working in rural versus urban hospitals and their impact on integrative strategies.
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34

Burke, Ronald J. y Esther R. Greenglass. "Hospital Restructuring and Downsizing in Canada: Are Less Experienced Nurses at Risk?" Psychological Reports 87, n.º 3 (diciembre de 2000): 1013–21. http://dx.doi.org/10.2466/pr0.2000.87.3.1013.

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The health care sector has undergone significant change during the past decade as hospitals struggle to provide the same service with fewer resources. This study examined perceptions of hospital restructuring and downsizing and their effects on nursing staff as a function of years in nursing. Data were obtained from 1,362 staff nurses by questionnaire. Nursing staff having less tenure generally described and responded to hospital restructuring and downsizing in more negative terms. Nursing staff having less tenure were in better health, reflecting their younger age. Some implications for hospital administration and the nursing profession are raised. Entrants to hospital-based nursing staff positions are the life blood of the profession. Their reactions to hospital restructuring and downsizing may influence their commitment to nursing as well as hospital functioning. The profession may have difficulty attracting young women and men into nursing programs. As longer tenured nursing staff retire, a potential shortage of nurses may result.
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Petrunoff, Nick, Chris Rissel, Li Ming Wen, Huilan Xu, David Meikeljohn y Anthony Schembri. "Developing a hospital travel plan: process and baseline findings from a western Sydney hospital". Australian Health Review 37, n.º 5 (2013): 579. http://dx.doi.org/10.1071/ah13006.

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Objective. To describe the development of a hospital travel plan and report baseline findings. Methods. The development of a travel plan involved an assessment of organisational barriers and enablers to travel planning, auditing of the transport to and physical environment of the hospital, a staff survey, analysis of distances staff travel to work and interviews with hospital managers. Results. There were no significant organisational impediments to, and consistent managerial support for a travel plan. The staff survey response rate was similar to response rates in workplace surveys delivered mostly online via all staff emails (n = 804, 25%). The majority (83%) of respondents drove to work on most days during the week of the survey, and the majority of drivers (58%) said they were not trying to reduce their car use and not thinking of doing so. Half (47%) of all hospital staff (n = 3222) lived within 10 km and 25% lived within 5 km. People living 5–10km from the hospital were more likely to be active travellers than were those living less than 5 km from the hospital (AOR 2.7, 95% (CI): 1.6–4.5), as were male than female staff (AOR 1.7, 95% CI: 1.1–2.9). Conclusions. The process and baseline findings described in this paper are a useful reference for Australian hospitals developing travel plans. What is known about the topic? Concerns about congestion, parking restrictions and a sedentary workforce have prompted interest in workplace travel plans. Organisational travel plans show promise for decreasing car use and improving employee health. What does this paper add? This paper describes a process and planning tools for developing a travel plan that is practical for use in Australian hospitals. It reports original data on travel modes for hospital staff, and identifies factors associated with walking and cycling to work. These include living closer to work and being male. What are the implications for practitioners? Australian hospitals can use the approach and process described to develop their own travel plans. The data on travel modes to work are a potential reference point for other healthcare organisations.
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Fazria, Nokky Farra y Inge Dhamanti. "A Literature review on the Identification of Variables for Measuring Hospital Efficiency in the Data Envelopment Analysis (DEA)". Unnes Journal of Public Health 10, n.º 1 (31 de enero de 2021): 1–15. http://dx.doi.org/10.15294/ujph.v10i1.38253.

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The selection of input and output variables usually pose a problem when carrying out efficiency assessment in hospitals. Data Envelopment Analysis (DEA) is an instrument that is used to calculate the efficiency of a hospital using some inputs and outputs. Therefore, this study aims to identify the most frequently used hospital inputs and outputs from an existing paper,, in order to assist the hospital management staffs in choosing the relevant variables that can represent available inputs, are easily accessible, and need improvement. It was conducted using keywords such as “hospital efficiency” and “DEA for hospital” to search for peer-reviewed journals in the PubMed and Open Knowledge Maps from the year 2014-2020. From, the 586 articles, 54 samples were obtained from the about 5-3504 hospitals which were analyzed from 23 countries. The results showed that, the five most used inputs were the number of beds, medical personnel, non-medical staff, medical technician staff and operational costs, while the most used outputs were number of inpatients, surgeries, emergency visits, outpatient service, and days of inpatients. These variables are often used for accessing the efficiency of hospitals in the DEA application.
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37

Dhondt, E. L., D. Lauwaert y C. Hendrickx. "(A142) Simulated Evacuation of Three Critical Hospital Departments: A Comparison". Prehospital and Disaster Medicine 26, S1 (mayo de 2011): s40—s41. http://dx.doi.org/10.1017/s1049023x11001439.

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BackgroundAccording to the Belgian Hospital Disaster Planning Act, all hospitals are required to have written disaster plans and to routinely conduct annual disaster drills. In 2010, three neighboring hospitals organized independently from each other an evacuation exercise of a critical care department (CCD): two university hospitals of a Dialysis Center and a One-day Surgery Clinic respectively and the military hospital of a Burn Unit.AimTo compare these CCD's evacuation plans and drills and the overall hospital emergency incident response and command system.Methods and ResultsConducting an evacuation exercise in a CCD, moving vulnerable highly dependent people towards an alternative shelter site is challenging, causing an important burden to ongoing medical specialist care, working staff and critical infrastructure. In all three CCD, it was decided to conduct a simulated evacuation exercise following an internal fire, thereby deploying fashioned simulated patients and visitors but bringing into action the regular attending medical, nursing and logistic staff. In each hospital a multidisciplinary design team was launched, consisting of the hospitals disaster preparedness coordinator, the EMS-staff, external emergency incident management and operational engineering experts. The appointed objectives for evaluation were the knowledge of the regular evacuation drills, especially the clearance of an intensive care or an operating room; access to evacuation routes; visibility of safety guidelines; need of specific evacuation equipment for the movement of patients; mission and tasks of the hospital's first response team and the medical incident manager; communication and information flow and the establishment of the hospital's coordination committee.Conclusion1. Simulated hospital evacuation exercises increased the hospital emergency preparedness, awareness and response to disasters within the hospital, in particular in a CCD, otherwise difficult to assess. 2. All three CCD experienced the same challenges and identified similar flaws. 3. A hospital disaster exercise manual might be of valuable help.
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Russell, Margaret L. y Cheryl A. Ferguson. "Using Epidemiology to Target Staff Influenza Vaccination Programs". Infection Control & Hospital Epidemiology 22, n.º 08 (agosto de 2001): 525–26. http://dx.doi.org/10.1086/501946.

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Abstract We examined staff influenza vaccination rates in rural hospitals that had both acute- and long-term-care (LTC) units. After controlling for hospital, acute-care staff were less likely to be vaccinated than LTC staff. There was no consistent association between type of worker and vaccination after controlling for both hospital and type of care.
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Sheridan, John E., Elvis Proenca, John B. White y Gail W. McGee. "HOSPITAL CULTURE VALUES AND STAFF RETENTION." Academy of Management Proceedings 1993, n.º 1 (agosto de 1993): 96–100. http://dx.doi.org/10.5465/ambpp.1993.10315311.

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Tibballs, James. "Teaching hospital medical staff to handwash". Medical Journal of Australia 164, n.º 7 (abril de 1996): 395–98. http://dx.doi.org/10.5694/j.1326-5377.1996.tb122084.x.

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Izard, Michael A. "Teaching hospital medical staff to handwash". Medical Journal of Australia 165, n.º 3 (agosto de 1996): 172. http://dx.doi.org/10.5694/j.1326-5377.1996.tb124897.x.

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Whitby, Michael R. y Dolly O. Olesen. "Teaching hospital medical staff to handwash". Medical Journal of Australia 165, n.º 3 (agosto de 1996): 172. http://dx.doi.org/10.5694/j.1326-5377.1996.tb124898.x.

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43

Tibballs, James. "Teaching hospital medical staff to handwash". Medical Journal of Australia 165, n.º 3 (agosto de 1996): 172–73. http://dx.doi.org/10.5694/j.1326-5377.1996.tb124899.x.

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44

Scott, Andrew J. "Hospital staff need to be identifiable". Medical Journal of Australia 175, n.º 4 (agosto de 2001): 228. http://dx.doi.org/10.5694/j.1326-5377.2001.tb143113.x.

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Ahn, Sung Ku, Sang Baek Koh, Jong Won Yoon, Sang Hoon Lee y Solam Lee. "Medical Staff of Swedish Methodist Hospital". Yonsei Medical Journal 62, n.º 12 (2021): 1069. http://dx.doi.org/10.3349/ymj.2021.62.12.1069.

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46

McMillan, Ian. "Hospital staff insult black patients: Rowden". Mental Health Practice 1, n.º 2 (octubre de 1997): 2. http://dx.doi.org/10.7748/mhp.1.2.2.s2.

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Bogh, Søren Bie, Ane Blom, Ditte Caroline Raben, Jeffrey Braithwaite, Bettina Thude, Erik Hollnagel y Christian von Plessen. "Hospital accreditation: staff experiences and perceptions". International Journal of Health Care Quality Assurance 31, n.º 5 (11 de junio de 2018): 420–27. http://dx.doi.org/10.1108/ijhcqa-06-2017-0115.

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Purpose The purpose of this paper is to understand how staff at various levels perceive and understand hospital accreditation generally and in relation to quality improvement (QI) specifically. Design/methodology/approach In a newly accredited Danish hospital, the authors conducted semi-structured interviews to capture broad ranging experiences. Medical doctors, nurses, a quality coordinator and a quality department employee participated. Interviews were audio recorded and subjected to framework analysis. Findings Staff reported that The Danish Healthcare Quality Programme affected management priorities: office time and working on documentation, which reduced time with patients and on improvement activities. Organisational structures were improved during preparation for accreditation. Staff perceived that the hospital was better prepared for new QI initiatives after accreditation; staff found disease specific requirements unnecessary. Other areas benefited from accreditation. Interviewees expected that organisational changes, owing to accreditation, would be sustained and that the QI focus would continue. Practical implications Accreditation is a critical and complete hospital review, including areas that often are neglected. Accreditation dominates hospital agendas during preparation and surveyor visits, potentially reducing patient care and other QI initiatives. Improvements are less likely to occur in areas that other QI initiatives addressed. Yet, accreditation creates organisational foundations for future QI initiatives. Originality/value The authors study contributes new insights into how hospital staff at different organisational levels perceive and understand accreditation.
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Clinchamps, Maëlys, Candy Auclair, Denis Prunet, Daniela Pfabigan, Francois-Xavier Lesage, Julien S. Baker, Lenise Parreira, Martial Mermillod, Laurent Gerbaud y Frédéric Dutheil. "Burnout Among Hospital Non-Healthcare Staff". Journal of Occupational & Environmental Medicine 63, n.º 1 (3 de noviembre de 2020): e13-e20. http://dx.doi.org/10.1097/jom.0000000000002072.

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Patterson, Patrick B., Penelope Hawe, Paul Clarke, Christina Krause, Marlies van Dijk, Yvette Penman y Alan Shiell. "The Worldview of Hospital Security Staff". Journal of Contemporary Ethnography 38, n.º 3 (19 de mayo de 2008): 336–57. http://dx.doi.org/10.1177/0891241608318012.

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Herbek, Thomas A. y Francis J. Yammarino. "Empathy Training for Hospital Staff Nurses". Group & Organization Studies 15, n.º 3 (septiembre de 1990): 279–95. http://dx.doi.org/10.1177/105960119001500304.

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