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Background This paper presents insights into patient experiences of changes in workforce composition due to increasing deployment in general practice of practitioners from a number of different professional disciplines (skill mix). We explore these experiences via the concept of 'patient illness work'; how a patient's capacity for action is linked to the work arising from healthcare. Methods We conducted four focus group interviews with Patient Participation Group members across participating English general practitioner practices. Thematic analysis and a theoretical lens of illness work were used to explore patients' attempts to understand and navigate new structures, roles and ways to access healthcare. Results Participants' lack of knowledge about incoming practitioners constrained their agency in accessing primary care. They reported both increased and burdensome illness work as they were given responsibility for navigating and understanding new systems of access while simultaneously understanding new practitioner roles. Conclusions While skill mix changes were not resisted by patients, they were keen to improve their agency in capacity to access, by being better informed about newer practitioners to accept and trust them. Some patients require support to navigate change, especially where new systems demand specific capacities such as technological skills and adaptation to unfamiliar practitioners. [ABSTRACT FROM AUTHOR]

The article discusses the challenges and innovative strategies of establishing Mental Health and Well-being Locals in Victoria, focusing on the Benalla, Wangaratta, and Mansfield (BWM) Local. It highlights the importance of marketing, partnering with national organizations, and defining roles to recruit and maintain a rural mental health workforce, thereby improving mental health outcomes in rural communities.

The California Community College (CCC), the largest system of higher education and provider of workforce training in the nation, serves approximately 2.1 million students across its 116 campuses. CCCs work to reduce barriers to academic success by providing mental health services (MHS). However, CCCs provide MHS on a short-term model because of limited staffing and high demand with most campuses placing a restriction of six to eight sessions per academic term. A referral list of local agencies is typically provided for students who need continued care, though students often do not know how to explore options or navigate their health insurance benefits. During the 2020-2021 academic year, an MH navigator program was piloted at four community colleges in a San Francisco Bay Area county. Participants included 10 students with academic/career interests in social work, nursing, and the social sciences. Fall Semester 2020 focused on increasing students' knowledge on mental health topics, while Spring Semester 2021 focused on experiential learning through case management of student clients. The navigator pilot program showed promising results with navigators gaining practical experience and exposure to mental health careers while assisting their peers from campus-based to community-based care. Future efforts will focus on cultivating stronger relationships between navigators and MH liaisons. Doing so will help staff develop greater familiarity of the navigator's role, thus ensuring an increase in usage of its services and allowing the student–client a smoother transitioning experience from campus-based to community-based care. [ABSTRACT FROM AUTHOR]

The American Academy of Ambulatory Care Nursing (AAACN) recognizes a paradigm shift represented by the volume of health care delivery flowing from episodic acute care encounters to long-term relationships. This shift presents opportunities to further recognize and prepare nurse graduates for the complex and expanded role of the ambulatory care registered nurse (RN). This position paper discusses the current state of the RN role in ambulatory care and provides a vision for the future. The paper further identifies challenges, poses possible solutions, and highlights the AAACN position on the role of the ambulatory care RN. [ABSTRACT FROM AUTHOR]

BACKGROUND: Trucking companies may be key partners for workplace health promotion programs to improve heavy and tractor-trailer drivers' health and wellbeing. OBJECTIVE: To identify barriers and facilitators to implementing workplace health promotion programs among Louisiana trucking companies' leadership and staff. METHODS: A case study approach following an explanatory sequential mixed method research design was used. A quantitative survey, based on the Theoretical Domains Framework (TDF), was adapted and distributed online to a convenience sample. Survey respondents were recruited for an interview to gain additional insight on multi-level barriers to implementing workplace health promotion programs. Quantitative data was analyzed using descriptive statistics to describe barriers and facilitators following TDF constructs. Qualitative data were independently coded among two researchers following the TDF and the Consolidated Framework for Implementation Research (CFIR) to determine themes. RESULTS: Eleven workplace leaders or staff took the survey. Two engaged in a follow-up interview. Regarding the quantitative results, most (82%) believed workplace health promotion programs would save their company money, although were not offering them. No TDF constructs were indicated as barriers given mixed results; however, several were facilitators: Social/Professional Role and Identity; Emotion; Action Planning; Knowledge; Motivation and Goals; and Beliefs about Consequences. Qualitative results captured several Inner (e.g., time, money) and Outer Setting contextual (e.g., truckers' needs and resources) factors considered important to trucking companies' implementation of health promotion programs. CONCLUSION: Results suggest leadership and staff of Louisiana trucking companies value workplace health promotion programs, although are challenged by limited resources and the broader trucking environment. [ABSTRACT FROM AUTHOR]

Governments across the Arabian Gulf aim to reduce their dependence on expatriates by implementing localisation policies. Building on institutional and legitimacy theories, we seek to advance our understanding of the effects of such policies on multinational enterprises (MNEs). We used data from 157 MNEs operating in Saudi Arabia and found the indigenisation of the human resource management (HRM) function is closely correlated with the level of workforce localisation: key factors empowering localisation, defined as recruitment and training practices geared towards the needs of locals, include the demographics and role of the HRM Director. Theoretically, we contribute to the literature on institutionalism and legitimacy by revealing how various institutional forces influence the process of selection and transfer of HRM practices to adapt to the institutional environment of a given context. Our research also shows that if MNEs follow government recommendations, develop links with local educational institutions to target suitable job candidates, and adapt to shortages in local skills and competencies by investing in the training and development of local workers, they will be more likely to achieve success in workforce localisation and legitimacy. [ABSTRACT FROM AUTHOR]

Copyright of Canadian Journal of Dental Hygiene is the property of Canadian Dental Hygienists Association and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

Copyright of Hoitotiede is the property of Hoitotieteiden Tutkimusseura HTTS r.y. and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

Due to the high costs and strategic importance of expatriate assignments, expatriate performance management (EPM) plays an increasingly important role for multinational enterprises (MNEs). However, research on EPM is still in its infancy. Drawing from the convergence/divergence debate in international human resource management, this study investigates and compares EPM strategies and practices across MNEs from three different country clusters to better understand whether EPM practices tend to converge, diverge, or crossverge (i.e., show aspects of both). Results from surveying 132 Anglo‐Saxon, Germanic, and Japanese MNEs reveal prominent differences (divergence) at the EPM strategic level such that Japanese MNEs tend to pursue more ethnocentric staffing strategies and design EPM systems specifically tailored to expatriates. On the practice level, we found both commonalities and differences between Japanese and Anglo‐Saxon and Germanic MNEs, pointing toward crossvergence. Theoretical and practical implications of our results are discussed. [ABSTRACT FROM AUTHOR]

We designed a cross-sectional study for environmental health (EH) professionals in Montana as a follow-up to a needs assessment conducted in 2020 by the Montana Public Health Workforce Development Group. A 57-question survey was developed to deepen the understanding of the profession regarding demographics, work status and position, education and licensure, work prior to and during the COVID-19 pandemic, professional preparation and continuing education, job satisfaction, recruitment and retention, and emerging issues. The survey was administered electronically in 2022 to all health departments in Montana and had a 74% response rate. The results revealed that most EH professionals in Montana are predominately White. Respondents reported being adequately trained but highlighted that additional training would be beneficial. Job-related stress, staffing levels, and salary levels were identified as areas of concern. Furthermore, respondents reported that they are otherwise fulfilled by the purposeful nature of their jobs. Our study was successful in capturing an updated view of the challenges facing EH professionals in Montana. Using these findings, the Montana Environmental Health Association and the Montana Public Health Training Center are developing training solutions for these professionals. [ABSTRACT FROM AUTHOR]

Objectives: During the COVID-19 pandemic, a shortage of intensive care unit beds was encountered across Europe. Opening a semi-intensive pulmonary ward freed up intensive care unit beds. This study aimed to determine the appropriate nurse staffing level for a semi-intensive pulmonology unit (SIPU) for patients with COVID-19 and to identify factors associated with an increase in nursing workload in this type of unit. Methods: This was a retrospective study of the SIPU of the Erasme university clinics in Belgium. Nursing staff was determined with the Nursing Activities Score (NAS) during the second wave of COVID-19 in Belgium. Results: During the study period, 59 patients were admitted to the SIPU, and a total of 416 NAS scores were encoded. The mean (±SD) NAS was 70.3%(±16.6%). Total NAS varied significantly depending on the reason for admission: respiratory distress (mean [SD] NAS, 71.6%[±13.9%]) or critical illness-related weakness (65.1%± 10.9%). The items encoded were significantly different depending on the reason for admission. In multivariate analysis, body mass index > 30 (odds ratio [OR], 1.77; 95% confidence interval [CI], 1.07-3.30) and higher Simplified Acute Physiology Score II score (OR, 1.05; 95 CI, 1.02-1.11) were associated with higher NAS. Patients admitted via the emergency department (OR, 2.45; 95% CI, 1.15-5.22) had higher NAS. Patients on noninvasive ventilation (OR, 13.65; 95% CI, 3.76-49.5) and oxygen therapy (OR, 4.29; 95% CI, 1.27-14.48) had higher NAS. High peripheral venous oxygen saturation (OR, 0.86; 95% CI, 0.78-0.94) was a predictor of lower workload. Conclusion: A ratio of 2 nurses to 3 patients is necessary for SIPU care of patients with COVID-19. Factors associated with higher workload were high Simplified Acute Physiology Score II score, body mass index > 30, admission via emergency room, patients on oxygen, and noninvasive ventilation. [ABSTRACT FROM AUTHOR]

The Development and Behavior Access Clinic (DBAC) deploys a general pediatrician with brief/intensive training and proctoring by developmental-behavioral pediatricians (DBP) to provide developmental-behavioral (DB) care to children referred with mild/moderate complexity needs as determined by a team of clinical psychologists. This pilot study utilizes visit data, chart review, and surveys to assess wait times, need for subspecialty care, and referring clinician satisfaction. In its first 18 months, DBAC decreased the need for subspecialty DB care, providing initial services for 44% of patients referred for DB pediatric care from the study site; 89% did not require subsequent subspecialty evaluation. Among DBAC participants, average wait times for DB care decreased from a baseline of 218 to 41 calendar days. This pilot study provides a model for building DB clinical skills among interested general pediatricians, decreasing wait times, and building the capacity of primary care settings to address mild-to-moderate complexity DB concerns. [ABSTRACT FROM AUTHOR]

Training is widely considered to contribute to the 'can do' and 'will do' capacities of health workers. Having appropriately skilled health workers is recognised as critical to assuring quality health services. This study examined the relevance of in-service training (IST) provided to maternal health workers (MHW) in rural Vietnam. A mixed method approach was used involving a survey of 240 health workers providing maternal health services and managers and 43 in-depth interviews of health workers and managers from 5 health districts across two provinces in Vietnam. Although two thirds of participants reported accessing IST within the previous 12 months, only 53.3% attended maternal health training. Factors related to the self-reported ability to perform Essential Obstetric Care (EOC) include: Being trained on EOC; Work experience; and Qualifications of MHWs. Participants reported that the IST was irrelevant to their actual needs, while managers reported frustration that IST programs were scheduled haphazardly, dependent on budget availability. In conclusion, in-service training programs should be designed taking into account the needs of the workforce and managers in terms of content, mode of delivery, scheduling and follow-up. Poorly planned and inappropriately delivered training may contribute to a perceived inability to provide EOC. [ABSTRACT FROM AUTHOR]

Purpose: This study aims to describe the role of HR in people-related transformation. Design/methodology/approach: Bringing together multiple databases, and the experience of a major consulting firm, this study finds that HR only occasionally is tasked to lead these important changes despite HR's functional expertise in workforce management and change management. Findings: The paper explores why HR is often asked to play a secondary rather than primary role in these transformative initiatives, what improvements would help set HR up for a more consistently critical role in transformations and how HR organization structure and resourcing changes may be additionally productive. Originality/value: The paper provides an original and valuable insight into the practical challenges HR faces as it seeks to create greater value. [ABSTRACT FROM AUTHOR]

Purpose: This study aimed to contribute to the field of Human Resource Management (HRM) by providing a critical review of existing scholarly research and a thematic analysis of the workforce nationalization domain in the Gulf Cooperation Council (GCC) countries. To strengthen the literature on this topic, it seeks to identify key gaps and areas for further exploration. Design/methodology/approach: A two-step systematic research methodology (qualitative and quantitative) and a thematic analysis of empirical and theoretical studies were used in this study. The quantitative review was conducted using a predesigned coding framework. Findings: The study identified and discussed four perspectives of workforce nationalization in the GCC countries. These were (1) the conceptualization of workforce nationalization; (2) the role of institutional policies in achieving it; (3) the practices and outcomes of nationalization efforts and (4) the impact of gender and women in the nationalization process. Research limitations/implications: This study has several limitations, which the authors have addressed by proposing several future research avenues. For example, the reviewed studies are skewed toward certain countries (e.g. UAE and Saudi Arabia), which limits the generalizability of their findings. Practical implications: A more comprehensive definition of nationalization, development of qualitative and quantitative measures to enhance HRM practices and outcomes, and the identification of alternative approaches to improve the employment of locals are emphasized as needs. Additionally, revised measures and mechanisms to rectify negative perceptions about entitlement and the revision of policies to integrate females in the national labor force are suggested. Originality/value: Workforce nationalization initiatives in the GCC region offer a unique and rich research phenomenon replete with managerial, organizational, economic and political dilemmas. The investigation of this phenomenon would profoundly enlighten employers, policymakers and scholars. [ABSTRACT FROM AUTHOR]

In 2009, 98.0% of people with mental illness in Sierra Leone were not receiving treatment, partly due to the absence of public psychiatric facilities outside the capital. In response to this situation, the Ministry of Health and Sanitation rolled out nurse-led mental health units (MHUs) to every district. This study evaluates the barriers and facilitators to mental health service delivery in decentralised MHUs in Sierra Leone using key informant interviews and focus group discussions with 13 purposefully sampled clinical staff and senior management personnel. The interviews were audio-recorded, translated from Krio if necessary, transcribed, and analysed using manifest content analysis. The findings suggest that factors affecting nurse-led mental health service delivery include small workforce and high workload, culture and beliefs, risks, lack of safety measures and required resources, outdated policies, poor salaries, lack of funds for medication, distance, power, influence, and stigma. Factors that could facilitate nurse-led mental health services include: increasing motivation, increasing the workforce, knowledge sharing, mentorship, availability of medication, passion and modern psychiatry. The findings contribute towards understanding the challenges and opportunities faced by the recently established nurse-led decentralised mental health services across Sierra Leone, in order to address the large mental health treatment gap. We hope the findings will inform further policy and planning to improve the quality of decentralised mental healthcare. [ABSTRACT FROM AUTHOR]

The article presents the discussion on small percentage obtaining the American Society for Bioethics and Humanities (ASBH) Healthcare Ethics Consultant-Certified (HEC-C) designation. Topics include broadening the outreach to potential audiences including hospice and palliative care physicians, nurses, social workers, and chaplains; and healthcare systems now posting positions for healthcare ethics consultants.

Most developed societies are facing the challenge of an ageing population, which poses several issues, including low labour force participation and financial pressures on the sustainability of the pension system. Countries typically address this situation by raising the retirement age, which often results in dissatisfaction among workers as such decisions are perceived as imposed. Therefore, our work's main purpose was to research the analysis of implementing measures for managing older workers in companies, which would indirectly influence workers' decisions to voluntarily choose longer work participation. We designed our study on the assumption that companies that more frequently conduct various analyses of their employees also pay greater attention to measures for managing older workers. In doing so, we focused on the measures that the literature identifies as important for keeping older workers employed for longer. The data source was a study from 2020, which sampled large companies in Slovenia with more than 100 employees. We posed the questions to the person responsible for human resource management in the company. The initial question was whether conducting employee analyses is associated with the implementation of measures focused on education and training, skills transfer, and career development as well as managing the health of older workers. We formulated three main hypotheses, which we confirmed using linear correlation analysis. We found that companies that conduct more frequent analyses of employees' qualifications and competencies, on average, also more frequently implement measures related to the area of education and training of older workers and to the area of knowledge transfer and career development of older workers. We confirmed statistically significant correlations in general as well as at the level of particular measures. Furthermore, we found that companies that more frequently conduct analyses of the health structure of employees, on average, also more frequently implement measures in the field of managing the health of older workers. We concluded that companies that conduct employee analyses more frequently demonstrate a higher level of commitment to implementing measures for managing older workers, which subsequently impacts their decision to retire later. By conducting employee analyses, companies gain important information that leads to the timely and sufficiently frequent implementation of measures for managing older employees. With empirical data, we have supported our prediction that the frequency of implementing measures through which companies can influence older workers' decisions for later retirement is associated with the frequent conduction of employee analyses. This article has contributed to our understanding of ageing and the treatment of older workers. It has also highlighted a softer approach to promoting prolonged work engagement for older employees as an alternative to unwanted, legally imposed later retirement. [ABSTRACT FROM AUTHOR]

Personnel strategy specifies the direction, objectives and principles for the management of human resources in the enterprise. Well developed personal strategy should include a plan for matching existing potential of employees to the achievement of the long-term objectives of the company. The personnel strategies have the role to value the employees' abilities, to keep the performant ones - specialized labour force, to train those with development potential and remove those that do not comply with the requirements. [ABSTRACT FROM AUTHOR]

Background: There is a worldwide shortage of health workers against WHO recommended staffing levels to achieve Universal Health Coverage. To improve the performance of the existing health workforce a set of integrated human resources (HR) strategies are needed to address the root causes of these shortages. The PERFORM2Scale project uses an action research approach to support district level management teams to develop appropriate workplans to address service delivery and workforce-related problems using a set of integrated human resources strategies. This paper provides evidence of the feasibility of supporting managers at district level to design appropriate integrated workplans to address these problems. Methods: The study used content analysis of documents including problem trees and 43 workplans developed by 28 district health management teams (DHMT) across three countries between 2018 and 2021 to identify how appropriate basic planning principles and the use of integrated human resource and health systems strategies were used in the design of the workplans developed. Four categories of HR strategies were used for the analysis (availability, direction, competencies, rewards and sanctions) and the relationship between HR and wider health systems strategies was also examined. Results: About half (49%) of the DHMTs selected service-delivery problems while others selected workforce performance (46%) or general management (5%) problems, yet all workplans addressed health workforce-related causes through integrated workplans. Most DHMTs used a combination of strategies for improving direction and competencies. The use of strategies to improve availability and the use of rewards and sanctions was more common amongst DHMTs in Ghana; this may be related to availability of decision-space in these areas. Other planning considerations such as link between problem and strategy, inclusion of gender and use of indicators were evident in the design of the workplans. Conclusions: The study has demonstrated that, with appropriate support using an action research approach, DHMTs are able to design workplans which include integrated HR strategies. This process will help districts to address workforce and other service delivery problems as well as improving 'health workforce literacy' of DHMT members which will benefit the country more broadly if and when any of the team members is promoted. [ABSTRACT FROM AUTHOR]

Based on broaden‐and‐build theory of positive emotions, this study posits that strategic human resource management (SHRM) systems enrich positive emotions associated with psychological empowerment and resilience and in turn, broaden employees' momentary thought‐action repertoires. People with such positive psychological emotions build enduring personal resources to buffer the negative impacts of adversity and produce better performance outcomes. An integrative model is developed and examined through a two‐stage structural equation modelling method of meta‐analysis based on data involving 60,637 individuals in 87 independent datasets from 79 primary studies published up to September 2020. Empirical evidence suggests that psychological empowerment and resilience both independently and collectively mediate the relationship between SHRM systems and performance outcomes. This study makes an innovative attempt to incorporate theories of positive psychology into SHRM research, throwing fresh light on the promoting factors (i.e., SHRM) and psychological mechanisms (i.e., psychological empowerment) antecedent to employee resilience leading to desired performance outcomes. This study has practical implications for managers in relation to the importance of cultivating a psychologically empowered and resilient workforce, especially in difficult times such as those during the recent COVID‐19 pandemic. [ABSTRACT FROM AUTHOR]

As federal partners, the Veterans Health Administration (VA) and the Indian Health Service (IHS) agreed to share resources, such as education. The VA Geriatric Scholars Program, a workforce development program, provides one of its training programs on team-based primary care of elders to clinicians working in IHS and Tribal Health Programs. The practical impact of that training is described. A mixed methods approach was applied to the course's evaluation survey at five clinics in the Northwestern Plains, Southwest, Pacific Coast, and Alaska. Quantitative approaches assessed participants' self-reported intention to improve recognition and assessment of common geriatric syndromes. A qualitative approach applied to open-ended text responses revealed intensions to improve team-based care. Among the 51 respondents in our sample, we found significant improvements in self-reported ability to recognize previously unfamiliar potential risks to elders' health and safety, t(49) = 8.0233, p <.001, as well as increased comfort with conducting geriatric assessments and increased confidence in interprofessional team-based communication. Improvements to team-based care included enhanced clinical skills, organizational factors and the need to train additional employees. This evaluation demonstrates the value of sharing resources among federal partners and its value for participants in IHS and Tribal Health Programs. [ABSTRACT FROM AUTHOR]

A pilot study evaluated the change in charge nurses' perception of their leadership skills after engaging in a 4-month structured leadership program. Based on a self-assessment, multimodal education using authentic leadership tenets and an appreciative inquiry framework increased participants' confidence in their skills. [ABSTRACT FROM AUTHOR]

The article focuses on the challenges faced in implementing organizational change at a decentralized academic health center, specifically the workforce redesign initiative. The complex organizational context of the health center, composed of interconnected entities, requires navigating autonomy and coordination among departments, addressing talent management challenges, and aligning job architecture and compensation structures.

Introduction: The main capital of any organization is its human resources (HR). Organizations invest substantial costs in attracting, retaining, and training individuals. Therefore, it is essential to identify and implement appropriate practices to preserve and enhance HR. Aging of employees is an inevitable phenomenon that poses challenges to all organizations, irrespective of specific geographical locations, because the employees will get old and leave the organization. This research aims to identify HR management practices for aging employees in public organizations in Jahrom City, Fars Province, Iran, in the year 2022. Methods: This study utilizes meta-synthesis and Delphi methods to extract and identify management practices for aging HR. In the meta-synthesis section, the library method was used and community under study in the Delphi section included 28 academic (university professors with doctorate degrees in HR or organizational behavior) and organizational (senior managers and HR managers of public organizations in Jahrom) experts. The research tool used in the Delphi section was a questionnaire conducted in 3 rounds. Results: Through the study of the sources using meta-synthesis method, a total of 79 organizational practices were identified, categorized into 11 main dimensions. After three rounds, a consensus was reached on 60 practices, organized into 9 main dimensions, and the Delphi rounds were concluded. In the final round, no new practices were suggested or removed. Due to the minimal differences in the Kendall coefficient among the different rounds, the Delphi rounds were concluded. Conclusion: It is necessary to plan and implement all these practices in parallel and simultaneously. However, as the most crucial management measure is planning, there is a need for planning, coordination, and harmonization at the legislative, administrative, and recruitment levels. Implementing the proposed practices through organizational experts, HR managers, and the active participation of aging employees in implementing practical practices will lead to better execution. [ABSTRACT FROM AUTHOR]

Copyright of Revista Entramado is the property of Universidad Libre Seccional Cali and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

Firms ask their employees to perform a wide variety of tasks, often with daunting time constraints. Research on the firm-level impact of these behaviors – including work in utility analysis (UA) and star employees - has a long and fruitful history, rich with managerial implications. In this paper I comment on research by Joo et al. (2022), who advanced the literature on UA and star employees by highlighting the effects of variance in workforce performance on important firm-level outcomes among 824,924 employees, pooled across 206 samples. In my view this literature can be substantially enhanced by incorporating important moderating and mediating variables that have been identified in the HR strategy literature. In addition, this work can also be improved by developing a better understanding of the causal processes through which star employees' performance helps to execute strategy, and through the development of better workforce analytics. Advancing this line of research will likely require both qualitative and quantitative research as well as extensive case studies on the identification and implementation of effective workforce strategies. [ABSTRACT FROM AUTHOR]

An introduction is presented in which the editor discusses articles in the issue on topics including creating opportunities for collaboration and connection in spatially distributed workforces, and employees of an outsourcing or temporary-help firm.

In this article, we review similarities and differences in articles in the research field of international and comparative human resource management (HRM), published in Human Resource Management over the past 60 years. The extensive review and analysis, based on 189 conceptual articles, reviews, and empirical studies, identified several trends. First, the two distinct research streams in this research field (HRM in MNEs and comparative HRM) have grown over the decades and moved from conceptual articles in the beginning to almost exclusively empirical studies in more recent years. Second, in addition to the two research streams, in more recent years we identified a third research stream that combines elements of HRM in MNEs and comparative HRM research. Third, the research field has become more feminized, with an increasing number of female (first) authors, and has become more international, with more authors affiliated with non‐US universities in the more recent time periods. Finally, while the research streams show some differences in the content of their research, we do not find evidence that the streams developed in isolation. Based on our analysis, we provide suggestions for future research on international and comparative HRM and identify current implications for HR practitioners. [ABSTRACT FROM AUTHOR]

Technology has changed the way we work and how companies manage their employees. This article reviews 60 years of research on the relationship between technology and human resource management, as represented in Human Resource Management. Based on 154 articles, we identify recurring and evolving patterns of research on technology across three time periods (separated by the advent of the personal computer in 1977 and by the popularization of consumer internet services in 1997), three perspectives on technology (tool, proxy, and ensemble view of technology), and three thematic streams (the impact of technology on jobs and organizations, the utilization of technology in HR activities, and the management of technology workers). Drawing on patterns of research that emerged in the past, we provide suggestions for future HR research on newly arriving technology. [ABSTRACT FROM AUTHOR]

The majority of the extant research on human resource management (HRM) draws conclusions based on evidence from for‐profit organizations. In response to calls for the exploration of HRM in different contexts, this study focuses on understanding HRM in the context of social enterprises. The unique context of social enterprises and their unique workforce raise questions about the direct applicability of frameworks developed from examining HRM in for‐profit organizations. The narratives provided by 20 CEOs, HR directors, and managers of social enterprises in the United Kingdom highlight the importance of "ethics of care" as the core of the HRM‐related decisions in the "third sector." In addition, we identify five distinct workforce categories and propose a typology of differentiated HRM systems that enable social enterprises to achieve their dual mission. Finally, we propose a "virtuous circle" model, highlighting "ethics of care" as the main driver for organizational outcomes, using differentiated HRM systems that better serve their needs. [ABSTRACT FROM AUTHOR]

Drawing upon sociology of professions, our study extends insight into the specific HR practices that shape the microdynamics of knowledge‐sharing behaviors among professionals. Empirically, we examine the influence of Human Resource (HR) practices on enactment of a knowledge‐brokering role by doctors to drive service improvement in health care. Our study shows, first, HR practices influence professional identity, which is predicated on jurisdictional autonomy and client interest. Second, HR practices influence the legitimacy of any role and associated activities, with professionals valuing collegial leadership and evidence‐based practice. Our study highlights it is employee perceptions of the effect of HR practices upon their legitimacy and identity that shape their attitudes and behavior toward knowledge sharing. Thus, different HR practices have different effects on knowledge sharing. Further, the same HR practice may be perceived differently even within the same cadre of professionals, depending upon their relative status and career interests. [ABSTRACT FROM AUTHOR]

Workforce composition in organizations has become increasingly diverse. As an important step in determining how workforce diversity leads to firm performance, we proposed relational coordination as a mediator through which diversity in age and education indirectly affects firm performance. We also highlighted two human resource management practices (structural empowerment and multisource feedback) as critical contingencies that moderate the effects of workforce diversity on relational coordination and firm performance. We conducted hierarchical multiple regression on multisource data (including responses from senior directors, department directors, managers, and employees, as well as financial performance) from 189 Korean firms in the manufacturing sector, which yielded support for our hypotheses. These findings offer novel theoretical and practical insights into the effective management of workforce diversity. [ABSTRACT FROM AUTHOR]

Faced with competitive labor markets, firms increasingly use employer branding to build a qualified workforce and engage their employees. However, our understanding of the impact of employer branding orientation on firm performance and the theoretical firm‐level mechanisms underlying this potential impact is very limited. To address this gap, we integrate brand marketing theory with human resource management (HRM) research to develop a model explicating how employer branding orientation is linked to firm performance through a dual route by enhancing both recruitment efficiency (i.e., external route: applicants) and positive affective climate (i.e., internal route: incumbent employees). The results of a multisource study (i.e., top management, human resource managers, employees) with 93 firms show employer branding orientation is positively related to firm performance through positive affective climate but not recruitment efficiency. Using a brand equity approach to HRM, our results advance the literature by demonstrating the generalizability of employer branding effects independent of concrete brand attributes and explaining the firm‐level mediating mechanisms linking it to firm performance. [ABSTRACT FROM AUTHOR]

Drawing on social identity theory, this research frames a multimediational model that delineates how broad‐based employee stock ownership (BESO) and employee‐perceived involvement practice in tandem yield a productive workforce at the organization level. In our theoretical model, we propose that social cohesion and voluntary turnover are collective attitudinal and behavioral outcomes resulting from the shared perception of we‐ness that employees experience through both participatory practices. Our path analysis of a multisource, time‐lagged dataset from 176 large U.S. companies revealed the sequential mediating roles of social cohesion and voluntary turnover between these organizational practices and labor productivity. Our theoretical claims and empirical evidence will contribute to a systematic understanding of how and why BESO and employee involvement leverage greater organizational productivity from employees. [ABSTRACT FROM AUTHOR]

Why you should read this article: • To increase your understanding of a variety of leadership models • To recognise the core elements of effective ward leadership • To contribute towards revalidation as part of your 35 hours of CPD (UK readers) • To contribute towards your professional development and local registration renewal requirements (non-UK readers) Nurses who are responsible for a clinical area do not only have a management role but also, crucially, a leadership role. The role of ward leader is complex and demanding. Ward leaders are accountable for patient safety and the quality of patient care, act as role models, motivate staff and cascade organisational goals to them. They also ensure the correct skill mix on the ward, alleviate pressures on staff and provide opportunities for staff development. This article describes several leadership models which all have something to offer to nurses looking to develop their ward leadership skills. It discusses core elements of effective ward leadership, notably providing support and direction to the team through coaching and mentoring, developing the ward as a learning environment, understanding the wider care context and taking time for self-care. [ABSTRACT FROM AUTHOR]

The article highlights a broad range of economic indicators from the Current Population Survey (CPS) to provide a picture of the performance of the U.S. labor market in 2022, both overall and for various demographic groups. Cited are trends in usual weekly earnings, labor force flows, and the number of self-employed people, the number of unemployed people and the unemployment rate, and a summary of recent changes in the employment status of veterans, people with a disability, and foreigners.

As the world experiences unprecedented changes driven by groundbreaking technological advancements, increasing competitive pressures, shifting demographics, evolving societal expectations, and ongoing global crises or mega‐disruptions, the nature of work is evolving at an accelerated pace. This editorial introduces The Workforce Revolution, a critical movement that aims to reimagine work, workers, and workplaces for the future to harness these transformations effectively. As businesses and organizations adapt to new realities, innovative leadership and human resource management strategies become indispensable to ensure long‐term success and sustainability. This issue of Global Business and Organizational Excellence explores the latest research, trends, and insights on the topic, providing valuable guidance to leaders and managers as they shape the future of work. Articles within this issue cover a range of topics, including employee expectation‐organizational performance gaps, positive and negative workplace behaviors, toxic and responsible leadership, traditional and transformational roles of human resources, and the future of work in the new normal. By equipping leaders and managers with the knowledge to navigate these complexities, the journal aims to foster a more resilient and adaptable workforce, poised to thrive in the dynamic landscape of the future. [ABSTRACT FROM AUTHOR]

Copyright of Community & Physician / Toplum ve Hekim is the property of Turk Tabipleri Birligi / Turkish Medical Association and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

During the midst of the Coronavirus Disease 2019 (COVID-19) pandemic, a large Navy Working Capital Funded (NWCF) government laboratory, Naval Information Warfare Center (NIWC) Pacific, transitioned from a traditional onsite/physical daily operational presence to a distributed, virtual, maximum telework posture. In short, unless NIWC Pacific’s leadership directed that performance of a specific, approved tasking required that it take place at a particular physical workplace location, the laboratory workforce was directed to telework from a safe location while practicing social distancing. To this extent, a majority of the workforce for NIWC Pacific’s programs and projects continued performing their duties in a virtual and secure distributed environment. In addition, the Office of Personnel Management telework policy provided new guidance to give personnel adequate direction, including telework eligibility, agreement, definition, and types of telework arrangements. This new norm certainly raised a number of questions and considerations for the organization as a whole related to the effectiveness of the workforce while under a maximum telework mandate. As a result, the authors distributed two surveys to a subset of the workforce in the early days of the pandemic to assess the perceived work effectiveness of the organization. After 730 calendar days of remote operation by the workforce, the authors initiated this study as a third inquiry, with the goal of understanding the long-term impact of distributed telework on productivity and effectiveness within a department of 900 employees. [ABSTRACT FROM AUTHOR]

Background: The widespread consumption of trans-fats across the world represents a worrying scenario, as it is directly responsible for coronary heart disease and related mortality. Recognizing its dangers, the WHO has set an agenda to eliminate trans-fats by 2023. In India, the Food Safety And Standards Authority ensures safe and wholesome food consumption. In light of the WHO's standards for the elimination of trans-fats, the FSSAI recently notified limits of trans-fatty acids to not more than 3% in all fats and oils by January 2021 and 2% by January 2022, as well as a limitation on all food products in which edible oils and fats are ingredients to not contain trans-fatty acids of more than 2% mass of total oils/fats in the product by January 2022. Objective: Given the need to eliminate the consumption of trans-fats, it is necessary to assess the implementation of trans-fat regulations in India in order to determine the current status of enforcement and suggest measures for improvement. Methods: Empirical research was conducted through a questionnaire to analyze India's current status and difficulties in enforcing trans-fat regulations. Results: Although all states have included compliance of trans-fat regulation in the agenda of the State Surveillance Plan but are facing some implementation challenges such as lack of lab infrastructure, lack of trained manpower, unsupportive FBOs, insufficient budget, lack of testing kits, and excluding proprietary food from compliance with trans-fat regulations. Further, all states have felt the need to develop a guideline/manual to facilitate enforcement of the trans-fat regulations. In light of this, the article has critically analyzed the legal framework for implementing trans-fat regulations in India to identify specific implementation challenges due to scattered regulations and recommend suggestive measures for developing the guidelines/ manual to facilitate effective implementation of the said regulation. [ABSTRACT FROM AUTHOR]

Copyright of Polish Journal of Management Studies is the property of Czestochowa University of Technology, Faculty of Management and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

There is a need to ensure that healthcare organisations enable their workforces to use digital methods in service delivery. This study aimed to evaluate the current level of digital understanding and ability in nursing, midwifery, and allied health workforces and identify some of the training requirements to improve digital literacy in these health professionals. Representatives from eight healthcare organizations in Victoria, Australia participated in focus groups. Three digital frameworks informed the focus group topic guide that sought to examine the barriers and enablers to adopting digital healthcare along with training requirements to improve digital literacy. Twenty-three participants self-rated digital knowledge and skills using Likert scales and attended the focus groups. Mid-range scores were given for digital ability in nursing, midwifery, and allied health professionals. Focus group participants expressed concern over the gap between their organizations' adoption of digital methods relative to their digital ability, and there were concerns about cyber security. Participants also saw a need for the inclusion of consumers in digital design. Given the widening gap between digital innovation and health workforce digital capability, there is a need to accelerate digital literacy by rapidly deploying education and training and policies and procedures for digital service delivery. [ABSTRACT FROM AUTHOR]

The management of the professions has become increasingly challenging, reflecting the emergence of new work roles in professionalized workplaces. Human Resource Management (HRM) scholars have, however, been slow to study the professions, particularly how the power they derive from ownership interacts with other forms of power. This article explores the use of different forms of power by a profession, general practitioners (GPs), in engaging with a new healthcare role, the physician associate (PA). Despite policy support for the role, we find GPs' employment of the role in primary care is low. This is explained by two GP responses to the introduction of the role: employment denial and subordination. We theorize these responses as deriving from GPs' ownership power, enhancing their managerial and knowledge‐based control over PAs. In doing so, we open‐up a research avenue in the study of workforce management focused on professions' ownership power. [ABSTRACT FROM AUTHOR]

Purpose Over the past decade there has been increased attention on the need for highly skilled and trained pharmacy technicians; however, few best practices to assist health-system pharmacies in meeting technician workforce challenges have been identified. These challenges have been further revealed since 2019 through rising inflation, increased cost of living, and competing opportunities for skilled technical workers. This article describes an 18-hospital academic health system's experience implementing an innovative pharmacy technician career structure focused on increasing pharmacy technician engagement as well as improving recruitment and retention. Methods Prior to creating a new career structure, the department of pharmacy had one development track for pharmacy technicians, which included only 2 nonsupervisory job titles. Due to recruitment, retention, and employee engagement challenges, the department of pharmacy, in collaboration with the human resources department, developed a new pharmacy technician structure that included 3 pharmacy technician tracks and 4 nonsupervisory levels. Outcomes collected to determine the success of the program included pharmacy technician engagement survey scores, annual voluntary turnover rate, rolling 12-month voluntary turnover rate, monthly vacancy rate, and average years of service at termination. The monthly discharge prescription capture rate was also measured to support efforts to keep the cost of the new structure budget neutral. Conclusion The change in career structure assisted in the improvement of each outcome identified. The close collaboration of the departments of pharmacy and human resources can lead to positive solutions of national problems and have a sustained impact on department operations. [ABSTRACT FROM AUTHOR]

Objectives: The objectives are to determine the factors that motivated GP practice managers in England to employ non-medical roles, and to identify an ideal hypothetical GP practice workforce. Methods: Cross-sectional survey of GP practice managers in England (n = 1205). The survey focused on six non-medical roles: advanced nurse practitioner, specialist nurse, health care assistant, physician associate, paramedic and pharmacist. Results: The three most commonly selected motivating factors were: (i) to achieve a better match between what patients need and what the practitioner team can deliver; (ii) to increase overall appointment availability and (iii) to release GP time. Employment of pharmacists and physician associates was most commonly supported by additional funding. Practice managers preferred accessing new non-medical roles through a primary care network or similar, while there was a clear preference for direct employment of additional GPs, advanced nurse practitioners or practice nurses. The ideal practice workforce would comprise over 70% of GPs and nurses, containing, on average, fewer GPs than the current GP practice workforce. Conclusion: This study confirms that more diverse teams of practitioners are playing an increasing role in providing primary care in England. Managers prefer not to employ all new roles directly within the practice. A more detailed investigation of future workforce requirements is necessary to ensure that health policy supports the funding (whether practice or population based), recruitment, training, deployment and workloads associated with the mix of roles needed in an effective primary care workforce. [ABSTRACT FROM AUTHOR]