Impact of Nurse–Physician Collaboration, Moral Distress, and Professional Autonomy on Job Satisfaction among Nurses Acting as Physician Assistants

Although there is considerable literature on job satisfaction among nurses in various settings, there is little research about contributing factors, including moral distress to job satisfaction among a certain group of nurses, such as nurses acting as physician assistants. The purpose of this study was to verify the impact of nurse–physician collaboration, moral distress, and professional autonomy on job satisfaction among nurses acting as physician assistants. Descriptive and correlational research was conducted on a convenience sample of 130 nurses from five general hospitals in South Korea. In the final regression model, the adjusted R square was significant, explaining 38.2% of the variance of job satisfaction (F = 8.303, p < 0.001), where ‘cooperativeness’ (β = 0.469, p = 0.001) from nurse–physician collaboration, ‘institutional and contextual factor’ from moral distress (β = −0.292, p = 0.014), and professional autonomy (β = 0.247, p = 0.015) were included. In hospital environments, a more cooperative inter-professional relationship between nurses and physicians led to less moral distress caused by organisational constraints. A higher level of professional autonomy among nurses acting as physician assistants is required to increase their job satisfaction.

Enstranglements: Performing Within, and Exiting From, the Arts-in-Health “Setting”

The following text explores performative art works commissioned within a specific “arts and health” cultural setting, namely that of a medical school within a British university. It examines the degree to which the professional autonomy of the artists (and curator) was “instrumentalized” and diminished as a result of having to fit into normative frames set by institutional agendas (in this case, that of “the neoliberal university”). We ask to what extent do such “entanglements,” feel more like “enstranglements,” suffocating the artist’s capacity to envision the world afresh or any differently? What kinds of pressures allow for certain kinds of “evidence” to be read and made visible, (and not others)? Are You Feeling Better? was a 2016 programme curated by Frances Williams, challenging simplistic expectations that the arts hold any automatic power of their own to make “things better” in healthcare. It included two performative projects – The Secret Society of Imperfect Nurses, by Anthony Schrag with student nurses at Kings College London, and Hiding in Plain Sight by Becky Shaw (plus film with Rose Butler) with doctoral researchers in nursing and midwifery. These projects were situated in a climate of United Kingdom National Health Service cuts and austerity measures where the advancement of social prescribing looks dangerously like the government abnegating responsibility and offering art as amelioration. The text therefore examines the critical “stage” on which these arts-health projects were performed and the extent to which critical reflection is welcomed within institutional contexts, how learning is framed, expressed aesthetically, as well as understood as art practice (as much as “education” or “learning”). It further examines how artistic projects might offer sites of resistance, rejection and mechanisms of support against constricting institutional norms and practices that seek to instrumentalise artistic works to their own ends.

Dekonstrukcja wolnego zawodu w systemie totalitarnym na przykładzie regulacji prawnej wykonywania zawodu rzecznika patentowego w Polsce w okresie stalinowskim

In Poland before the Second World War, the profession of patent attorney was categorised as one of the so-called liberal professions. Its legal status and rules of practice were compared to the solicitor profession. A patent attorney practiced his profession personally, independently, and autonomously. In order to exercise his profession, he ran an independent patent attorney’s office. In the second half of the 1940s, with the communists taking power in Poland, a radical transformation of the social, political, economic, and legal system of the state along the lines of Stalin’s Soviet Union began. Any social, political, or economic activities characterised by independence and autonomy were thus in axiological contradiction with the ideology of the planned totalitarian state. The Act on the Establishment of the College of Patent Attorneys passed on 20 December 1949 completely abolished the structure of the patent attorney profession as a free profession, exercised in its own name and on its own account. From that moment on, the patent attorney became a civil servant performing their professional activities under strict hierarchical subordination to his superiors. There was no guarantee of their intellectual independence or professional autonomy. The practice of the patent attorney profession was subject to public law. The Patent Attorneys College was in fact another state office. It was organisationally and financially linked to the Patent Office — an administrative body granting legal protection to objects of industrial and commercial property, collecting and making available patent documentation and literature. The president of the Patent Office supervised the Patent Attorneys College. Both the Patent Attorneys College and the Patent Office were supervised by the State Economic Planning Commission. The State Commission for Economic Planning was a kind of super-ministry, tasked with a Soviet-style mission of closely supervising and controlling the entire centralised economy of the Polish state. The chairman of the State Economic Planning Commission also had key powers to influence patent attorneys. It was he who determined the subject of their professional examination, he who appointed a person meeting the statutory requirements to the position of a patent attorney. He could also exempt a candidate for the profession from meeting the requirements as well as appoint the president of the Patent Attorneys College. The Act of 20 December 1949 was repealed with the end of the Stalinist period in Poland. In 1958, the profession of patent attorney was briefly reinstated as a free profession. After that, until the end of the existence of the socialist state called the Polish People’s Republic, patent attorneys performed their profession as employees within the meaning of the labour law. It was not until the fall of communism in Poland that the profession of a patent attorney was re-established as a liberal profession under the provisions of the Act on Patent Attorneys of 9 January 1993.

Professional moral character of physicians and clinical working environment

INTRODUCTION. A survey of the experience of Icelandic medical candidates, general physicians, and specialty physicians of clinical work, aimed to show how the working environment affects doctors’ moral character and experience of support, well-being and expectations. For comparison, results of a British survey with the same questions for specialty physicians were used. MATERIAL AND METHODS. A total of 89 physicians answered 15 questions. Statistical comparison was made between results from topical clusters of questions. RESULTS. The results show a significant problem in work conditions of Icelandic doctors. Their experience is rated low in the second quarter (2,1 – 3,0) on a numerical scale of how the environment thwarts professional character and of lack of support. In comparison with British specialists, their experience is similar but slighly better regarding supportiveness. Icelandic candidates and general physicians experience significantly more stress, less support and autonomy in their work than specialists. Compared to the British, the experience of Icelandic specialists was more positive about professional autonomy and emotional attachment to the work. Our survey shows for the first time the effect of the working environment on professional virtues of Icelandic doctors. DISCUSSION. These findings resonate with the literature that the moral character of doctors contributes to satisfaction, flourishing and experience of meaningfulness. They substantiate views raised by Icelandic physicians about tremendous work stress and scarcity of staff. The survey demonstrates the doctors‘ experience of work-related challenges and provides reasons for society to improve their working conditions to enable them to live up to their ideals.

Generations X, Y and Z on the labor market. Specific characteristics, strategies for involvement in active learning and approaches to the relationship of managers with employees

The article describes the main characteristics of some age groups known as Generations X, Y, Z. It’s main aim consists of analyzing these generations’ characteristics in relation to the labour market. Also, on the basis of these characteristics, we set out the most efficient strategies of how to engage members of Generation Y and Z in active learning and what leadership and management they wish to find at their jobs. Digital natives, both Generation Y and Generation Z members want dynamic jobs, preferring professional autonomy and need constant growth. The information they get has to be applicable in real life, trainers have to be mentors and guides and teaching-learning methods have to combine technologies and interactive style. Managers should be their models, inspirational people, they should implement a free and flexible management style, be daily close to employees, always give feedback and create technological and collaborative working spaces.

The Rise and Fall of the New Zealand Broadcasting Corporation, 1962-1973: a Study in Political and Administrative Relationships

<p>This thesis examines the political "career" of the New Zealand Broadcasting Corporation from the time of its inception in April, 1962, until the decision of the third Labour Government, 11 years later, to abolish it. In particular, it is a study of the ways in which the organisation's search for autonomy was mediated by evolving relationships among key actors: respective Ministers of Broadcasting, N.Z.B.C. Chairmen and Board members, and Directors-General of Broadcasting; and by the tensions that arose out of the demands of administrative accountability on the one hand and of professional autonomy - especially in respect of the organisation's journalistic staff - on the other. The thesis examines the implications of governmental appointment of the N.Z.B.C.'s Board members, and the problems arising out of the retention of ministerial responsibility for public broadcasting during this period. These aspects are discussed with reference to the theory of the public corporation in general. The thesis also examines aspects of administrative leadership within the Corporation, in particular the definition of organizational mission, and the promotion of institutional identity, both internally and externally. It concludes that the demise of the N.Z.B.C. is explicable principally in terms of conflicts which stemmed from the nature of the tasks the organisation was called upon to perform, especially the introduction and expansion of a television service within New Zealand, and the development of news and current affairs broadcasting; in terms of the political constraints and influences - both real and apparent - that worked upon it; and of shortcomings of administrative leadership within the organisation. The analysis is provided against the background of a review of the history of public broadcasting in New Zealand, from the early 1920's until the advent of the Corporation. This review is organised under five heads which bear upon the content of the main analysis: the control of broadcasting in New Zealand; the development of news and controversial broadcasting; the debate on monopoly and competition; the emergence of a philosophy of public broadcasting in New Zealand, with particular reference to the role of the first Director of Broadcasting, Professor (later Sir James) Shelley; and the advent of the N.Z.B.C.</p>

The Rise and Fall of the New Zealand Broadcasting Corporation, 1962-1973: a Study in Political and Administrative Relationships

<p>This thesis examines the political "career" of the New Zealand Broadcasting Corporation from the time of its inception in April, 1962, until the decision of the third Labour Government, 11 years later, to abolish it. In particular, it is a study of the ways in which the organisation's search for autonomy was mediated by evolving relationships among key actors: respective Ministers of Broadcasting, N.Z.B.C. Chairmen and Board members, and Directors-General of Broadcasting; and by the tensions that arose out of the demands of administrative accountability on the one hand and of professional autonomy - especially in respect of the organisation's journalistic staff - on the other. The thesis examines the implications of governmental appointment of the N.Z.B.C.'s Board members, and the problems arising out of the retention of ministerial responsibility for public broadcasting during this period. These aspects are discussed with reference to the theory of the public corporation in general. The thesis also examines aspects of administrative leadership within the Corporation, in particular the definition of organizational mission, and the promotion of institutional identity, both internally and externally. It concludes that the demise of the N.Z.B.C. is explicable principally in terms of conflicts which stemmed from the nature of the tasks the organisation was called upon to perform, especially the introduction and expansion of a television service within New Zealand, and the development of news and current affairs broadcasting; in terms of the political constraints and influences - both real and apparent - that worked upon it; and of shortcomings of administrative leadership within the organisation. The analysis is provided against the background of a review of the history of public broadcasting in New Zealand, from the early 1920's until the advent of the Corporation. This review is organised under five heads which bear upon the content of the main analysis: the control of broadcasting in New Zealand; the development of news and controversial broadcasting; the debate on monopoly and competition; the emergence of a philosophy of public broadcasting in New Zealand, with particular reference to the role of the first Director of Broadcasting, Professor (later Sir James) Shelley; and the advent of the N.Z.B.C.</p>