La Relación Entre la Motivación Docente y Variables de la Organización: Revisión de la Literatura

Abstract Teacher motivation plays a central role in education because ofitsimpacton student motivation. Previous reviews of teacher motivation have focused on individual variables and psychopathology indicators. However, it is also important to understand the effect of organizational variableson teacher motivationbecause these highlightthe contextthat the teacher is a part of(i.e.,the school). The literature review in this paper analysed studies related to teacher motivation and a pre-defined group of organizational variablesthat werepublished between 1990 and 2014 in several electronic databases.The study found that organizational culture was the most studied variable associated with teacher motivationand most studies in this area were published between 2010 and 2014.Further,there was a prevalence of quantitative studies. This paper concludes with the theoreticaland practical implications of the results,as well assuggestions for future research directions

Effects of alirocumab on types of myocardial infarction: insights from the ODYSSEY OUTCOMES trial

Aims  The third Universal Definition of Myocardial Infarction (MI) Task Force classified MIs into five types: Type 1, spontaneous; Type 2, related to oxygen supply/demand imbalance; Type 3, fatal without ascertainment of cardiac biomarkers; Type 4, related to percutaneous coronary intervention; and Type 5, related to coronary artery bypass surgery. Low-density lipoprotein cholesterol (LDL-C) reduction with statins and proprotein convertase subtilisin–kexin Type 9 (PCSK9) inhibitors reduces risk of MI, but less is known about effects on types of MI. ODYSSEY OUTCOMES compared the PCSK9 inhibitor alirocumab with placebo in 18 924 patients with recent acute coronary syndrome (ACS) and elevated LDL-C (≥1.8 mmol/L) despite intensive statin therapy. In a pre-specified analysis, we assessed the effects of alirocumab on types of MI. Methods and results  Median follow-up was 2.8 years. Myocardial infarction types were prospectively adjudicated and classified. Of 1860 total MIs, 1223 (65.8%) were adjudicated as Type 1, 386 (20.8%) as Type 2, and 244 (13.1%) as Type 4. Few events were Type 3 (n = 2) or Type 5 (n = 5). Alirocumab reduced first MIs [hazard ratio (HR) 0.85, 95% confidence interval (CI) 0.77–0.95; P = 0.003], with reductions in both Type 1 (HR 0.87, 95% CI 0.77–0.99; P = 0.032) and Type 2 (0.77, 0.61–0.97; P = 0.025), but not Type 4 MI. Conclusion  After ACS, alirocumab added to intensive statin therapy favourably impacted on Type 1 and 2 MIs. The data indicate for the first time that a lipid-lowering therapy can attenuate the risk of Type 2 MI. Low-density lipoprotein cholesterol reduction below levels achievable with statins is an effective preventive strategy for both MI types.For complete list of authors see http://dx.doi.org/10.1093/eurheartj/ehz299</p

Surgery cancelling at a teaching hospital: implications for cost management Cancelamiento de cirugías en un hospital-escuela: implicaciones para la gestión de costos Cancelamento cirúrgico em um hospital escola: implicações sobre o gerenciamento de custos

This study discusses the problem of surgery cancellation on the economic-financial perspective. It was carried out in the Surgical Center Unit of a school hospital with the objective to identify and analyze the direct costs (human resources, medications and materials) and the opportunity costs that result from the cancellation of elective surgeries. Data were collected during three consecutive months through institutional documents and a form elaborated by the researchers. Only 58 (23.3%) of the 249 cancelled scheduled surgeries represented costs for the institution. The cancellations direct total cost was R$1.713.66 (average cost per patient R$ 29.54); distributed as follows: expenses with consumption materials R$333.05; sterilization process R$201.22; medications R$149.77 and human resources R$1,029.62. The human resources costs represented the greatest percentile in relation to the total cost (60.40%). It was observed that most of the cancellations could be partially avoided. Planning on management; redesigning work processes, training the staff and making early clinical evaluation can be strategies to minimize this occurrence.<br>Este artículo discute la problemática del cancelamiento de cirugías bajo una perspectiva económico-financiera. Fue llevado a cabo en la Unidad del Centro Quirúrgico de un hospital-escuela con objeto de identificar y analizar los costos directos (recursos humanos, recursos materiales y medicamentos) e indirectos ocasionados por el cancelamiento de cirugías no urgentes. Los datos fueron recogidos durante tres meses consecutivos mediante documentos institucionales y un cuestionario elaborado por las investigadoras. Solamente 58 (23,3%) de las 249 operaciones previstas y que fueron canceladas resultaron en costos para la institución. El costo directo total de los cancelamientos fue R$1.713,66 (costo medio por paciente de R$ 29,54), repartidos así: gastos con materiales de consumo R$333,05 y proceso de esterilización R$ 201,22, medicamentos R$149,77 y recursos humanos R$ 1.029,62. El costo de los recursos humanos repesentó el mayor porcentaje en relación al costo total (60,1 %). Se constató que la mayor parte de los cancelamientos podría haber sido evitada. Planificación administrativa, rediseño de los procesos de trabajo, medidas educativas del personal y evaluaçión clínica previa constituyen estrategias recomendadas para reducción de los casos de cancelamiento.<br>Este estudo discute a problemática do cancelamento de cirurgias sob a perspectiva econômico-financeira. Foi realizado na Unidade de Centro Cirúrgico de um hospital de ensino, com o objetivo de identificar e analisar os custos diretos (recursos humanos, medicamentos e materiais) e custo de oportunidade gerados pelo cancelamento de cirurgias eletivas. Os dados foram coletados durantes três meses consecutivos, utilizando-se documentos institucionais e formulário elaborado pelas pesquisadoras. Apenas 58 (23,3%) das 249 cirurgias programadas canceladas representaram custos para a instituição. O custo direto total dos cancelamentos foi de R$1.713,66 (custo médio por paciente de R$ 29,54), assim distribuídos: despesas com materiais de consumo R$333,05; processo de esterilização R$ 201,22; medicamentos R$149,77 e recursos humanos R$ 1.029,62. O custo com recursos humanos representou o maior percentual em relação ao custo total (60,1%). Observou-se que a maior parte dos cancelamentos eram potencialmente evitáveis. Planejamento administrativo, redesenho dos processos de trabalho, medidas educativas de pessoal e avaliação clínica prévia constitue em estratégias recomendadas para minimização da ocorrência