1,096 research outputs found
The Relationship of a Pilot\u27s Educational Background, Aeronautical Experience and Recency of Experience to Performance in Initial Training at a Regional Airline
The purpose of this study was to determine how a pilot’s educational background, aeronautical experience and recency of experience relate to their performance during initial training at a regional airline. Results show that variables in pilots’ educational background, aeronautical experience and recency of experience do predict performance in training. The most significant predictors include years since graduation from college, multi-engine time, total time and whether or not a pilot had military flying experience. Due to the pilot shortage, the pilots entering regional airline training classes since August 2013 have varied backgrounds, aeronautical experience and recency of experience. As explained by Edward Thorndike’s law of exercise and the law of recency, pilots who are actively using their aeronautical knowledge and exercising their flying skills should exhibit strong performance in those areas and pilots who have not been actively using their aeronautical knowledge and exercising their flying skills should exhibit degraded performance in those areas. Through correlation, chi-square and multiple regression analysis, this study tests this theory as it relates to performance in initial training at a regional airline
JetBlue Pilot Gateway Programs: Creative Approaches to Pilot Sourcing
The JetBlue University Gateway program was the first pathway program in our industry. When it started, it offered the only structured path for aviation students to earn an aviation degree, build time as a flight instructor, gain experience at a regional partner and then end up as a first officer – and eventually a captain - on a JetBlue airplane. Now almost 10 years after its inception, the program continues to help young pilots as they make their way from dreaming of the skies to sitting in a JetBlue airplane. While still going strong, the University Gateway program is not the only creative approach JetBlue has taken to sourcing pilots. In recent years, JetBlue has also added focus to Transition Gateway, a program designed to help current crewmembers in other departments become JetBlue pilots, and Gateway Select, an innovative program that is designed to help a person with high potential but little or no flying experience make his/her way to a JetBlue flight deck. This presentation will give an overview of these three JetBlue Gateway programs - University, Transition and Select - and will show how JetBlue is creatively, proactively and effectively planning for the future
The Impact of the First Officer Qualification Ruling: Pilot Performance in Initial Training
The intent of the First Officer Qualification (FOQ) ruling was to improve the quality of first officers flying for Part 121 carriers. In order to test this, a study was completed at a regional carrier to compare pilots hired prior to the FOQ ruling with those hired after the FOQ ruling. The study compared 232 pilots hired from 2005–2008 with 184 pilots hired from August 2013–November 2014. The pilots’ date of hire as compared to the date the FOQ ruling went into effect defined the input (Source) variable. Initial training defined the output (Success) variables. The airline name and all identifying information were removed from the data set. The pilots were compared in three areas: total flight hours, training completion and extra training events. The results of the study show that, while pilots hired after the FOQ ruling had a significantly higher number of total flight hours, that group was more likely to need additional training and less likely to successfully complete training than those who were hired prior to FOQ. The study shows that there may have been some unintended consequences of the FOQ ruling and that more extensive research is needed to confirm that these results are representative of regional carriers across the industry
Physical Activity in Matriculating and Senior Medical Students
BACKGROUND: Physical Activity (PA) has been correlated to lower burnout rates and higher quality of life in medical students. This study looks to assess PA during certain phases of medical education and its correlation to burnout, quality of life and self-care. METHODS: The University of New Mexico School of Medicine (UNM SOM) Medical Student Wellness Survey is administered to all medical students at matriculation, at the end of year 1 and at the end of year 3. This survey includes information on PA, burnout, quality of life, and self-care. PA was assessed in accordance with the Center for Disease Control and Prevention (CDC) recommendations for both strength and aerobic components. Independent T-tests were performed to test the hypotheses that increased PA was associated with lower burnout, improved quality of life, and more self-care. RESULTS: At matriculation, 63% of students met either the strength or aerobic component of CDC PA recommendations. This is compared to 68% of students at end of year 1 and 49% of students at end of year 3. Compared to their non-compliant counterparts, 3rd year students who met CDC PA recommendations had statistically significant lower rates of burnout (4.3 vs. 5.0, P \u3c .01), higher quality of life (6.5 vs. 5.4, P \u3c .0001), and were more likely to engage in self-care activities (4.1 vs. 3.4, P \u3c .0001). CONCLUSION: Students who meet CDC recommendations during 3rd year have lower rates of burnout, higher quality of life and more frequent self-care than their less active counterparts. 3rd year medical students engage in less PA than their matriculating and 1st year counterparts. This data supports the need to longitudinally study exercise habits in medical students, identify barriers to meeting CDC PA guidelines, and design intervention to encourage physical activity
Neurosystems: brain rhythms and cognitive processing
Neuronal rhythms are ubiquitous features of brain dynamics, and are highly correlated with cognitive processing. However, the relationship between the physiological mechanisms producing these rhythms and the functions associated with the rhythms remains mysterious. This article investigates the contributions of rhythms to basic cognitive computations (such as filtering signals by coherence and/or frequency) and to major cognitive functions (such as attention and multi-modal coordination). We offer support to the premise that the physiology underlying brain rhythms plays an essential role in how these rhythms facilitate some cognitive operations.098352 - Wellcome Trust; 5R01NS067199 - NINDS NIH HH
Sustainability Education as a Catalyst for University and Community Partnerships
Universities are uniquely positioned to lead society toward sustainability and their collaborations with community organizations are essential to this transition. The Biodiesel Program at Loyola University Chicago Center for Urban Environmental Research and Policy provides a case study of course-based service-learning projects facilitating synergies between the university and the community while concomitantly fostering urban sustainability. This article discusses the program’s design andstructure, and describes specific examples of community partnerships that havebenefited the university, the community, and the environmen
Sustaining Management Commitment to Workplace Health Programs:. The Case of Participatory Ergonomics
This article investigates management commitment to workplace health and safety through an analysis of the implementation of participatory ergonomic (PE) interventions in three worksites. The PE programs were established to address the burden of work-related musculoskeletal disorders. Drawing upon interview and observational data, the analysis examines the evolution of managerial support for PE programs over time and in the context of pressures internal and external to the worksites. Ergonomic Change Teams in all three sites experienced problems establishing authority to act as change agents and in accessing employee time to carry out their activities. Resolution of these problems was heavily contingent on the commitment of senior management, and the efforts of individual management personnel to intervene in support of the PE program. Our findings highlight that “management” is not a monolithic entity and managerial structures are often marked by divisions in priorities, including health and safety.Les travaux sur la santĂ© et la sĂ©curitĂ© dans les Ă©tablissements mettent l’accent sur l’importance de l’implication de la direction. Une approche en matière de santĂ© et de sĂ©curitĂ© au travail qui devient de plus en plus acceptĂ©e est l’ergonomie participative (EP), qui cherche Ă rĂ©duire l’exposition des travailleurs Ă des troubles musculosquelettiques. Les dĂ©bats en ergonomie participative font de façon constante ressortir l’importance d’un engagement de la part de la direction (Haims et Carayon, 1998).Des travaux ont rassemblĂ© les Ă©lĂ©ments d’un cas convaincant au sujet de l’appui de la direction pour rĂ©ussir des interventions en santĂ© et sĂ©curitĂ© au travail, mais on connaĂ®t peu d’analyses du processus qui conduit Ă l’engagement de la direction et Ă son maintien. Le fait de se demander ce qu’est la nature des relations entre des influences d’ordre structurel, tels que les impĂ©ratifs de la production, et les activitĂ©s de la direction peuvent amĂ©liorer notre comprĂ©hension du support de la direction.Cet essai analyse l’engagement de la direction en matière de santĂ© et de sĂ©curitĂ© au travail par le biais d’une Ă©valuation de la mise en oeuvre d’un programme d’ergonomie participative dans trois Ă©tablissements : un constructeur automobile, un fabricant de meubles et un service de messagerie. Les interventions dĂ©butèrent avec la formation d’une Ă©quipe de facilitateurs en ergonomie participative dans chaque Ă©tablissement, qui regroupait des travailleurs horaires, des reprĂ©sentants de la direction et un facilitateur en ergonomie, ce dernier Ă©tant un membre de l’équipe de recherche universitaire. L’analyse se centre sur l’évolution de l’appui de la direction au programme d’ergonomie participative sur une pĂ©riode de temps, comme il se dĂ©ploie dans un contexte de pressions Ă l’emplacement du travail, tant Ă l’interne qu’à l’externe, surtout celles liĂ©es Ă la production.Les interventions sont Ă©valuĂ©es Ă l’aide d’une approche cas multiple et les donnĂ©es des Ă©tudes de cas sont tirĂ©es des entrevues effectuĂ©es sur le terrain et des notes prises. Dans chaque emplacement, les notes venant du terrain furent enregistrĂ©es sur les lieux du travail et au cours des rencontres de l’équipe. Les notes prises sur le terrain fournissaient un compte-rendu des activitĂ©s sur le site et les reconstructions d’échanges informels entre les chercheurs sur le terrain et diffĂ©rents membres du personnel, incluant des travailleurs horaires, des cadres intermĂ©diaires et supĂ©rieurs. Dans chaque emplacement, des entrevues ont Ă©tĂ© conduites avec environ une vingtaine de personnes, incluant des membres de l’équipe d’intervention, Ă©galement de la direction supĂ©rieure locale et des travailleurs diffĂ©rents de ceux membres de l’équipe d’intervention.Les notes prises sur le terrain et les entrevues transcrites furent traitĂ©es Ă l’aide d’un logiciel d’analyse de type qualitatif. Pour chaque ensemble de donnĂ©es, un schĂ©ma de codification prĂ©liminaire a Ă©tĂ© mis au point et par la suite rĂ©visĂ© en ne retenant que les lectures multiples du matĂ©riel recueilli. Les sections basĂ©es sur les codes ont Ă©tĂ© retirĂ©es et ensuite Ă©valuĂ©es pour procĂ©der Ă l’analyse.L’analyse est ancrĂ©e dans une perspective de processus politique en matière de changement technologique et organisationnel (McLoughlin et Badham, 2005; Thomas, 1994). Cette approche fournit une façon d’envisager l’évolution dans le temps des programmes organisationnels, une manière qui se prĂ©occupe des dimensions structurelles et interactionnelles de la vie en sociĂ©tĂ©. Dans l’analyse qui suit de l’évolution des programmes d’ergonomie participative, cette perspective est retenue en vue d’évaluer comment ces programmes se dĂ©roulent dans un contexte marquĂ© au coin des activitĂ©s et des intĂ©rĂŞts divergents des acteurs, qui commandent des degrĂ©s divers d’autoritĂ©, dans un milieu caractĂ©risĂ© par des forces internes telles que des pressions venant de la production et par des forces externes.Cette vision considère les formations sociales comme des programmes organisationnels tels qu’ils sont façonnĂ©s par les actions de ceux de l’intĂ©rieur aussi bien par l’effet des contextes organisationnels et sociaux plus larges. La perspective d’un processus politique conçoit Ă©galement l’évolution des programmes organisationnels comme un ensemble de dĂ©cisions prises par des groupes divers dans le temps, et non simplement comme une dĂ©cision de retenir un programme en particulier. De plus, divers groupes au sein d’une organisation ont des intĂ©rĂŞts divergents et une autoritĂ© pour actualiser ces intĂ©rĂŞts, qui en retour exercent une influence sur la mise en oeuvre. L’approche du processus politique met Ă©galement l’accent sur l’importance des conditions internes et externes aux lieux de travail, ce qui complique et parfois mĂŞme empĂŞche l’exercice chez les individus de leurs aptitudes Ă donner une direction au dĂ©veloppement de programmes organisationnels.Nos conclusions indiquent que les Ă©quipes d’ergonomie dans les trois Ă©tablissements ont rencontrĂ© des problèmes d’attribution de l’autoritĂ© de procĂ©der Ă titre d’agents de changement au sein du lieu de travail et des problèmes d’évaluation du temps des salariĂ©s Ă rĂ©aliser leurs agendas. Ces problèmes Ă©taient intimement reliĂ©s : l’absence d’autoritĂ© entraĂ®nait une inaptitude Ă obtenir l’engagement du temps des salariĂ©s, dans certains cas le temps d’assister aux rencontres des Ă©quipes de changement et, dans d’autres, d’effectuer des changements de nature ergonomique. Dans tous ces exemples de problèmes rencontrĂ©s eu Ă©gard au temps, la direction ne rĂ©ussissait pas Ă fournir le personnel que les Ă©quipes de changement nĂ©cessitaient. Pendant qu’un Ă©vènement de nature locale affectait la façon dont le programme de caractère ergonomique se dĂ©roulait dans chaque lieu de travail, des difficultĂ©s d’obtenir l’autoritĂ© et le temps de faire des changements ont entravĂ© le succès des interventions dans les trois emplacements.Nos conclusions mettent en Ă©vidence le fait que la direction des Ă©tablissements ne forme pas un bloc monolithique et que les structures de direction sont souvent marquĂ©es par des divisions au plan des prioritĂ©s et des intĂ©rĂŞts. Dans tous les emplacements, la direction supĂ©rieure appuyait le lancement des interventions, mais c’était les cadres et les superviseurs qui gĂ©nĂ©ralement s’intĂ©ressaient aux enjeux pratiques inhĂ©rents au maintien de la bonne marche de la production une fois l’intervention en cheminement. Étant donnĂ© le caractère des pressions qu’ils devaient supporter, le fait d’obtenir leur appui prĂ©sentait un dĂ©fi continu. De plus, au passage d’un emplacement Ă l’autre, la direction supĂ©rieure diffĂ©rait quant au maintien de son engagement initial au cours du dĂ©roulement des programmes en ergonomie et plus particulièrement, lorsqu’un programme rencontrait une certaine rĂ©sistance, elle apportait son renfort par une intervention efficace.Le problème principal que rencontraient les interventions rĂ©sidait dans le fait que les programmes de santĂ© et de sĂ©curitĂ© au travail se voyaient accorder une importance secondaire en Ă©tant subordonnĂ©s aux objectifs de la production. Un enjeu important ici Ă©tait la position retranchĂ©e de la direction eu Ă©gard Ă la prĂ©vention des accidents d’ordre musculosquelettique. D’une manière plus particulière, des conflits se prĂ©sentaient quant aux ressources affectĂ©es Ă la santĂ© et Ă la sĂ©curitĂ©, sur l’organisation et le rythme du travail, tenant compte de la prioritĂ© accordĂ©e au maintien ou Ă l’accroissement de la productivitĂ© aux dĂ©pends d’un investissement dans les enjeux de sĂ©curitĂ© de nature ergonomique.En poursuivant un cadre de rĂ©fĂ©rence de l’ordre d’un processus politique, cet essai Ă©value la manière dont un programme organisationnel dans son Ă©volution s’éloigne de sa conception initiale et, Ă l’intĂ©rieur de ce processus, la manière dont les positions de la direction en matière de santĂ© et de sĂ©curitĂ© deviennent volatiles et sensibles aux pressions, tant Ă l’interne qu’à l’externe, dans un emplacement donnĂ©. Nos conclusions mettent en Ă©vidence l’obligation pour la direction, au moment de la conceptualisation d’un programme, de tenir compte de l’hĂ©tĂ©rogĂ©nĂ©itĂ© propre Ă un niveau (direction supĂ©rieure et cadre moyen), de l’objet de la responsabilitĂ© (que ce soit la production, la santĂ© ou la sĂ©curitĂ© au travail) au sein mĂŞme d’une entreprise. De plus, des diffĂ©rences au sein des organisations quant Ă l’accès aux ressources et aux avantages acquis de la direction et des travailleurs ont un impact sur le dĂ©roulement d’un programme. Une implication importante qui en dĂ©coule est Ă l’effet que des ententes d’appui Ă une intervention au moment de son lancement ne peuvent ĂŞtre envisagĂ©es comme stables dans le temps.Este artĂculo investiga el compromiso de la gerencia respecto a la salud y seguridad ocupacional mediante un análisis de la implementaciĂłn de las intervenciones de ergonomĂa participativa (EP) en tres centros de trabajo. Basado en entrevistas y datos de observaciĂłn, el análisis investiga la evoluciĂłn del apoyo de la gerencia a los programas EP a travĂ©s del tiempo y en el contexto de presiones internas y externas al centro de trabajo. Los equipos de cambio ergonĂłmico en los tres lugares experimentaron problemas en cuanto a establecer la autoridad para actuar como agentes del cambio y en cuanto a la liberaciĂłn de tiempo de los empleados para llevar a cabo sus actividades. La resoluciĂłn de estos problemas dependiĂł en gran medida del compromiso de la alta gerencia y de los esfuerzos individuales del personal de gerencia para intervenir en ayuda a los programas EP. Nuestros resultados hacen resaltar que la gerencia no es una entidad monolĂtica y que las estructuras de gestiĂłn son frecuentemente marcadas por divisiones respecto a las prioridades, incluyendo la salud y la seguridad
Understanding the Impact on Healthcare Professionals of Viewing Digital Stories of Adults with Cancer: A Hermeneutic Study
The purpose of this study was to understand the effects on oncology healthcare providers (HCPs), both personally and professionally, of watching digital stories made by adults with cancer (past and present), and what HCPs envisioned for the uses of digital stories. Seven healthcare professionals from various disciplines volunteered for this study. This research took place in a large urban center in Western Canada and was done in the tradition of philosophical hermeneutics. A 90-minute focus group was used for data collection, where participants watched eight digital stories (batched in four groups of two stories) that had been created by individuals with cancer (past or present). Data was analyzed using an interpretive qualitative methodology. Findings revealed that watching digital stories made by adults with cancer was emotionally compelling, provided context, incited deep introspection, and may offer a protective effect with respect to HCP burnout
Biomass harvest of invasive Typha promotes plant diversity in a Great Lakes coastal wetland
Peer Reviewedhttp://deepblue.lib.umich.edu/bitstream/2027.42/111287/1/rec12167.pd
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