Emotional eating in adults:The role of socio-demographics, lifestyle behaviors, and self-regulation- Findings from a US national study

Background: Emotional eating, the tendency to overeat in response to negative emotions, has been linked to weight gain. However, scant evidence exists examining the prevalence and correlates of emotional eating among large samples of adults in the United States (U.S.). Hence, we examine the relationship among individual and socioeconomic factors, health behaviors, and self-regulation with emotional eating patterns among U.S. adults. Methods: Cross-sectional analysis of 5863 Family Health Habits Survey participants. Multivariable, ordered, logistic regression was employed to examine the relationship between the frequency of the desire to eat when emotionally upset (never, rarely, sometimes, often, and very often) and the independent variables. Results: Analysis reveals that 20.5% of the sample tended to emotionally eat often or very often. Being female, non-Hispanic White, and of younger age were all related to a higher likelihood of emotional eating. Additionally, inability to delay gratification (impatience) was related to an 18% increased likelihood (95% confidence interval (CI) 1.05–1.33) for emotional eating. Finally, emotional eating was significantly related to more frequent fast-food consumption. Conclusions: Program planners might need to develop targeted interventions aimed at enhancing emotional regulation skills while addressing these less healthful behaviors (e.g., fast-food intake) with the goal of obesity and chronic disease prevention

Leading By Serving: A New Look At Leadership In Dialysis Practices

The importance of leading others cannot be overlooked in today\u27s hyperturbulent healthcare environment. The authors examine leadership and offer a model that can be incorporated to help dialysis practice managers successfully navigate the choppy healthcare seas

The Facility Audit And Review Method: Evaluating Institutional Ethics In Health Care Organizations

Auditing processes-such as financial, compliance, and investigative audits-are commonplace in the health care industry. However, an audit to assess institutional ethics in health care facilities is a fairly new concept. The Facility Audit and Review Method is an assessment tool that provides an evaluation scheme to review the organization\u27s policies, procedures, and outcomes using an ethical perspective. This article discusses ethics in the context of health care, the various types of auditing mechanisms used in health care facilities, and how these two-ethics and audits-come together to form the 4-stage Facility Audit and Review Method. ©2007Lippincott Williams & Wilkins, Inc

Teamwork In Healthcare: Lessons For Dialysis Centers

Healthcare is typically delivered using teams composed of patients and providers, such as nurses, technicians, and physicians. Teams are defined as formal collections of individuals assembled together for a specific purpose. Studies have shown the effectiveness of teams in general, and the specific benefits of healthcare teams. All teams, whether permanent or temporary, go through the 4 MEDS stages (mingle, elect, devise, and separate). We analyze the structure and processes of teams, and present ways that the use of teams in the healthcare setting can be effective for the overall quality of healthcare

Free Labor! How To Successfully Use Student Interns In Your Practice

Medical practices have an untapped talent pool of free labor: students needing internships in health administration, health information management, and related programs. An internship, or pre-professional practice, refers to the experience whereby students are able to gain invaluable field experience that is beneficial to both medical practices and students. The first article of a three-part series on utilizing student interns in medical practice, this article provides an overview about this untapped resource and provides the reader with information about internships; the different types of internships available; the benefits to the practice, preceptor, and intern; and pitfalls to avoid. Copyright © 2009 by Greenbranch Publishing LLC

You\u27Ve Got Them, Now What? Successfully Mentoring Student Interns

This article, the third in the series, is designed to help medical group practices understand the mentoring process, which is critical to the success of the internship. This article provides medical group practices with tips to successfully mentor student interns in order to maximize the experience for both parties. This article provides characteristics of good mentors, a framework for the learning experience, tips on how to successfully mentor students, and a discussion of the benefits to the mentor and student intern. Copyright © 2009 by Greenbranch Publishing LLC

Internship Logistics: Successfully Navigating The Internship Process

This article, the second in the series, is designed to help medical practices understand how the internship process works. This article helps practice managers perform a needs analysis in order to determine if a student intern is appropriate, provides tools to help structure the internships and forms to evaluate the process, and identifies ways for the practice to avoid legal pitfalls when employing interns. Copyright © 2009 by Greenbranch Publishing LLC

Retire Already! Managing Physicians Who No Longer Want To Work, But Have To

The economic downturn has wreaked havoc on our professional lives and has presented a whole host of challenges including managing physicians who can no longer retire due to the reduced value of their retirement savings. As a result, many medical practices are burdened with physicians who are disinterested in continuing to work in the practice, but who remain solely due to financial reasons. This article will provide practice managers with several means to encourage these retired-on-the-job physitians to improve their attitudes and productivity levels, or do what they have already informally done-retire. Specifically, this article reviews four options for dealing with such employees, including: (1) coaching; (2) offering flexible work options; (3) changing revenue-sharing agreement; and (4) dismissal. Copyright © 2010 by Greenbranch Publishing LLC