Hurdles at work: perceptions of hospital food handlers

<p>Abstract</p> <p>Background</p> <p>Food handlers have a very important role in preventing food contamination during its preparation and distribution. This responsibility is even greater in hospitals, since a large number of patients have low immunity and consequently food contamination by pathogenic bacteria could be particularly harmful. Therefore, a good working environment and periodic training should be provided to food handlers by upper management.</p> <p>Methods</p> <p>This study is qualitative research by means of focus group and thematic content analysis methodologies to examine, in detail, the statements by food handlers working in the milk and specific-diet kitchens in a hospital to understand the problems they face in the workplace.</p> <p>Results</p> <p>We found that food handlers are aware of the role they play in restoring patients' health; they consider it important to offer a good-quality diet. However, according to their perceptions, a number of difficulties prevent them from reaching this aim. These include: upper management not prioritizing human and material resources to the dietetic services when making resource allocation decisions; a perception that upper management considers their work to be of lesser importance; delayed overtime payments; lack of periodic training; managers lacking administrative skills; insufficient dietitian staff assistants, leading to overwork, at the same time as there is an excess of dietitians; unhealthy environmental working conditions – high temperature, high humidity, loud and constant noise level, poor ventilation; lack of food, and kitchen utensils and equipment; and relationship conflicts with chief dieticians and co-workers.</p> <p>Conclusion</p> <p>From these findings, improvement in staff motivation could be achieved by considering non-financial incentives, such as improvement in working conditions and showing appreciation and respect through supervision, training and performance appraisal. Management action, such as investments in intermediary management so that managers have the capacity to provide supportive supervision, as well as better use of performance appraisal and access to training, may help overcome the identified problems.</p

Trispecific antibody targeting HIV-1 and T cells activates and eliminates latently-infected cells in HIV/SHIV infections.

Agents that can simultaneously activate latent HIV, increase immune activation and enhance the killing of latently-infected cells represent promising approaches for HIV cure. Here, we develop and evaluate a trispecific antibody (Ab), N6/αCD3-αCD28, that targets three independent proteins: (1) the HIV envelope via the broadly reactive CD4-binding site Ab, N6; (2) the T cell antigen CD3; and (3) the co-stimulatory molecule CD28. We find that the trispecific significantly increases antigen-specific T-cell activation and cytokine release in both CD4 &lt;sup&gt;+&lt;/sup&gt; and CD8 &lt;sup&gt;+&lt;/sup&gt; T cells. Co-culturing CD4 &lt;sup&gt;+&lt;/sup&gt; with autologous CD8 &lt;sup&gt;+&lt;/sup&gt; T cells from ART-suppressed HIV &lt;sup&gt;+&lt;/sup&gt; donors with N6/αCD3-αCD28, results in activation of latently-infected cells and their elimination by activated CD8 &lt;sup&gt;+&lt;/sup&gt; T cells. This trispecific antibody mediates CD4 &lt;sup&gt;+&lt;/sup&gt; and CD8 &lt;sup&gt;+&lt;/sup&gt; T-cell activation in non-human primates and is well tolerated in vivo. This HIV-directed antibody therefore merits further development as a potential intervention for the eradication of latent HIV infection

The medical student

The Medical Student was published from 1888-1921 by the students of Boston University School of Medicine

A COLLABORATIVE ENVIRONMENT FOR PRODUCT DEVELOPMENT USING STANDARDS

Collaboration between multiple organizations and companies becomes a performing solution for the development of large, complex, industrial products. Concurrent work is especially valuable during the phases of design and manufacture. Each company concentrates on his core business and externalizes secondary tasks. The Extended Enterprise, including suppliers, sub-contractors and customers, or the Virtual Enterprise, a temporary network of partner companies formed to carry out an industrial project, are organisations designed for collaborative product development. In this context of collaborative work the members of an extended or virtual enterprise must share product and process data, software tools and even their own expertise. Then the development of an Information Infrastructure is necessary for the Virtual Enterprise to manage efficiently exchange and sharing of industrial data. The objective of the project presented here is to provide an Information Infrastructure to share product models in a collaborative environment. Difficulties include the heterogeneity of partners' systems and software tools as well as the case of small or medium enterprises or the protection of partners' knowledge. We describe first the virtual organization approach and the problems of sharing industrial data. Then we present and justify a solution of Information Infrastructure based on the STEP standard and web technology. At last, we conclude and give the future developments