Wisdom at Work: Retaining Experienced RNs and Their Knowledge: Case Studies of Top Performing Organizations

Presents seven case studies of top organizations in the healthcare sector and beyond and their proven and innovative strategies for retaining experienced workers. Identifies elements of success, best practices, and lessons for the nursing field overall

Improving Immigrant Access to Workforce Services: Partnerships, Practices & Policies

This report presents the challenges and shares actionable ideas on how the immigrant-serving and workforce development fields could partner to improve policies and practices connecting immigrants to skill-building and career-advancement opportunities. Immigrants and their families make up 13% of the overall population in the United States and 16% of the labor force. However, immigrants are much more likely than the native population to live in poverty and be underserved by our public workforce system.The research, conducted by the Aspen Institute's Workforce Strategies Initiative, helps us understand how workforce- and immigrant-focused organizations intersect and could work together. While forming robust partnerships is still in the preliminary stages, a few strong examples of such partnerships exist, and more are emerging with various modest investments. The report aims to contribute to the emerging national conversation about these issues

Investing in Workforce Program Innovation: A Formative Evaluation of Five Workforce Organizations' Experiences During the Human Capital Innovation Fund Initiative

In this report, Investing in Workforce Program Innovation: A Formative Evaluation of Five Workforce Organizations' Experiences during the Human Capital Innovation Fund Initiative, we describe the five organizations' experiences planning, implementing, and adapting new strategies. Investing in Workforce Program Innovation offers insights into the complex work of developing and maintaining relationships that cross institutions. We discuss factors grantees considered when identifying partner organizations, the approaches they used to find common ground and work effectively together, and the ways in which partnerships evolved and deepened over time. We describe how organizations cultivated long-term relationships with employers to not only inform workforce program design and promote job placement, but also to engage employers to reflect upon their hiring and employment practices. Finally, we discuss the ways in which HCIF-supported organizations tailored comprehensive and ongoing supports to the unique needs of their participants to help them succeed in and beyond training programs

A Survey of Perceived Job satisfaction Among School Nurses

Many studies have examined job satisfaction of nurses in various clinical settings, but few have focused on school nurses. This project was a follow-up to the study by Foley, Wilson, Lee, Young Cureton, & Canham (2004), who used a written questionnaire and convenience sample rather than the electronic means and random sampling employed here. Both studies, based on Stamp\u27s Index of Work Satisfaction, analyzed six parameters to determine the degree of job satisfaction among members of a state school nurses organization. The results of this study substantially agreed with the prior study. School nurses were not satisfied with their jobs. Autonomy in their job was the most significant parameter, followed by interaction, professional status, pay, task requirements, and organizational policies. Demographic information pointed to a potential problem with 53% of the school nurses surveyed intending to retire within 1 0 years

The effect of human resource management on performance in hospitals in Sub-Saharan Africa: A systematic literature review

Hospitals in Sub-Saharan Africa (SSA) face major workforce challenges while having to deal with extraordinary high burdens of disease. The effectiveness of human resource management (HRM) is therefore of particular interest for these SSA hospitals. While, in general, the relationship between HRM and hospital performance is extensively investigated, most of the underlying empirical evidence is from western countries and may have limited validity in SSA. Evidence on this relationship for SSA hospitals is scarce and scattered. We present a systematic review of empirical studies investigating the relationship between HRM and performance in SSA hospitals. Following the PRISMA protocol, searching in seven databases (i.e., Embase, MEDLINE, Web of Science, Cochrane, PubMed, CINAHL, Google Scholar) yielded 2252 hits and a total of 111 included studies that represent 19 out of 48 SSA countries. From a HRM perspective, most studies researched HRM bundles that combined practices from motivation-enhancing, skills-enhancing, and empowerment-enhancing domains. Motivation-enhancing practices were most frequently researched, followed by skills-enhancing practices and empowerment-enhancing practices. Few studies focused on single HRM practices (instead of bundles). Training and education were the most researched single practices, followed by task shifting. From a performance perspective, our review reveals that employee outcomes and organizational outcomes are frequently researched, whereas team outcomes and patient outcomes are significantly less researched. Most studies report HRM interventions to have positively impacted performance in one way or another. As researchers have studied a wide variety of (bundled) interventions and outcomes, our analysis does not allow to present a structured set of effective one-to-one relationships between specific HRM interventions and performance measures. Instead, we find that specific outcome improvements can be accomplished by different HRM interventions and conversely that similar HRM interventions are reported to affect different outcome measures. In view of the high burden of disease, our review identified remarkable little evidence on the relationship between HRM and patient outcomes. Moreover, the presented evidence often fails to provide contextual characteristics which are likely to induce variety in the performance effects of HRM interventions. Coordinated resea

On the Interface Between Operations and Human Resources Management

Operations management (OM) and human resources management (HRM) have historically been very separate fields. In practice, operations managers and human resource managers interact primarily on administrative issues regarding payroll and other matters. In academia, the two subjects are studied by separate communities of scholars publishing in disjoint sets of journals, drawing on mostly separate disciplinary foundations. Yet, operations and human resources are intimately related at a fundamental level. Operations are the context that often explains or moderates the effects of human resource activities such as pay, training, communications and staffing. Human responses to operations management systems often explain variations or anomalies that would otherwise be treated as randomness or error variance in traditional operations research models. In this paper, we probe the interface between operations and human resources by examining how human considerations affect classical OM results and how operational considerations affect classical HRM results. We then propose a unifying framework for identifying new research opportunities at the intersection of the two fields

Telehealth and Mobile Health Applied To IntegratedBehavioral Care: OpportunitiesFor Progress In New Hampshire

This paper is an accompanying document to a webinar delivered on May 16, 2017, for the New Hampshire Citizens Health Initiative (Initiative). As integrated behavioral health efforts in New Hampshire gain traction, clinicians, administrators, payers, and policy makers are looking for additional efficiencies in delivering high quality healthcare. Telehealth and mobile health (mHealth) have the opportunity to help achieve this while delivering a robust, empowered patient experience. The promise of video-based technology was first made in 1964 as Bell Telephone shared its Picturephone® with the world. This was the first device with audio and video delivered in an integrated technology platform. Fast-forward to today with Skype, FaceTime, and webinar tools being ubiquitous in our personal and business lives, but often slow to be adopted in the delivery of medicine. Combining technology-savvy consumers with New Hampshire’s high rate of electronic health record (EHR) technology adoption, a fairly robust telecommunications infrastructure, and a predominately rural setting, there is strong foundation for telehealth and mHealth expansion in New Hampshire’s integrated health continuum

Improving the Process of Preventive Maintenance for Critical Telecommunications Stations in Qatar

Critical public safety telecommunications networks in Qatar shall be secure, reliable, and fast response networks. These networks are serving the security teams and forces of Qatar. As a result, these networks shall be maintained on the highest standards in order to meet the basic requirements of providing an available and reliable Mission Critical Communications Networks (MCCN). Hence, the goal of this project is to improve the process of preventive maintenance by the Field Maintenance Teams (FMT) in the Ministry of Interior (MOI). Several limitations and challenges are facing these teams while planning and performing the Preventive Maintenance (PM) tasks. This project shall be used to increase the productivity of the FMT by improving the current practices of performing PM activities. A detailed literature review on the areas of lean thinking and scheduling maintenance tasks has been conducted. Then, it was decided to use the VSM (one of the lean thinking tools) to enhance and improve the current PM execution system. There were multiple non-value adding activities that can be planned for and executed before each day of preforming the PM tasks. These activities have been identified and then eliminated, and hence a future state was proposed in this project. This future state system will be implemented directly by the FMT management as it can save almost 40.3% of the total lead time of the system (192 minutes improvement from current to the future system)

The Fair Labor Standards Act: Overtime Pay Issues in the 108th Congress

CRS_February_2005_FLSA_Overtime_Pay_Issues_108th.pdf: 3640 downloads, before Oct. 1, 2020