recruitment and retention
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2022 ◽  
Vol 9 ◽  
Author(s):  
Lotte Prevo ◽  
Maria Jansen ◽  
Dave Van Kann ◽  
Stef Kremers

The number of children dealing with behavioural problems is increasing. A major challenge in many health-supportive programmes is the recruitment and retention of these children. In the current study, Sport Mix Club (SMC), an approach to enhance socioemotional disorders of 4- to 12-year-old children through sport classes in municipality Vaals, the Netherlands, is used as an illustration. Where many studies faced difficulties getting and keeping children in their interventions, SMC overcame this challenge. Therefore, we decided to explore “What factors contribute to enhanced recruitment and retention procedures among children with behavioural problems in Sport Mix Club?” A qualitative case study design using the analysis of the administrative logbook of the SMC coach and trainees, individual interviews with the SMC coach, trainees (n = 2), school teachers (n = 3) and parents of participating children (n = 9), and four focus group interviews with children (n = 13) were carried out. During the recruitment and retention of SMC, the human psychological need of relatedness seemed to be of crucial value. The fact that the SMC coach: (1) made efforts to become a familiar face for children, parents and community partners beforehand; (2) showed enthusiasm; and (3) placed her focus on having fun as opposed to the children's problems, seemed to be decisive in the process of getting children to participate in SMC and retaining their participation.


2022 ◽  
Vol Publish Ahead of Print ◽  
Author(s):  
Sarah Nathan ◽  
Jessica Draughon Moret

Author(s):  
Laura L. Behling

Abstract Faculty and students in English and other humanities disciplines engage in undergraduate research and scholarship. Administrative support ensures institutional practices, policies such as those focused on tenure and promotion, and rewards are in place to encourage students as scholars, mentored by faculty. Such administrative leadership demonstrates an inclusive recognition that all disciplines engage in undergraduate scholarship; contributes to recruitment and retention efforts; positively impacts on student learning; and effectively promotes the institution, faculty, and students.


2022 ◽  
pp. 11-19
Author(s):  
Brian L. Wright ◽  
Donna Y. Ford ◽  
James L. Moore

In this chapter, the authors discuss, humanize, and reimagine the vital need to focus on both equity and how culture matters in every aspect of GATE recruitment and retention efforts and at all levels, beginning in early childhood – identification and assessment, social-emotional, and psychological and academic needs and development. By ‘humanize,' the authors mean to educate school officials (e.g., administrators, counselors, teachers, and families) about the intellectual brilliance that resides within Black students whose gifts and talents are often overlooked, devalued, and rendered invisible in schools.


2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Nicoline Møller ◽  
Connie Berthelsen ◽  
Bibi Hølge-Hazelton

PurposeThis study aims to investigate what motivates nurses who live in a rural region with many vacant positions to choose a longer commute to work in a more populous capital region.Design/methodology/approachA qualitative descriptive design was used for this study. Nineteen commuting nurses were recruited through purposeful and snowball sampling and interviewed over the telephone. The interviews were analyzed using a manifest and latent content analysis.FindingsThe findings showed how the participating nurses' motivations to work in the capital region far away from their home were grounded in reaching the unique opportunity for work as a part of the unique organizational conditions, the unique positions and the unique work environment. The analysis showed how the nurses believed in better possibilities for themselves regarding opportunities for careers, specialized positions, development and education, as well as a lower hierarchy in management.Research limitations/implicationsStudies of commuting among nurses are sparsely investigated in the literature and especially through the lens of motivation. The few existing studies report on cross-sectional data, and to the authors’ knowledge, no studies have been investigated using a qualitative design. For future research, it would therefore be relevant to investigate nurses' motivation to commute to work in other countries in a larger sample and perhaps with larger commuting distances. This could contribute to a broader and more nuanced understanding of the factors that motivate nurses to commute long distances to work, not just nationally but also internationally.Practical implicationsThe authors have conceptualized which factors most affect nurses' motivation to commute to work from a rural to more populous capital region in Figure 2. Here, the findings of the study are presented alongside the two theoretical perspectives used to frame the study. The figure can be used as a benchmark for organizational leaders who are interested in recruitment and retention of nurses, and in particular whether they are interested in the specific factors affecting nurses' motivation to commute to work. Based on the study findings, the authors suggest that rural hospital organizations can benefit from focusing on building their reputation and including what factors make them unique and desirable. However, this is a balancing act for organizational leaders, as they must deliver on promises made to nurses when they are engaged in recruitment. If they fail to do so, as indicated in the findings, nurses are likely to leave the organization for other job opportunities.Originality/valueThis study contributes to new knowledge on why nurses decide to commute to work from rural areas to more populated areas. Looking at the nurses' reasons and perspective for commuting, the authors must acknowledge the difficulties in retaining nurses in rural regions. From a recruitment and retention perspective, nurse employers in rural regions must increase their offerings of unique work opportunities, including maintaining competitive pay and offering career, development and educational opportunities.


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