Predictors of an academic career among fellowship-trained spinal neurosurgeons

OBJECTIVE Although fellowship training is becoming increasingly common in neurosurgery, it is unclear which factors predict an academic career trajectory among spinal neurosurgeons. In this study, the authors sought to identify predictors associated with academic career placement among fellowship-trained neurological spinal surgeons. METHODS Demographic data and bibliometric information on neurosurgeons who completed a residency program accredited by the Accreditation Council for Graduate Medical Education between 1983 and 2019 were gathered, and those who completed a spine fellowship were identified. Employment was denoted as academic if the hospital where a neurosurgeon worked was affiliated with a neurosurgical residency program; all other positions were denoted as nonacademic. A logistic regression model was used for multivariate statistical analysis. RESULTS A total of 376 fellowship-trained spinal neurosurgeons were identified, of whom 140 (37.2%) held academic positions. The top 5 programs that graduated the most fellows in the cohort were Cleveland Clinic, The Johns Hopkins Hospital, University of Miami, Barrow Neurological Institute, and Northwestern University. On multivariate analysis, increased protected research time during residency (OR 1.03, p = 0.044), a higher h-index during residency (OR 1.12, p < 0.001), completing more than one clinical fellowship (OR 2.16, p = 0.024), and attending any of the top 5 programs that graduated the most fellows (OR 2.01, p = 0.0069) were independently associated with an academic career trajectory. CONCLUSIONS Increased protected research time during residency, a higher h-index during residency, completing more than one clinical fellowship, and attending one of the 5 programs graduating the most fellowship-trained neurosurgical spinal surgeons independently predicted an academic career. These results may be useful in identifying and advising trainees interested in academic spine neurosurgery.

I Graduated. . . . Now What?

This chapter is a reflection upon the author's journey from completing a professional degree program until present day. It is the intent of the author to share lived experiences of a professional who has completed the doctoral degree with emerging completers, and those new to the profession. Having a relationship with multiple mentors can significantly enhance development in early adulthood and in the mid-career stage of the more experienced person. Existing research tends to focus on how mentoring can influence graduate student attrition rates. However, there is little evidence that researchers have approached the issue of navigating career placement after the doctoral degree. The aim of this chapter is to provide an overview of how new doctoral completers can be supported in post-doctoral career placement.

Evolving, Transforming, and Making Meaning in the Doctoral Journey

Utilizing theoretical foundations from culture, spirituality, and emotions in education, this chapter will uniquely and collectively aim to go beyond a single pedagogy to encompass a broad and diverse territory. It will explore more deeply and systematically the significance of understanding the complexity of the phenomena of discovering pedagogical influences on the doctoral process, as well as cognitive and emotional outcomes within and outside of the classroom. What are the roles of meaning and purpose in the doctoral program process? How important is future work and professionalism associated with career placement? Are there connections to professionalism and individual doctoral research? These questions will be explored in this chapter.

The Effect of Career Placement and Development to Employee Performance

Employee performance, in general, is an embodiment of work carried out by employees who are usually used as a basis or reference for evaluating employees in an organization. Good performance is a step towards achieving organizational goals, therefore, performance is also a deciding tool in achieving organizational goals so it needs to be strived to improve employee performance. This study aims to study the Placement and Career Development of employee performance at PT. Jakarta Prima Cranes in Jakarta. The method used is explanatory research with a sample of 53 respondents. The analysis technique uses statistical analysis with regression testing, evaluation, determination, and hypothesis testing. The results of this study indicate the significance of the company's performance of 48.2%, the hypothesis test obtained significance of 0,000 <0.05. Career Development has a significant effect on employee performance by 59.6%, hypothesis testing obtained significance of 0,000 <0.05. Career Placement and Development simultaneously have a significant effect on employee performance by 56.3%, hypothesis testing obtained significance of 0,000 <0.05.

The Effect of Placement and Career Development on Employee Performance of PT. Mandiri Karya in Jakarta

This study aims to determine the effect of career placement and development on employee performance at PT. Mandiri Karya in Jakarta. The method used is explanatory research with analytical techniques using statistical analysis with regression testing, correlation, determination and hypothesis testing. The results of this study the placement of a significant effect on employee performance by 41.6%, the hypothesis test obtained t count> t table or (8,133> 1,986). Career development has a significant effect on employee performance by 43.8%, the hypothesis test is obtained t count> t table or (8.508> 1.986). Career placement and development simultaneously have a significant effect on employee performance by 52.6%, the hypothesis test is obtained F count> F table or (51.106> 2,700).

The Effect of Placement and Career Development on Employee Job Performance at PT Alam Abadi Sejahtera in Jakarta

Every company in carrying out its activities must have goals to be achieved. This study aims to determine the effect of placement and career development on employee work performance at PT. Alam Abadi Sejahtera in Jakarta. The method used was explanatory research with a sample of 95 respondents. The analysis technique uses statistical analysis with regression testing, correlation, determination and hypothesis testing. The results of this study the placement of a significant effect on employee performance by 40.9%, hypothesis testing obtained significance 0,000 <0.05. Career development has a significant effect on employee performance by 42.2%, hypothesis testing obtained significance 0,000 <0.05. Career placement and simultaneous simultaneous significant effect on employee performance by 51.6%, hypothesis testing obtained significance 0,000 <0.05.