Sense of an ending- Health & manager support influence on the passage of time & intention to retire

2021 ◽  
Vol 2021 (1) ◽  
pp. 11446
Author(s):  
Christina Cregan ◽  
Carol T. Kulik ◽  
Sanjeewa Samanmali Perera ◽  
Shruti Sardeshmukh
Keyword(s):  
Health Manager ◽  
Manager Support

scholarly journals COMPREHENSIVE MEDICATION MANAGEMENT SERVICES IN A BRAZILIAN SPECIALITY PHARMACY: A QUALITATIVE ASSESSMENT

2017 ◽  
Vol 9 (3) ◽  
pp. 227 ◽  
Author(s):  
Kirla Barbosa Detoni ◽  
Mariana Martins Gonzaga Do Nascimento ◽  
Isabela Viana Oliveira ◽  
Mateus Rodrigues Alves ◽  
Manoel Machuca GonzÁles ◽  
...  
Keyword(s):  
Participant Observation ◽  
Patient Flow ◽  
Medication Management ◽  
Implementation Process ◽  
Ethnographic Study ◽  
Qualitative Assessment ◽  
Healthcare Team ◽  
Structured Interviews ◽  
Eligibility Criteria ◽  
Manager Support

Objective: To understand and describe the implementation process of a comprehensive medication management (CMM) service in a public speciality pharmacy in Brazil.Methods: Ethnographic study conducted over 17 mo (September 2014 to February 2016) in a public speciality pharmacy. Semi-structured interviews were conducted with twelve participants. Notes on field journals, resulting from participant observation conducted by the two pharmacists directly responsible for the service implementation, were also used as a source of data.Results: Ten important conditions to improve the success of CMM service implementation were identified: manager support; evaluation of physical and material resources; evaluation of human resources practitioners’ characteristics and knowledge about the theoretical framework of CMM services; time dedicated to CMM services; redefining the work process; defining patient eligibility criteria to CMM service; defining patient flow to CMM service; communication with healthcare team; integration with the staff; and marketing the service internally.Conclusion: The results unveiled by this article can be used by pharmacists and managers as a tool to optimize the implementation of CMM services in different healthcare settings. These conditions do not consist the only aspects necessary to ensure the success of the service; however, they can contribute to optimize the implementation process of the practice

scholarly journals High turnover in clinical dietetics: A qualitative analysis

2020 ◽  
Author(s):  
Sarah J Hewko ◽  
Amirah Oyesegun ◽  
Samantha Clow ◽  
Charlene VanLeeuwen
Keyword(s):  
Life Stage ◽  
Healthcare Providers ◽  
Objective Measure ◽  
Comparative Approach ◽  
Public Healthcare ◽  
Structured Interviews ◽  
High Turnover ◽  
Team Members ◽  
Conflict Cost ◽  
Manager Support

Abstract Background: Relationships between dietitians and other healthcare providers can impact the degree to which patient care is collaborative; inefficient communication can lead to suboptimal care. It takes time for multidisciplinary team members to build collaborative, trusting relationships. For this reason, frequent dietitian turnover is of concern. Consequences include fewer referrals to clinical dietetic services and limited provider continuity. The characteristics of clinical dietetic jobs associated with high turnover have not been identified. We predicted that managers would identify disease prestige as having an impact. In this study, we aimed to explore: 1) characteristics of clinical dietetic jobs associated with the highest turnover, and 2) consequences of high turnover on patients and managers of clinical dietitians. Methods: Research assistants conducted semi-structured interviews with ten managers of clinical dietitians in the Canadian public healthcare system. We employed a constant comparative approach to thematic analysis. We classified themes related to turnover as either avoidable or unavoidable. Results: Sub-themes under avoidable turnover included lack of manager support, growth opportunities, burnout/workload, tension/conflict and hours of work. Sub-themes under unavoidable turnover included life-stage/life-events and geography. We also identified themes related to consequences of turnover, including: burnout/workload, client/patient impact, tension/conflict, cost and gap-specific. As predicted, prestige was perceived as playing a role in triggering dietitian turnover. Managers observed high turnover resulting in low provider continuity and limiting patient access to dietitians. Conclusions: Managers of publicly-employed dietitians identified many factors as contributing to high turnover. Future prospective research, incorporating the objective measure of turnover and multi-method analysis of work characteristics and work setting, would be of value in the identification of characteristics of clinical dietetic jobs associated with high turnover and the consequences of high turnover on patients and managers of these staff.

Effect of restaurant manager emotional intelligence and support on front-of-house employees’ job satisfaction

2017 ◽  
Vol 29 (11) ◽  
pp. 2807-2825 ◽  
Author(s):  
Su Jin Han ◽  
Woo Gon Kim ◽  
Sora Kang
Keyword(s):  
Job Satisfaction ◽  
Emotional Intelligence ◽  
Hierarchical Linear Model ◽  
Management Training ◽  
Service Performance ◽  
Research Approach ◽  
Content Type ◽  
Service Employees ◽  
Manager Support ◽  
Frontline Service

Purpose This study aims to investigate the influence of restaurant manager’s emotional intelligence (EI) and manager support on service employees’ attitudes and performance by applying affective event theory. Design/methodology/approach The multi-level research approach incorporates three different levels of analysis: employees’ job satisfaction and service performance; manager’s EI and support; and) restaurant unit level service under pressure. Data were collected from wait staff employed in full-service restaurants in the southeastern region of the USA. This research uses the hierarchical linear model to process the survey data. Findings The findings indicate that manager EI and support have a significant impact on employees’ job satisfaction, and further leads to high levels of service performance. The moderating effect of service under pressure between leader’s EI and employees’ job satisfaction is not statistically significant. Practical implications Results suggest practical management implications to restaurant managers and frontline service employees. This study’s research findings imply management training and development programs should help managers regulate their own and better understand service employees’ emotions. Findings further highlight the important role manager support has upon employee’s job satisfaction and frontline service performance. Originality/value The present study offers a comprehensive perspective to better understand the variation of employees’ job satisfaction that arises from three different sources: between individuals, between teams and between restaurants. The findings also provide new insight into EI scale development.

Cluster Management℠

1992 ◽  
Vol 3 (4) ◽  
pp. 743-748
Author(s):  
Rebecca Katz
Keyword(s):  
Quality Improvement ◽  
Formal Structure ◽  
Management Model ◽  
Cluster Management ◽  
Leadership Potential ◽  
Licensed Practical Nurses ◽  
Task Forces ◽  
Staff Members ◽  
Job Titles ◽  
Manager Support

Cluster management℠ is a management model that fosters decentralization of management, develops leadership potential of staff, and creates ownership of unit-based goals. Unlike shared governance models, there is no formal structure created by committees and it is less threatening for managers. There are two parts to the cluster management℠ model. One is the formation of cluster groups, consisting of all staff and facilitated by a cluster leader. The cluster groups function for communication and problem-solving. The second part of the cluster management℠ model is the creation of task forces. These task forces are designed to work on short-term goals, usually in response to solving one of the unit’s goals. Sometimes the task forces are used for quality improvement or system problems. Clusters are groups of not more than five or six staff members, facilitated by a cluster leader. A cluster is made up of individuals who work the same shift. For example, people with job titles who work days would be in a cluster. There would be registered nurses, licensed practical nurses, nursing assistants, and unit clerks in the cluster. The cluster leader is chosen by the manager based on certain criteria and is trained for this specialized role. The concept of cluster management℠, criteria for choosing leaders, training for leaders, using cluster groups to solve quality improvement issues, and the learning process necessary for manager support are described

Manager support predicts turnover of professionals in India

2011 ◽  
Vol 16 (3) ◽  
pp. 293-312 ◽  
Author(s):  
Walter G. Tymon ◽  
Stephen A. Stumpf ◽  
Richard R. Smith
Keyword(s):  
Manager Support

scholarly journals Bullying and harassment and work-related stressors: Evidence from British small and medium enterprises

2016 ◽  
Vol 35 (1) ◽  
pp. 116-137 ◽  
Author(s):  
Duncan Lewis ◽  
Phil Megicks ◽  
Paul Jones
Keyword(s):  
Small And Medium Enterprises ◽  
Health And Safety ◽  
Work Related ◽  
Management Standards ◽  
Significant Relationships ◽  
Manager Support ◽  
Medium Enterprises ◽  
Employment Rights ◽  
Bullying And Harassment ◽  
Work Related Stressors

This article examines the relationship between work-related stressors and bullying and harassment in British small and medium sized enterprises (SMEs). Using representative data from a national survey on employment rights and experiences (Fair Treatment at Work), this research identifies that bullying and harassment are just as prevalent in British SMEs as in larger organisations. Drawing upon the Management Standards of the Health and Safety Executive, a number of significant relationships with bullying and harassment are established. Work demands placed upon employees are positively related to bullying and harassment behaviours, while autonomy, manager support, peer support and clarity of role are negatively associated with such behaviours. The study considers implications for human resource practices in SMEs, and the risks of informal attitudes to these work-related stressors in contemporary workplaces are discussed.

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