Hospital management practices in county-level hospitals in rural China and international comparison

Background Although management is important in healthcare, low- and middle-income countries (LMICs) have little experience measuring the competence of hospital management. While improving hospital management is the main focus of hospital reform in China, few studies have empirically documented the baseline situation to inform policy design. Methods We assessed the management practices of county-level hospitals in Guizhou in southwest China during 2015. We used the Development World Management Survey (D-WMS) instrument to interview 273 managers in 139 hospitals. We scored the management practices of the sampled hospitals, overall and in four dimensions (operations, monitoring, targets, personnel management) and three processes (implementation, usage, monitoring). We then converted the scores to the WMS scale and compared these with data from two other LMICs and seven high-income countries (HICs). Results On a scale of 1 (‘worst practice’) to 5 (‘best practice’), the mean (SD) hospital D-WMS scores were 2.57 (0.46) overall; 2.71 (0.48), 2.64 (0.58), 2.40 (0.64), and 2.56 (0.40) for operation, monitoring, target, and personnel, respectively; and 2.43 (0.48), 2.62 (0.48), and 2.66 (0.47) for implementation, usage, and monitoring, respectively. After conversion to WMS scores, China ranked seventh of 10 countries, after six HICs and higher than one HIC and two other LMICs (Brazil and India). China ranked higher than the two LMICs in each of the four dimensional scores. Conclusions Chinese county-level hospitals should improve their low quality of management by prioritizing target-setting and process implementation, particularly in personnel management. Meanwhile, modern management training should be given to most clinical managers.

Depression and Anxiety Are Associated with Physical Performance in Patients Undergoing Cardiac Rehabilitation: A Retrospective Observational Study

Background: Cardiac rehabilitation (CR) combined with stress management training has been shown to be associated with fewer clinical events than CR alone. However, there have been no reports on the associations of CR with the psychological condition and detailed physical activities evaluated on the same day. Method: One hundred outpatients who participated in a CR program were graded on the hospital anxiety and depression scale (HADS). We divided them into a high HADS group (n = 32) and a normal HADS group (n = 68) and investigated by whole patients, ischemic heart disease (IHD) patients, and heart failure patients. Results: Overall, the patient age was 70.5 ± 9.6 years, the percentage of males was 73.0%, and the body mass index was 23.4 (21.7–26.0) kg/m2. In the high HADS group, overall functional mobility was poor and the distance in a two-minute walking test was short. Especially in IHD patients, the high HADS group showed high fat mass in body composition and low exercise tolerance and ventilator equivalents in cardiopulmonary exercise test. Conclusions: Depression and anxiety involved poor physical performance in CR outpatients and particularly involved low exercise tolerance in IHD patients. To evaluate accurate physical performance, it is necessary to investigate psychological condition.

Young Talent Management

The need for effective management of young talents is due to the modern conditions of globalization of the economy, the impetus for the development of which is the intellectualization of business processes, the use of advanced technologies, and the disclosure of the multipotential of employees of organizations. Talented employees are an important asset for solving business problems of companies, as well as a resource, the development of which must be planned. The aim of the study is to analyze modern practical approaches to managing young promising employees. The importance and significance of the development of soft skills (soft skills), such as critical thinking, analysis, problem solving and communication, was noted. The article discusses the concept of talent management: planning, selection, introduction to work, performance management, training and development, compensation, analysis of critical skills. Attention is focused on the connection between training and the implementation of assigned tasks, development of potential and strengths of each employee.

Accounting firms’ talent management practices: perceived importance and its impact on auditors’ performance

Purpose Prior literature on talent management (TM) in the audit setting has suggested several practices that may affect auditors’ performance. However, the study is limited in terms of a measurable set of comprehensive constructs of TM in the audit setting, as well as the impact of comprehensive TM constructs on auditors’ performance. Thus, the purpose of this study is to examine TM practices perceived to be important by auditors for auditors’ performance. Design/methodology/approach Data were obtained from 307 survey questionnaires received from auditors of large- as well as small- and medium-sized firms. Findings The study respondents perceived TM attributes related to supervision and review practices as the most vital for auditors’ performance. This category was followed by attributes related to ethics management practices along with training and development. The findings reveal that respondents generally perceived lower significance for attributes pertaining to work–life balance (WLB) and establishing a TM policy for auditors’ performance. While both top management and staff members of audit firms regarded WLB and establishing a TM policy to be of lower significance, top management placed greater importance on attributes related to ethics management, while staff perceived training and development attributes to be more critical. Originality/value This study examined a comprehensive set of TM practices (establishing a TM policy, recruitment, ethics management, training and development, supervision and review, remuneration, WLB and succession planning) and assessed the perceptions of audit practitioners on the significance of these practices on auditors’ performance.

Human Resources Management Strategies of Taiwan-based Enterprises in Vietnam

The study explores the main challenge for human resource management (HRM) of Taiwan-based enterprises in Vietnam in which cross-cultural management and human capital are mainly focused on, and the study also investigates the strategies of HRM of Taiwanese companies in Vietnam in which companies are centralized in localization management, training and development program and incentive and compensation systems of HR practice.. There are six Taiwanese expatriates work in Vietnam invited to participate the in-depth interview to further understand the difficult of HRM they faced with and to find out the strategies of HRM their company offer. The result consistent with the inference earlier that Taiwan-based enterprises have difficult on cross-cultural management and human capital, and then the strategies about localization management, training and development program, and incentive and compensation systems are conducted as well. The study provides critical research implications as well as practical implications for Taiwanese-based companies in Vietnam.

Leadership competencies of first-line nurse managers: a quantitative study

Purpose This paper aims to examine the leadership competencies of first-line nurse managers (FLNMs) at the unit level in the eastern region of Ghana. Design/methodology/approach The paper is a quantitative cross-section design. Findings Nurse managers exhibited a moderate level of knowledge and ability to apply leadership competencies. Gender, rank, qualification, professional experience, management experience and management training jointly predicted the leadership competencies of FLNMs [(R2 = 0.158, p = 0.016]. However, only management training was a significant predictor in the model. Practical implications Inappropriate leadership competencies have severe consequences for patients and staff outcomes. This situation necessitates a call for a well-structured program for the appointment of FLNMs based on competencies. Originality/value This study is the first in Ghana which we are aware of that examined the leadership competencies at the unit level that identifies predictors of leadership competencies.

Pelatihan Manajemen Stress Kepada Penderita Penyakit Kronis di Desa Warisa

ABSTRAK Penyakit kronis yang telah diderita selama bertahun-tahun dapat mengganggu pada semua aspek kehidupan penderitanya seperti masalah finansial, Karir, gangguan peran, termasuk masalah psikososial, akibatnya, penderita penyakit kronis seringkali juga mengalami stress kronis yang selanjutnya dapat memperburuk penyakit dan menurunkan kualitas hidup penderitanya. Di Desa Warisa didapatkan jumlah penderita penyakit kronis sebanyak 83 Orang hanya dari 3 jaga (lingkungan). Tujuan Pengabdian Kepada Masyarakat ini adalah untuk meningkatkan pengetahuan dan kemampuan penderita penyakit kronis di Desa Warisa terkait manajemen stress melalui kegiatan pelatihan. Kegiatan ini dilakukan dengan memberikan penyuluhan terkait manajamen stress yang baik dilanjutkan dengan pelatihan manajemen stress dengan relaksasi napas dalam dan relaksasi otot progresif. Kegiatan ini diikuti oleh 29 peserta termasuk 2 kader dan dari hasil evaluasi didapatkan peningkatan pengetahuan peserta sebesar 22.4% yaitu sebelum penyuluhan (63%) dan setelah penyuluhan (85.4%). Dari hasil observasi juga didapatkan sebagian besar peserta mampu melakukan kembali gerakan latihan relaksasi otot progresif secara mandiri namun, ada 5 Peserta yang belum mampu melakukan gerakan latihan secara mandiri yang kemudian diberikan pendampingan lanjutan. Hasil dari kegiatan ini diharapkan dapat menjadi dasar pembentukan program kesehatan jiwa di puskesmas khususnya terkait pelayanan psikososial bagi penderita penyakit kronis. Kata Kunci: Manajemen stress, Penyakit kronis, Relaksasi otot progresif ABSTRACT Chronic illness that has been suffered for years can interfere with all aspects of people with chronic illness such as financial problems, career, role performance, and psychosocial aspects. as a result, People who suffer from chronic diseases often experience chronic stress that worsens disease severity and reduces the quality of life. In Warisa Village, there were 83 people who were identified with chronic diseases from only 3 hamlets. The purpose of this Community Service was to increase the knowledge and ability of People with chronic disease in Warisa Village regarding stress management through training. This activity was carried out by delivering health education related to positive stress management followed by stress management training with deep breathing relaxation and Progressive Muscle Relaxation (PMR). This activity was attended by 29 participants including 2 Cadres and from the evaluation process, it was found that the participants' knowledge increased by 22.4% in which before counseling (63%) and after counseling (85.4%). From the observations, it was also found that most of the participants were able to perform PMR independently, however, there were 5 participants who had not been able to perform PMR independently and were then given further assistance. The results of this activity are expected to be the first step to developing mental health programs in Community Health Centers, especially related to psychosocial services for people with chronic diseases. Keywords: Stress management, Chronic illness, Progressive Muscle Relaxation

Human Resources Management in Social Entrepreneurship

With the rise of social entrepreneurship, social enterprises have gained popularity as socially innovative organizations which try to balance their economic and social missions. In the competitive environment of social economy, good management and investment in human resources have become requirements of social enterprises for their survival. Among the management practices, human resources management acts as a tool for gaining competitive advantage and it builds mutual trust between the staff and the organization. Emphasizing the significance and challenges of human resources management, this chapter explains human resources main practices—recruitment, career management, training, and compensation and performance management—in social entrepreneurship.