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Articoli di riviste sul tema "Front line staff"

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Autore: Grafiati

Pubblicato: 4 giugno 2021

Ultima modifica: 26 gennaio 2023

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1

Winslow, Susan A., Jennifer J. Gaines e Allison N. Crawford. "Front Line Environmental Service Staff". Journal of Nursing Care Quality 28, n. 1 (2013): 5–7. http://dx.doi.org/10.1097/ncq.0b013e318274af5e.

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Hale, Professor Claire. "Front-line staff understand research needs". Nursing Standard 16, n. 20 (30 gennaio 2002): 31. http://dx.doi.org/10.7748/ns.16.20.31.s44.

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McHugh, Marie, Geraldine O’Brien e Joop Ramondt. "Organizational metamorphosis led by front line staff". Employee Relations 21, n. 6 (dicembre 1999): 556–76. http://dx.doi.org/10.1108/01425459910299866.

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Oğlak, Süleyman Cemil, e Mehmet Obut. "The risk of vicarious trauma among front-line and non-front-line midwives and nurses". Aegean Journal of Obstetrics and Gynecology 2, n. 2 (18 agosto 2020): 1–4. http://dx.doi.org/10.46328/aejog.v2i2.40.

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Objective: This study aimed to investigate the impact of caring with pandemic patients on health care workers who worked in the front line versus their collegues from the same institution who remained in their usual hospital wards. Material and methods: This prospective descriptive study was conducted during the Covid-19 pandemic from June 25, 2020 to July 03, 2020. A total of 107 licensed registered nurses enrolled the study. 58 of them were front-line nurses and 49 of them were nurses remained in their usual wards. All participants evaluated by the vicarious traumatization (VT) evaluation scale. Results: The VT scores of the front-line nurses were significantly higher than those of the non-front-line nurses (p<0.001). When the domains in the VT score were evaluated, it was seen that the psychological responses and physiological responses of the front-line nurses were significantly higher compared to the non-front-line nurses (p<0.001). Conclusion: Medical staff working on the FL for Covid-19 patients had higher scores of vicarious traumatization compared to medical staff serving in their usual wards. The challenges of prolonged care of Covid-19 patients will put pressure on these professionals, and the leadership must emphasize the importance of medical staff mental health for the better control of the pandemic.

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Saragih, Bobby Pratama, Harmein Nasution e Iskandarini . "Analysis of Recruitment System and Effective Selection for Front-Line Staff Outsource at Pt Garuda Indonesia (Persero) TBK". International Journal of Research and Review 8, n. 5 (21 maggio 2021): 187–92. http://dx.doi.org/10.52403/ijrr.20210526.

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PT Garuda Indonesia (Persero) TBK is a state-owned company whose business focus is transportation services pax and cargo. In carrying out its business processes, the Garuda Indonesia Company has a cooperation with PT Perdana Perkasa Elastindo (Persaels) in providing outsourced labor for front-line staff. The performance evaluation data of the front-line outsource staff stationed at Garuda Indonesia Medan Branch for the last 3 years (2015, 2016 and 2017), it was found that around 40% of the total front-line staff did not show good performance according to the company's needs. The purpose of this research is to identify the factors exist in the dimensions of the recruitment and selection system that are constraints, and formulate an effective recruitment process design and selection for outsourced front-line staff by outsourced service providers. The requirements of front-line staff met with the company needs as outsourced service users. The data analysis used descriptive qualitative technique. The results of the research on several factors from the existing recruitment and selection dimensions indicate that the factors of Job description, Job Requirements, Sources of recruitment, interview process and consistency in the implementation of the selection test are factors that become obstacles in producing competent outsourced front-line staff according to the needs of the company PT Garuda Indonesia ( Persero) TBK. Keywords: Recruitment system, front-line staff outsource, PT Garuda Indonesia (Persero) TBK.

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Keen, Ann. "‘Front line staff have to be listened to’". Nursing Standard 26, n. 27 (7 marzo 2012): 31. http://dx.doi.org/10.7748/ns.26.27.31.s39.

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Hoyle, Louise. "‘I mean, obviously you're using your discretion’: Nurses Use of Discretion in Policy Implementation". Social Policy and Society 13, n. 2 (22 luglio 2013): 189–202. http://dx.doi.org/10.1017/s1474746413000316.

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This article explores the application of Lipsky's (1980) notion of street-level bureaucracy for nursing staff. This article aims to demonstrate the importance of discretion within the day-to-day work of front-line nursing staff, which is similar to that of other public-sector workers. The findings are from an exploratory case study based within a Scottish inner-city hospital. It specifically focuses on how nurses can be seen to be street-level bureaucrats and how front-line nursing staff interpret policy. Discretion can be seen to be a significant feature within the front-line practice of nursing staff and this may have implications for the implementation of health policy.

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Jian, Song, Meng Ya, Feng Zehui, Zhang Qian, Ronnell D. Dela Rosa e Meng Yongxian. "Investigation and Analysis of the Psychological Status of Medical Staff during the COVID-19". Tobacco Regulatory Science 7, n. 6 (3 novembre 2021): 6023–28. http://dx.doi.org/10.18001/trs.7.6.81.

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Objectives: To investigate the psychological state of front-line medical staff during the prevention and control of COVID-19, in order to provide effective psychological support and social intervention, and to provide reference ideas. Methods The research method was a cross-sectional research method. The convenience sampling method was adopted to select 156 first-line medical staff during the prevention and control period of the COVID-19. The online survey scale developed by the "Questionnaire Star" was used to investigate the psychological state of the first-line medical staff. Results There were significant differences in the overall status of depression, anxiety, and stress among front-line medical staff in terms of gender, education level, professional title status, children’s status, and working years (P<0.05); among the five dimensions of mental state, the fear and worry dimension scored the highest. The overall confidence dimension score was the lowest (P<0.05). According to Pearson correlation analysis, the overall confidence of front-line medical staff is related to the dimensions of fear and worry, hospital support, and psychological support (P<0.05); while fear and worry are mainly related to hospital support and psychological support (P<0.05). Front-line medical staff all have different degrees of depression and anxiety. The incidence of depression is 71.15%, and the incidence of depression is 30.77%. The incidence of anxiety is 74.36%, and the incidence of anxiety is 58.97%. Conclusion During the prevention and control of COVID-19, the psychological conditions of front-line medical staff are worrying. Therefore, it is advisable to formulate corresponding management and intervention measures to help medical staff survive the psychological crisis and ensure the smooth progress of the prevention and control of the new crown pneumonia epidemic.

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Hunt, Louise. "Front line staff urged to take ‘whole family’ approach". Mental Health Practice 15, n. 5 (8 febbraio 2012): 8–9. http://dx.doi.org/10.7748/mhp2012.02.15.5.8.p7482.

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Herron, Jane, Henry Ticehurst, Louis Appleby, Amanda Perry e Lis Cordingley. "Attitudes Toward Suicide Prevention in Front-Line Health Staff". Suicide and Life-Threatening Behavior 31, n. 3 (settembre 2001): 342–47. http://dx.doi.org/10.1521/suli.31.3.342.24252.

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Beatson, Amanda, Ian Lings e Siegfried P. Gudergan. "Service staff attitudes, organisational practices and performance drivers". Journal of Management & Organization 14, n. 2 (maggio 2008): 168–79. http://dx.doi.org/10.1017/s1833367200003370.

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AbstractWe provide conceptual and empirical insights elucidating how organisational practices influence service staff attitudes and behaviours and how the latter set affects organisational performance drivers. Our analyses suggest that service organisations can enhance their performance by putting in place strategies and practices that strengthen the service-oriented behaviours of their employees and reduce their intentions to leave the organisation. Improved performance is accomplished through both the delivery of high quality services (enhancing organisational effectiveness) and the maintenance of front-line staff (increasing organisational efficiency). Specifically, service-oriented business strategies in the form of organisational-level service orientation and practices in the form of training directly influence the manifest service-oriented behaviours of staff. Training also indirectly affects the intention of front-line staff to leave the organisation; it increases job satisfaction, which, in turn has an impact on affective commitment. Both affective and instrumental commitment were hypothesised to reduce the intentions of front-line staff to leave the organisation, however only affective commitment had a significant effect.

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Beatson, Amanda, Ian Lings e Siegfried P. Gudergan. "Service staff attitudes, organisational practices and performance drivers". Journal of Management & Organization 14, n. 2 (maggio 2008): 168–79. http://dx.doi.org/10.5172/jmo.837.14.2.168.

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AbstractWe provide conceptual and empirical insights elucidating how organisational practices influence service staff attitudes and behaviours and how the latter set affects organisational performance drivers. Our analyses suggest that service organisations can enhance their performance by putting in place strategies and practices that strengthen the service-oriented behaviours of their employees and reduce their intentions to leave the organisation. Improved performance is accomplished through both the delivery of high quality services (enhancing organisational effectiveness) and the maintenance of front-line staff (increasing organisational efficiency). Specifically, service-oriented business strategies in the form of organisational-level service orientation and practices in the form of training directly influence the manifest service-oriented behaviours of staff. Training also indirectly affects the intention of front-line staff to leave the organisation; it increases job satisfaction, which, in turn has an impact on affective commitment. Both affective and instrumental commitment were hypothesised to reduce the intentions of front-line staff to leave the organisation, however only affective commitment had a significant effect.

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Kearney, Treasa, Gianfranco Walsh, Willy Barnett, Taeshik Gong, Maria Schwabe e Kemefasu Ifie. "Emotional intelligence in front-line/back-office employee relationships". Journal of Services Marketing 31, n. 2 (10 aprile 2017): 185–99. http://dx.doi.org/10.1108/jsm-09-2016-0339.

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Purpose This paper aims to undertake a simultaneous assessment of interdependence in the behaviours of front-line and back-office employees and their joint effect on customer-related organisational performance. It also tests for a moderating influence of the emotional intelligence of front-line salespeople and back-office employees. Design/methodology/approach The sample comprises 105 front-line sales employees and 77 back-office employees. The customer-related organisational performance data come from a UK business-to-business (B2B) electronics company. With these triadic data, this study uses partial least squares to estimate the measurement and structural models. Findings Salespeople’s customer orientation directly affects customer-related organisational performance; the relationship is moderated by salespeople’s emotional intelligence. The emotional intelligence of salespeople also directly affects the customer-directed citizenship behaviour of back-office employees. Furthermore, the emotional intelligence of back-office staff moderates the link between the emotional intelligence of salespeople and back-office staff citizenship behaviour. Back-office staff citizenship behaviour, in turn, affects customer-related organisational performance. Originality/value The emotions deployed by employees in interactions with customers clearly shape customers’ perceptions of service quality, as well as employee-level performance outcomes. However, prior literature lacks insights into the simultaneous effects of front-line and back-office employee behaviour, especially in B2B settings. This paper addresses these research gaps by investigating triadic relationships – among back-office employees, front-line employees and customer outcomes – in a B2B setting, where they are of particular managerial interest.

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Harding, Sally. "The gap is widening between front line staff and managers". Nursing Standard 28, n. 44 (2 luglio 2014): 36. http://dx.doi.org/10.7748/ns.28.44.36.s45.

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Jarvis, Nigel, Clare Weeden, Adele Ladkin e Tom Taylor. "Intergroup contact between front-line cruise staff and LGBT passengers". Tourism Management Perspectives 42 (aprile 2022): 100960. http://dx.doi.org/10.1016/j.tmp.2022.100960.

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Dean, Erin. "Shortages compromise patient safety, say staff on the front line". Nursing Standard 25, n. 23 (9 febbraio 2011): 7. http://dx.doi.org/10.7748/ns.25.23.7.s8.

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Sims, JO. "Front line staff have a huge amount of untapped expertise". Nursing Standard 24, n. 31 (6 aprile 2010): 33. http://dx.doi.org/10.7748/ns.24.31.33.s41.

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Gaffney, Paul, Vincent Russell, Katrina Collins, Aedamar Bergin, Paddy Halligan, Clionadh Carey e Sabrina Coyle. "Impact of Patient Suicide on Front-Line Staff in Ireland". Death Studies 33, n. 7 (10 luglio 2009): 639–56. http://dx.doi.org/10.1080/07481180903011990.

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Stevenson-Dykstra, Kari. "Making the Transition: Staff Nurse to Front-Line Nurse Leader". Nursing Leadership 16, n. 3 (15 novembre 2003): 62–68. http://dx.doi.org/10.12927/cjnl.2003.16341.

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The Lancet Healthy Longevity. "Care home staff and residents on the pandemic front line". Lancet Healthy Longevity 1, n. 2 (novembre 2020): e48. http://dx.doi.org/10.1016/s2666-7568(20)30037-4.

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Ford, Eric W. "In Front of the Front Line: Competing for Nonclinical Staff After the Big Resignation". Journal of Healthcare Management 67, n. 2 (marzo 2022): 63–65. http://dx.doi.org/10.1097/jhm-d-22-00018.

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Black, Christina, Wendy Lawrence, Sue Cradock, Georgia Ntani, Tannaze Tinati, Megan Jarman, Rufia Begum et al. "Healthy conversation skills: increasing competence and confidence in front-line staff". Public Health Nutrition 17, n. 3 (19 settembre 2012): 700–707. http://dx.doi.org/10.1017/s1368980012004089.

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AbstractObjective(i) To assess change in confidence in having conversations that support parents with healthy eating and physical activity post-training. (ii) To assess change in staff competence in using ‘open discovery’ questions (those generally beginning with ‘how’ and ‘what’ that help individuals reflect and identify barriers and solutions) post-training. (iii) To examine the relationship between confidence and competence post-training.DesignA pre–post evaluation of ‘Healthy Conversation Skills’, a staff training intervention.SettingSure Start Children's Centres in Southampton, England.SubjectsA total of 145 staff working in Sure Start Children's Centres completed the training, including play workers (43 %) and community development or family support workers (35 %).ResultsWe observed an increase in median confidence rating for having conversations about healthy eating and physical activity (both P < 0·001), and in using ‘open discovery’ questions (P < 0·001), after staff attended the ‘Healthy Conversation Skills’ training. We also found a positive relationship between the use of ‘open discovery’ questions and confidence in having conversations about healthy eating post-training (r = 0·21, P = 0·01), but a non-significant trend was observed for having conversations about physical activity (r = 0·15, P = 0·06).ConclusionsThe ‘Healthy Conversation Skills’ training proved effective at increasing the confidence of staff working at Sure Start Children's Centres to have more productive conversations with parents about healthy eating. Wider implementation of these skills may be a useful public health nutrition capacity building strategy to help community workers support families with young children to eat more healthy foods.

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Kelman, M. S. "The front line of our life". Uzhhorod National University Herald. Series: Law 2, n. 73 (15 dicembre 2022): 88–92. http://dx.doi.org/10.24144/2307-3322.2022.73.45.

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On February 24, 2022, at around 5 o'clock in the morning, Putin declared war on Ukraine. Immediately, Russian troops began intensive shelling of the units of the Armed Forces in the east of the country, crossed the northeastern borders, and also launched rocket-bomb attacks on airfields and weapons depots almost throughout the territory of Ukraine. The Verkhovna Rada of Ukraine unanimously approved the introduction of martial law [1]. The war in Ukraine, which has been going on for more than six months, may become one of the bloodiest in modern history. The scale of losses on both sides is already much higher than in a typical modern war [2]. It is argued that the Russian-Ukrainian war is a new element compared to the 19th century. In the 20th and 21st centuries the distinction between military and civilians is gradually disappearing. On the one hand, the civilians and the military are fighting together, but on the other hand, the civilians are being destroyed as well as the military. These are so-called total wars. At the end of the Second World War, we have about 100 armed conflicts outside Europe or North America. Statistics show that the army rarely fought only with the army, and the vast majority with the population. Almost all these wars ended with the defeat of the aggressor state. It doesn't matter what technologies. Because it is impossible to overcome a motivated population. As Oxford University scientists write: "The more modern and powerful the occupier's troops are, the more they tend to collapse under the pressure of their own weight" [3]. It was determined that the fact remains that everyone is fighting. So wars are rather the rule, and peace is the exception. If we believe that war is impossible, then we are seriously missing something. After the fall of communism, we thought in vain that new wars were impossible. It is important to remember the rule of the ancient Romans — if you want peace, prepare for war. War is an inevitable companion of human history [2]. We define a war as a prolonged hostilities between the organized armed forces of different states, as a result of which at least a thousand people died on the battlefield in a year. According to British intelligence, the Russians lost 15,000 soldiers, that is, a little more than 150 soldiers per day (the General Staff of the Armed Forces of Ukraine reports 34,500 killed). Ukraine, in turn, admitted that it was losing about 200 soldiers per day. Only the losses of Ukraine raise this war in the scale of intensity, not taking into account the losses among civilians, which are clearly higher than average. In addition, Russia's war in Ukraine has already exceeded the average duration of wars, and all indications are that the fighting will drag on and it will be a war of attrition. According to the Correlates of War Project, 25% of wars last 13 months or more. Given that the parties were already involved in a low-intensity conflict in the east of Ukraine, this war exceeded the three-year mark reached by only 10% of conflicts [1].

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Timming, Andrew, Chris Baumann e Paul Gollan. "Consumer preferences for gender typicality in front-line services staff in the United States vis-à-vis South Korea: an experimental approach". European Journal of Marketing 54, n. 8 (26 giugno 2020): 1839–64. http://dx.doi.org/10.1108/ejm-06-2018-0365.

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Purpose This study aims to examine how variations in the perceived gender (a)typicality of front-line staff impact on consumer spending. Gender typicality is defined here as traditionally masculine-looking men and feminine-looking women, whereas gender atypicality, in contrast, refers to feminine-looking men and masculine-looking women. Design/methodology/approach Using an experimental design, the authors use simulated consumption scenarios across two separate studies, one in the USA and the other in South Korea. In each study, the authors investigate main and interaction effects in relation to front-line employees’ race (white vis-à-vis Asian) and baseline gender (originally male vis-à-vis originally female). Findings Across the two studies, consumers spent more money with gender-typical female front-line staff or, alternatively stated, less money with more masculine-looking female front-line staff. The effect of the male service staff was more complicated. In both countries, the authors found a significant consumer preference for gender-atypical (i.e. more feminine-looking), Asian male employees, compared to more masculine-looking Asian men. Research limitations/implications The experimental design strengthens claims of not only good internal validity but also weakens the generalizability of the findings. Field research is needed to explore these effects in various workplaces and sectors. The authors also acknowledge the limitations of operationalizing the gender (a)typicality of front-line staff by manipulating facial structures. Future research should manipulate gender (a)typicality using sociological and performative indicators. Practical implications The authors contribute to ongoing debates surrounding the legality and ethics of regulating employee appearance in the workplace. Employers must consider whether this type of “lookism” is legally and morally defensible. Originality/value This is, to the knowledge, the first-ever study to examine the effect of front-line employee gender non-conformity on consumer behavior and decision-making. The authors show how variations in perceived gender (a)typicality can, variously, promote or retard consumer spending. The study is original in that it shifts the debate from traditional studies of between-gender differences to a focus on within-gender differences. The key value of the research is that it shines a much-needed light on the changing role of gender in the workplace.

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Scott, Graham. "Devolution of power to front line staff proves popular political mantra". Nursing Standard 19, n. 30 (6 aprile 2005): 13. http://dx.doi.org/10.7748/ns.19.30.13.s20.

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Paul, Nicola. "Front line staff would benefit from belonging to a trade union". Nursing Standard 27, n. 3 (19 settembre 2012): 31. http://dx.doi.org/10.7748/ns2012.09.27.3.31.p9396.

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Scott, Graham. "Staff in the south west are on the pay front line". Nursing Standard 27, n. 12 (21 novembre 2012): 1. http://dx.doi.org/10.7748/ns2012.11.27.12.1.p9934.

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Owen, Mike. "Poorly paid front line staff will bear the brunt of cuts". Nursing Standard 24, n. 42 (23 giugno 2010): 32. http://dx.doi.org/10.7748/ns.24.42.32.s41.

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White, Elizabeth M., Terrie Fox Wetle, Ann Reddy e Rosa R. Baier. "Front-line Nursing Home Staff Experiences During the COVID-19 Pandemic". Journal of the American Medical Directors Association 22, n. 1 (gennaio 2021): 199–203. http://dx.doi.org/10.1016/j.jamda.2020.11.022.

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Kennealy, Patrick J., Jennifer L. Skeem e Isaias R. Hernandez. "Does staff see what experts see? Accuracy of front line staff in scoring juveniles’ risk factors." Psychological Assessment 29, n. 1 (2017): 26–34. http://dx.doi.org/10.1037/pas0000316.

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Argyle, Elaine, Louise Thomson, Antony Arthur, Jill Maben, Justine Schneider e Heather Wharrad. "Introducing the Care Certificate Evaluation: Innovative practice". Dementia 19, n. 2 (4 agosto 2017): 512–17. http://dx.doi.org/10.1177/1471301217723498.

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Although investment in staff development is a prerequisite for high-quality and innovative care, the training needs of front line care staff involved in direct care have often been neglected, particularly within dementia care provision. The Care Certificate, which was fully launched in England in April 2015, has aimed to redress this neglect by providing a consistent and transferable approach to the training of the front line health and social care workforce. This article describes the early stages of an 18-month evaluation of the Care Certificate and its implementation funded by the Department of Health Policy Research Programme.

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Vindrola-Padros, Cecilia, Lily Andrews, Anna Dowrick, Nehla Djellouli, Harrison Fillmore, Elysse Bautista Gonzalez, Dena Javadi et al. "Perceptions and experiences of healthcare workers during the COVID-19 pandemic in the UK". BMJ Open 10, n. 11 (novembre 2020): e040503. http://dx.doi.org/10.1136/bmjopen-2020-040503.

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ObjectiveThe COVID-19 pandemic has set unprecedented demand on the healthcare workforce around the world. The UK has been one of the most affected countries in Europe. The aim of this study was to explore the perceptions and experiences of healthcare workers (HCWs) in relation to COVID-19 and care delivery models implemented to deal with the pandemic in the UK.MethodsThe study was designed as a rapid appraisal combining: (1) a review of UK healthcare policies (n=35 policies), (2) mass media and social media analysis of front-line staff experiences and perceptions (n=101 newspaper articles, n=1 46 000 posts) and (3) in-depth (telephone) interviews with front-line staff (n=30 interviews). The findings from all streams were analysed using framework analysis.ResultsLimited personal protective equipment (PPE) and lack of routine testing created anxiety and distress and had a tangible impact on the workforce. When PPE was available, incorrect size and overheating complicated routine work. Lack of training for redeployed staff and the failure to consider the skills of redeployed staff for new areas were identified as problems. Positive aspects of daily work reported by HCWs included solidarity between colleagues, the establishment of well-being support structures and feeling valued by society.ConclusionOur study highlighted the importance of taking into consideration the experiences and concerns of front-line staff during a pandemic. Staff working in the UK during the COVID-19 pandemic advocated clear and consistent guidelines, streamlined testing of HCWs, administration of PPE and acknowledgement of the effects of PPE on routine practice.

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Lundberg, Kjetil G., e Liv Johanne Syltevik. "Everyday interaction at the front-line". Journal of Organizational Ethnography 5, n. 2 (11 luglio 2016): 152–66. http://dx.doi.org/10.1108/joe-12-2015-0026.

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Purpose – The purpose of this paper is to provide a sociological analysis of everyday interaction on the physical front line of the Norwegian welfare state. Design/methodology/approach – The data are from a short-term ethnographic study in the reception/waiting rooms of three local welfare offices. These are important sites for access to benefits and services. The focus is on the situational and interactional aspects: how do people behave and interact with fellow visitors as well as with front line staff in this institutional context? For the analysis, Goffman’s conceptual framework on behaviour in public places is combined with concepts from a theory of access to welfare benefits. Findings – The analysis shows how people fill these spaces with different activities, and how they are characterized by a particular type of welfare “officialdom”, boundary work and the handling of welfare stigma. Everyday interaction on the front line gives insights into the tensions in an all-in-one welfare bureaucracy and into the implementation of digitalization. The paper concludes that “old” and “new” tensions are expressed and managed at the front line, and suggests that more attention be paid to the new barriers that are developing. Originality/value – The study contributes an ethnographic approach to a seldom studied part of welfare administration. The waiting rooms in the Norwegian welfare organization are actualized as a social arena influenced by new trends in public administration: one-stop shops, a new heterogeneity, activation policies and digitalization processes.

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Stephens, Matt, Kathryn Denhardt, James Flynn, Robert Lyons e James Swasey. "THE NAUTURE OF CONFLICT IN PUBLIC GARDENS". HortScience 41, n. 3 (giugno 2006): 492A—492. http://dx.doi.org/10.21273/hortsci.41.3.492a.

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Public gardens are complex, multi-faceted, diverse organizations that execute a broad scope of tasks including fundraising, educational programming, marketing, public relations, and horticultural research. This broad scope of work creates numerous challenges for these institutions. One of which is conflict between front-line and administrative staffs. The goal of this research is to help explain why conflict between front-line and administrative staffs exists in public gardens. The research found no existing research on the topic of conflict in botanic gardens, but some in other industries. The research was a mixed methods design, including two case studies at separate public gardens and an online questionnaire. Both case studies consisted of separate focus groups and individual interviews with staff at different levels of the organization. Questionnaire results also came from various personnel levels (front-line and administrative) of public gardens. Once final data collection occurred, they were coded into similar categories outlined by the Malcolm Baldridge Standards, an internationally recognized assessment tool for excellence. Early analysis of the data indicates that conflict occurs due to a lack of: a clear mission and vision, effective communication, and empowerment within the organization.

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Darr, A., K. Dhanji e J. Doshi. "Tracheostomy and laryngectomy survey: do front-line emergency staff appreciate the difference?" Journal of Laryngology & Otology 126, n. 6 (24 aprile 2012): 605–8. http://dx.doi.org/10.1017/s0022215112000618.

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AbstractBackground:In an emergency scenario, it is vital to appreciate the difference between a laryngectomy and a tracheostomy so that oxygen can be administered in an appropriate manner. This survey aimed to ascertain the level of emergency healthcare personnel's knowledge with regards to distinguishing between a tracheostomy and a laryngectomy patient, and the emergency management of such patients.Methods:Forty-four accident and emergency staff (28 doctors, nine nurses and seven paramedics) within one Foundation Trust were invited to complete a questionnaire to ascertain (1) their confidence at differentiating between a laryngectomy and tracheostomy stoma; (2) knowledge of the appropriate site for oxygen delivery if needed; and (3) overall level of training on this subject.Results:There were significant gaps in knowledge, particularly with regards to fundamental differences between a tracheostomy and a laryngectomy; less than 5 per cent were able to describe the anatomical difference. Only 41 per cent correctly identified the route of oxygen administration in laryngectomy patients.Conclusion:In this cohort of emergency staff, the fundamental difference between a laryngectomy and a tracheostomy was poorly understood. This lack of awareness of front-line emergency staff needs to be addressed in order to maximise patient safety.

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Harrison, Sarah. "Front line staff left in the dark over five-in-one jab". Nursing Standard 18, n. 49 (18 agosto 2004): 6. http://dx.doi.org/10.7748/ns.18.49.6.s11.

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Jurbergs, Niki, Janet Sellers, Mark Brown, Kristin Canavera e Valerie Crabtree. "Voices from the front line: Supporting staff during the COVID-19 pandemic". Journal of Psychosocial Oncology 39, n. 3 (22 marzo 2021): 320–23. http://dx.doi.org/10.1080/07347332.2021.1900483.

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Ely, John. "Spending the NHS windfall: ‘Prioritise nursing and listen to front-line staff’". Nursing Standard 33, n. 5 (1 agosto 2018): 8–10. http://dx.doi.org/10.7748/ns.33.5.8.s6.

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Montgomery, Catherine M., Alison Chisholm, Stephen Parkin e Louise Locock. "Wild data: how front‐line hospital staff make sense of patients’ experiences". Sociology of Health & Illness 42, n. 6 (31 maggio 2020): 1424–40. http://dx.doi.org/10.1111/1467-9566.13115.

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Unroe, Kathleen T., John G. Cagle, M. E. Dennis, Kathleen A. Lane, Christopher M. Callahan e Susan C. Miller. "Hospice in the Nursing Home: Perspectives of Front Line Nursing Home Staff". Journal of the American Medical Directors Association 15, n. 12 (dicembre 2014): 881–84. http://dx.doi.org/10.1016/j.jamda.2014.07.009.

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White, Elizabeth, Terrie Wetle, Ann Reddy e Rosa Baier. "“We are Scapegoats”: Front-Line Nursing Home Staff Experiences During the COVID-19 Pandemic". Innovation in Aging 4, Supplement_1 (1 dicembre 2020): 965–66. http://dx.doi.org/10.1093/geroni/igaa057.3527.

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Abstract The COVID-19 pandemic is an unprecedented challenge for nursing homes, where staff have faced rapidly evolving circumstances to care for a vulnerable resident population. To document these healthcare professionals’ experiences during the pandemic, we used social media and professional networks to disseminate an electronic survey with closed- and open-ended questions to a convenience sample of long-term care staff from May 11 through June 4, 2020. Four investigators identified themes from qualitative responses for 152 nursing home staff respondents from 32 states. Key themes included: constraints on personal protective equipment (PPE) and testing; burdensome regulations and guidance; concern for self, family, and residents; workforce burnout; organizational communication and teamwork; and public lack of recognition. Respondents described ongoing constraints on testing, and reliance on crisis standards for extended use and reuse of PPE. Administrators discussed implementing sometimes confusing or contradictory guidance from numerous agencies. Direct-care staff expressed fears of infecting themselves and their families, and expressed empathy and concern for their residents. They described burnout due to increased workloads and the emotional burden of caring for residents facing isolation, illness, and death. Respondents cited the presence or lack of organizational communication and teamwork as factors influencing their ability to work under challenging circumstances. They also described the demoralizing impact of negative media coverage of nursing homes, contrasting this with the heroic public recognition given to hospital staff. These challenges added significant burden to an already strained workforce and are likely to contribute to increased burnout, turnover, and staff shortages in the long-term.

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Brown, Jennifer, e Jenny Fleming. "Exploration of individual and work-related impacts on police officers and police staff working in support or front-line roles during the UK’s first COVID lockdown". Police Journal: Theory, Practice and Principles 95, n. 1 (26 ottobre 2021): 50–72. http://dx.doi.org/10.1177/0032258x211052891.

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An online survey ( N = 2063) of women working either as police officers or non-sworn/warranted police staff addressed personal well-being and work-related factors during the first COVID lockdown in the United Kingdom from March to August 2020. Overall, 59% of all respondents reported being more stressed during the lockdown than they had been previously. A key factor in stress levels was the respondents’ organisational support measured by a computed index of trust, communication, and support (TCS). Those respondents having a positive orientation towards TCS were less stressed than those whose orientation was more negative. Findings differentiated the experience of respondents typed as front-line police officers, front-line police staff, police officers serving in support functions and police staff in support functions. Innovative COVID-19 working arrangements are highlighted as beneficial new practices worth retaining.

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McRae, Andrew D., Jeffrey J. Perry, Jamie Brehaut, Erica Brown, Janet Curran, Marcel Emond, Corinne Hohl, Monica Taljaard e Ian G. Stiell. "Engaging emergency clinicians in emergency department clinical research". CJEM 20, n. 3 (30 gennaio 2018): 443–47. http://dx.doi.org/10.1017/cem.2017.434.

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AbstractObjectiveThe objective of this panel was to generate recommendations to promote the engagement of front-line emergency department (ED) clinicians in clinical and implementation research.MethodsPanel members conducted semi-structured interviews with 37 Canadian adult and pediatric emergency medicine researchers to elicit barriers and facilitators to clinician engagement in research activities, and to glean strategies for promoting clinician engagement.ResultsResponses were organized by themes, and, based on these responses, recommendations were developed and refined in an iterative fashion by panel members.ConclusionsWe offer eight recommendations to promote front-line clinician engagement in clinical research activities. Recommendations to promote clinician engagement specifically address the creation of a research-friendly culture in the ED, minimizing the burden of data collection on clinical staff through the careful design of data collection tools and the use of research staff, and communication between researchers and clinical staff to promote adherence to study protocols.

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Locock, Louise, Chris Graham, Jenny King, Stephen Parkin, Alison Chisholm, Catherine Montgomery, Elizabeth Gibbons et al. "Understanding how front-line staff use patient experience data for service improvement: an exploratory case study evaluation". Health Services and Delivery Research 8, n. 13 (marzo 2020): 1–170. http://dx.doi.org/10.3310/hsdr08130.

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Background and aim The NHS collects a large number of data on patient experience, but there are concerns that it does not use this information to improve care. This study explored whether or not and how front-line staff use patient experience data for service improvement. Methods Phase 1 – secondary analysis of existing national survey data, and a new survey of NHS trust patient experience leads. Phase 2 – case studies in six medical wards using ethnographic observations and interviews. A baseline and a follow-up patient experience survey were conducted on each ward, supplemented by in-depth interviews. Following an initial learning community to discuss approaches to learning from and improving patient experience, teams developed and implemented their own interventions. Emerging findings from the ethnographic research were shared formatively. Phase 3 – dissemination, including an online guide for NHS staff. Key findings Phase 1 – an analysis of staff and inpatient survey results for all 153 acute trusts in England was undertaken, and 57 completed surveys were obtained from patient experience leads. The most commonly cited barrier to using patient experience data was a lack of staff time to examine the data (75%), followed by cost (35%), lack of staff interest/support (21%) and too many data (21%). Trusts were grouped in a matrix of high, medium and low performance across several indices to inform case study selection. Phase 2 – in every site, staff undertook quality improvement projects using a range of data sources. The number and scale of these varied, as did the extent to which they drew directly on patient experience data, and the extent of involvement of patients. Before-and-after surveys of patient experience showed little statistically significant change. Making sense of patient experience ‘data’ Staff were engaged in a process of sense-making from a range of formal and informal sources of intelligence. Survey data remain the most commonly recognised and used form of data. ‘Soft’ intelligence, such as patient stories, informal comments and daily ward experiences of staff, patients and family, also fed into staff’s improvement plans, but they and the wider organisation may not recognise these as ‘data’. Staff may lack confidence in using them for improvement. Staff could not always point to a specific source of patient experience ‘data’ that led to a particular project, and sometimes reported acting on what they felt they already knew needed changing. Staff experience as a route to improving patient experience Some sites focused on staff motivation and experience on the assumption that this would improve patient experience through indirect cultural and attitudinal change, and by making staff feel empowered and supported. Staff participants identified several potential interlinked mechanisms: (1) motivated staff provide better care, (2) staff who feel taken seriously are more likely to be motivated, (3) involvement in quality improvement is itself motivating and (4) improving patient experience can directly improve staff experience. ‘Team-based capital’ in NHS settings We propose ‘team-based capital’ in NHS settings as a key mechanism between the contexts in our case studies and observed outcomes. ‘Capital’ is the extent to which staff command varied practical, organisational and social resources that enable them to set agendas, drive process and implement change. These include not just material or economic resources, but also status, time, space, relational networks and influence. Teams involving a range of clinical and non-clinical staff from multiple disciplines and levels of seniority could assemble a greater range of capital; progress was generally greater when the team included individuals from the patient experience office. Phase 3 – an online guide for NHS staff was produced in collaboration with The Point of Care Foundation. Limitations This was an ethnographic study of how and why NHS front-line staff do or do not use patient experience data for quality improvement. It was not designed to demonstrate whether particular types of patient experience data or quality improvement approaches are more effective than others. Future research Developing and testing interventions focused specifically on staff but with patient experience as the outcome, with a health economics component. Studies focusing on the effect of team composition and diversity on the impact and scope of patient-centred quality improvement. Research into using unstructured feedback and soft intelligence. Funding The National Institute for Health Research Health Services and Delivery Research programme.

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Curtin, Annie Gabrielle, Vitas Anderson, Fran Brockhus e Donna Ruth Cohen. "Novel team-based approach to quality improvement effectively engages staff and reduces adverse events in healthcare settings". BMJ Open Quality 9, n. 2 (aprile 2020): e000741. http://dx.doi.org/10.1136/bmjoq-2019-000741.

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BackgroundDespite significant attention to safety and quality in healthcare over two decades, patient harm in hospitals remains a challenge. There is now growing emphasis on continuous quality improvement, with approaches that engage front-line staff. Our objective was to determine whether a novel approach to reviewing routine clinical practice through structured conversations—map-enabled experiential review—could improve engagement of front-line staff in quality improvement activities and drive improvements in indicators of patient harm.MethodsOnce a week over a 10-month period, front-line staff were engaged in 35 min team-based conversations about routine practices relating to five national safety standards. Structure for the conversations was provided by interactive graphical logic maps representing each standard. Staff awareness of—and attitudes to—quality improvement, as well as their perceptions of the intervention and its impact, were canvassed through surveys. The impact of the intervention on measures of patient safety was determined through analysis of selected incident data reported in the hospital’s risk management system.ResultsThe map-enabled experiential review approach was well received by staff, who reported increased awareness and understanding of national standards and related hospital policies and protocols, as well as increased interest in quality issues and improvement. The data also indicate an improvement in quality and safety in the two participating units, with a 34% statistically significant decrease in the recorded incident rates of the participating units relative to the rest of the hospital for a set of independently recorded incidents relating to patient identification.DiscussionThis exploratory study provided promising initial results on the feasibility and effectiveness of map-enabled experiential review as a quality improvement approach in an acute clinical setting.

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Xing, Yong, e Xiao Hu Chen. "Research on Cooperative Equipment Maintenance Technology Supported Platform". Advanced Materials Research 490-495 (marzo 2012): 2931–36. http://dx.doi.org/10.4028/www.scientific.net/amr.490-495.2931.

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To deal with problems of the front-line maintenance staff in technology support, a cooperative platform which is supported by maintenance techniques based on knowledge service is put forward. This thesis discusses its operational model and key techniques based on the analysis of its structure and functions. The platform provides the front-line workers with “one-stop” technology support and “customized” knowledge service to form a “win-win” and cooperative model which is secured by those departments related to equipment maintenance.

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Harenwall, Sari, e Joanne McVey. "Increasing communication and self-care skills for front line staff in cancer care". Cancer Nursing Practice 14, n. 7 (10 settembre 2015): 28–33. http://dx.doi.org/10.7748/cnp.14.7.28.e1192.

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Kleebauer, Alistair. "‘It is a shame more hasn’t been done to protect front line staff’". Nursing Standard 29, n. 14 (3 dicembre 2014): 14–15. http://dx.doi.org/10.7748/ns.29.14.14.s17.

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Morgan, Sonya, Susan Pullon, Susan Garrett e Eileen McKinlay. "Interagency collaborative care for young people with complex needs: Front‐line staff perspectives". Health & Social Care in the Community 27, n. 4 (25 febbraio 2019): 1019–30. http://dx.doi.org/10.1111/hsc.12719.

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Weldon, Sharon-Marie, Roger Kneebone e Fernando Bello. "Collaborative healthcare remodelling through sequential simulation: a patient and front-line staff perspective". BMJ Simulation and Technology Enhanced Learning 2, n. 3 (27 giugno 2016): 78–86. http://dx.doi.org/10.1136/bmjstel-2016-000113.

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BackgroundThe Department of health funded an initiative to pioneer new approaches that would create a more integrated form of care.Local problemIn order to receive funding, local Clinical Commissioning Groups were required to engage a range of stakeholders in a practical approach that generated the development of an integrated model of care.InterventionTwo sequential simulation (SqS) workshops comprising 65 and 93 participants, respectively, were designed using real patient scenarios from the locality, covering areas of general practice, community health and adult social care. Workshops were attended by a diverse group of stakeholders. The first workshop addressed current care pathways and the second modelled ideal care pathways generated from the data obtained at the first workshop.MethodsDiscussions were captured through video recording, field-notes and pre and post questionnaires. Data was collated, transcribed and analysed through a combination of descriptive statistics and thematic analysis.ResultsThe questionnaires revealed that attendees strongly agreed that they had had an opportunity to contribute to all discussions and raise questions, concerns and ideas (100%). Pre and post knowledge of current and new models of care was vastly improved. The opportunity to share information and to network was valued, with the SqS approach seen as breaking professional barriers (100%).ConclusionsSimulation can be used as a tool to engage stakeholders in designing integrated models of care. The systematic data collection from the diverse ideas generated also allows for a much-needed ‘ear’ to those providing the solutions, as well as a legitimate and balanced perspective.

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