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BACKGROUND: BACKGROUND: Research investigating the implicit bias of employers towards individuals with disabilities emphasizes the importance of increased attention to implicit bias in the workplace. Previous research supports the use of trainings to promote awareness and education of implicit and explicit bias toward people with disabilities among employers. OBJECTIVE: The purpose of the current study was to better understand employers’ stigmatizing attitudes toward individuals with disabilities and develop effective strategies to increase awareness and knowledge related to these negative attitudes. METHODS: Two focus groups of HR professionals were conducted to investigate guidelines and content areas that should be included in training. Data was analyzed using qualitative content analysis (QCA) methodology. RESULTS: Researchers identified four major themes regarding guidelines for training development: 1) educational information on implicit and explicit bias, 2) disability inclusion information and strategies, 3) consideration of multiple learning modalities, and 4) case studies. CONCLUSION: Training interventions incorporating these needs and preferences of HR professionals may more effectively increase awareness of implicit bias in the workplace. Sharing evidence regarding implicit and explicit bias, along with current information on disability inclusion, while using varied instructional strategies may lead to a reduction in disability-related stigma and discrimination in the workplace. [ABSTRACT FROM AUTHOR]

Understanding workforce demographics is important to ensure equitable recruitment, training, and retention. Previous studies have reported demographics of the environmental public health workforce; however, demographic data on professionals who conduct retail food regulatory duties are lacking. We conducted a workforce training needs assessment that examined demographic frequencies and associations between demographic factors and job levels. Findings indicate an educated workforce, and a high percentage of respondents self-reported that they were >40 years, White, and female. We also found, however, that female respondents were significantly less likely than male respondents to hold leadership positions, even when accounting for age, years of experience, and education. Our study also shows an underrepresentation of retail food regulatory professionals from diverse racial and ethnic backgrounds. Future training should account for the need to fill experience gaps in the field when current employees retire. Additionally, there is a need to increase the recruitment of diverse professionals while supporting equitable retention and advancement in the field. [ABSTRACT FROM AUTHOR]

Background: Only 62.6% of fellowship‐trained and American Board of Internal Medicine (ABIM)‐certified geriatricians maintain their specialty certification in geriatric medicine, the lowest rate among all internal medicine subspecialties and the only subspecialty in which physicians maintain their internal medicine certification at higher rates than their specialty certification. This study aims to better understand underlying issues related to the low rate of maintaining geriatric medicine certification in order to inform geriatric workforce development strategies. Methods: Eighteen‐item online survey of internists who completed a geriatric medicine fellowship, earned initial ABIM certification in geriatric medicine between 1999 and 2009, and maintained certification in internal medicine (and/or another specialty but not geriatric medicine). Survey domains: demographics, issues related to maintaining geriatric medicine certification, professional identity, and current professional duties. Results: 153/723 eligible completed surveys (21.5% response). Top reasons for not maintaining geriatric medicine certification were time (56%), cost of maintenance of certification (MOC) (45%), low Medicare reimbursement for geriatricians' work (32%), and no employer requirement to maintain geriatric medicine certification (31%). Though not maintaining geriatric medicine certification, 68% reported engaging in professional activities related to geriatric medicine. Reflecting on career decisions, 56% would again complete geriatric medicine fellowship, 21% would not, and 23% were unsure. 54% considered recertifying in geriatric medicine. 49% reported flexible MOC assessment options would increase likelihood of maintaining certification. Conclusions: The value proposition of geriatric medicine certification needs strengthening. Geriatric medicine leaders must develop strategies and tactics to reduce attrition of geriatricians by enhancing the value of geriatric medicine expertise to key stakeholders. See related articles by Ouslander et al., Colenda and Applegate, and Chad Boult in this issue. [ABSTRACT FROM AUTHOR]

High staff turnover is common within the Australian public mental health workforce, contributing to workforce shortages and ultimately impacting the ability to provide stable efficient, effective, and ongoing optimal care to the community. In this study, we aimed to (a) establish the most pertinent factors associated with increased turnover intention in the public mental health workforce in Australia, and (b) establish whether such factors differ between metropolitan and rural services. We used a cross‐sectional, correlational design using an online survey method. In total, 235 mental health service staff of various disciplines and levels, from four public hospitals in Victoria, Australia participated in the study. We used three feed‐forward multiple regression analyses to assess the study aims. We found that job satisfaction, occupational burnout, and understaffing may be the most pertinent factors to consider regarding turnover intention. Job satisfaction and occupational burnout were factors endorsed across the entire sample, as well as specifically within both the metropolitan and rural services, while understaffing was a pertinent factor regarding turnover intention across the entire sample and for rural services, but not metropolitan services. Our findings regarding the pertinence of job satisfaction, occupational burnout, and understaffing in turnover intention provide key information that may be used to inform interventional targets aimed at reducing attrition from the public mental health workforce in Australia. [ABSTRACT FROM AUTHOR]

Background: Having a sufficient and well-functioning health workforce is crucial for reducing the burden of disease and premature death. Health workforce development, focusing on availability, recruitment, retention, and education, is inseparable from acceptability, motivation, burnout, role and responsibility, and performance. Each aspect of workforce development may face several challenges, requiring specific strategies. However, there was little evidence on barriers and strategies towards comprehensive health workforce development. Therefore, this review explored barriers and strategies for health workforce development at the primary health care level around the world. Methods: A scoping review of reviews was conducted following the Preferred Reporting Items for Systematic Reviews and Meta-analysis Extension for Scoping Reviews. The article search was performed in Google Scholar, PubMed, Web of Science, and EMBASE. We used EndNote x9 for managing the collected articles, screening processes, and citation purpose. The scoping review included any kind of review articles on the application of health workforce development concepts, such as availability, recruitment, retention, role and responsibility, education and training, motivation, and burnout, with primary health care and published in English anywhere in the world. Based on the concepts above, barriers and strategies for health workforce development were identified. The findings were synthesized qualitatively based on the building blocks of the health system framework. The analysis involved specific activities such as familiarization, construction of the thematic framework, indexing, charting, and interpretation. The results were presented in texts, tables, and figures. Results: The search strategies yielded 7,276 papers were found. Of which, 69 were included in the scoping review. The most frequently cited barriers were financial challenges and issues related to health care delivery, such as workloads. Barriers affecting healthcare providers directly, including lack of training and ineffective teamwork, were also prominent. Other health system and governance barriers include lack of support, unclear responsibility, and inequity. Another notable barrier was the shortage of health care technology, which pertains to both health care supplies and information technology. The most common cited effective strategies were ongoing support and supervision, engaging with communities, establishing appropriate primary care settings, financial incentives, fostering teamwork, and promoting autonomous health care practice. Conclusions: Effective leadership/governance, a robust health financing system, integration of health information and technology, such as mobile health and ensuring a consistent supply of adequate resources are also vital components of primary health care workforce development. The findings highlight the importance of continuous professional development, which includes training new cadres, implementing effective recruitment and retention mechanisms, optimising the skill mix, and promoting workplace wellness. These elements are essential in fostering a well-trained and resilient primary health care workforce. [ABSTRACT FROM AUTHOR]

This article discusses the importance of promoting health equity in the U.S. workforce, particularly in relation to COVID-19 and cardiovascular disease. It highlights the economic and social costs of health inequities and introduces the Health Equity in the Workforce initiative led by the American Heart Association. The initiative aims to improve health outcomes for 10 million U.S. workers by 2025 through strategic relationships, empowering employers, embedding in communities, measuring impact, and recognizing achievement. The article also discusses the efforts of the American Heart Association, Deloitte Health Equity Institute, and the SHRM Foundation in addressing health disparities and promoting diversity and inclusion. These organizations provide actionable strategies for employers to prioritize health equity in the workplace and believe that it is essential for creating a healthier and more equitable future for all. [Extracted from the article]

This research sought to explore the new career approaches of employed students. A comparative analysis was conducted with nonstudent employees to comprehensively grasp the novel career attitudes of working students. The neoliberal era has profoundly reshaped various disciplines, including economics, human resource management, and employment structures. Among these changes, career management has undergone a significant transformation. Conventional organisational careers have been supplanted by new approaches such as boundaryless, protean, subjective career success and kaleidoscope careers. These emerging career paradigms align with the emergence of novel forms of employment. Moreover, in an increasingly liberalised world, the rising costs of education and the growing prevalence of paid education are prompting students to enter the workforce while continuing their studies. The proliferation of companies offering part-time employment, such as private employment agencies, corresponds to an increase in students seeking part-time work. In other words, supply and demand within the part-time labour market intersect more robustly. Furthermore, working students gain valuable experience while employed, shaping the future supply of the labour market. Our research aims to assess the suitability of new career approaches for future workers and contributes to unravelling their complexities. The study also investigates whether employees are students and whether this affects their career approaches. To analyse this research, boundaryless career attitude and professional career attitude scales were utilised as assessment tools. These new career approaches represent innovation in careers. The research dataset comprised responses from 521 working students and 374 nonstudent employees, all of whom were actively employed in Istanbul, the most populous city in Turkey and home to many universities. The data analysis employed a quantitative research methodology using descriptive statistics, factor analysis, correlation analysis, and independent t tests. The findings revealed that working students exhibited significantly greater boundaryless career orientation, organisational mobility, boundaryless mindset, and value-driven career attitudes than did their nonstudent counterparts. The outcomes of this study will make a valuable contribution to the existing body of literature concerning employed students. Furthermore, the findings are anticipated to provide valuable insights into formulating and implementing human resources policies within organisations that engage in student employment practices. By shedding light on the experiences, challenges, and potential areas for improvement in this context, this research aims to inform and enhance the effectiveness of human resource strategies tailored toward working students. [ABSTRACT FROM AUTHOR]

A persistent challenge with health-worker migration is the inequities it creates. To minimize these inequities, systems of global governance of health-worker migration have arisen which include various global codes of practice, agreements and reporting requirements. Reporting that is rigorous, open and transparent, and subject to scrutiny from the public, researchers, civil society organizations and other interested stakeholders, is important. One element of these codes and agreements with perhaps the greatest potential to deal with the impact of health-worker migration is more robust planning of the health workforce to address the goal of self-sufficiency. Open platforms for data sharing enable engagement of the public and stakeholders with data on the distribution and national origin of health workers and reveal policy strengths and weaknesses related to health-workforce planning. We explore recent policies directed at reducing the inequities from health-worker migration. While many of the examples used focus on nurses and doctors, the issues discussed are relevant to all cadres of internationally trained health workers. [ABSTRACT FROM AUTHOR]

Current evidence suggests understaffing is related to poor quality and missed care in a global context, but this relationship is complex. There is also a research gap for quality in mental health care in the United Kingdom that includes a wider set of patient outcomes. This paper aims to investigate RMN's perception of quality of care on their last shift, their self‐reported reasons for compromised care and potential impact on patient outcomes. A mixed methods approach, we used descriptive statistics to create a framework within which to qualitatively analyse data from the 2017 Royal College of Nursing (RCN) employment survey to consider the complex relationship between understaffing and care quality. We established three themes: 'Understaffing', 'Professional Code Expectations and Moral Distress' and 'Management'. In line with the current evidence; lack of resources and understaffing were consistently present throughout. Nurses also felt pressure from the Nursing and Midwifery Council (NMC) code of conduct which in turn instilled shame and fear for their registration when they were unable to achieve the standards expected. This was further exacerbated by poor management and supervision; leading nurses to reflect on poor outcomes for patients which compromised not only legal rights but safety of patients and staff alike. We conclude that focusing on staffing numbers alone is unlikely to improve care quality. [ABSTRACT FROM AUTHOR]

A recent cross-cultural study suggests employees may be classified, based on their scores on a measure of work ethic, into three profiles labeled as "live to work," "work to live," and "work as a necessary evil." The present study assesses whether these profiles were stable before and after an extended lockdown that forced employees to work from home for 2 years because of the COVID-19 pandemic. To assess our core research question, we conducted a longitudinal study with employees of a company in the financial sector, collecting data in two waves: February 2020 (n = 692) and June 2022 (n = 598). Tests of profile similarity indicated a robust structural and configural equivalence of the profiles before and after the lockdown. As expected, the prolonged pandemic-based lockdown had a significant effect on the proportion of individuals in each profile. Implications for leading and managing in a post-pandemic workforce are presented and discussed. JEL CLASSIFICATION: M12 [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]

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]

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 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.

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]

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]

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.

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]

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]

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]

Every time an older person in a care home has a medicine prescribed or administered, there is an up to one in ten chance of a mistake being made. Nurses say that short staffing, lack of time and having to juggle multiple medications for dozens of people all contribute to the problem. [ABSTRACT FROM AUTHOR]

The treatment and cure of hepatitis C (HCV) in people with HIV is particularly important as progression of their liver disease is quicker compared with those who have HCV monoinfection. Innovative approaches are needed to maximize access to curative HCV treatment. Integration of HCV care into HIV primary care with education and support of nonspecialist providers via telementoring offers a solution to specialist workforce shortages. Using focus group qualitative methodology, health care workers' perspectives regarding this approach, particularly with the Extension for Community Healthcare Outcomes (ECHO) telementoring model, were obtained and are described. Successful integration of HCV care into HIV primary care has demonstrated benefits to patients, including allowing them to remain in their medical home for care. Factors beyond disease that influence their health and wellbeing must also be considered. [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]

Purpose: This study seeks to explore the demand side of the labour market influenced by the digital revolution. It aims at identifying the new composition of skills and their value as implicitly manifested by employers when they look for the new labour force. The authors analyse the returns to computing skills based on text mining techniques applied to the job advertisements. Design/methodology/approach: The methodology is based on the hedonic pricing model with the Heckman correction to overcome the sample selection bias. The empirical part is based on a large data set that includes more than 9m online vacancies on one of the biggest job boards in Russia from 2006 to 2018. Findings: Empirical evidence for both negative and positive returns to computing skills and their monetary values is found. Importantly, the authors also have found both complementary and substitutional effects within and between non-domain (basic) and domain (advanced) subgroups of computing skills. Originality/value: Apart from the empirical evidence on the value of professional computing skills and their interrelations, this study provides the important methodological contribution on applying the hedonic procedure and text mining to the field of human resource management and labour market research. [ABSTRACT FROM AUTHOR]

The article presents the discussion on negative impacts on nearly all aspects of clinical trials operations. Topics include some sites curtailing new enrollment across all studies or at least for studies being not as economically sustainable as others; and limited availability of qualified research staff where sites replacing research coordinators with individuals without clinical research experience.

Why you should read this article: • To understand the barriers and facilitators to integrating new non-medical practitioners in general practices • To recognise the challenges associated with integrating new non-medical practitioners in general practices • To acknowledge that sustainable models of transdisciplinary working are needed to ensure that the general practice workforce can deliver safe, effective and responsive patient care General practices in England face workforce challenges because of insufficient numbers of GPs and practice nurses, combined with an increase in demand for services. One solution is to integrate new non-medical practitioners – such as advanced nurse practitioners, paramedics, pharmacists, physician associates and physiotherapists – in the general practice team. The integration of some of these roles is incentivised by the Additional Roles Reimbursement Scheme launched in 2019 for five years. This article reports on and discusses the findings of a scoping review of the recent literature on the barriers and facilitators to the integration of new non-medical practitioners in general practices in England. The review found that the integration of new non-medical practitioners faces many challenges and that sustainable models of transdisciplinary working are needed. [ABSTRACT FROM AUTHOR]

At the societal and policy level, delaying retirement is generally agreed upon to solve the problem of the increasing proportion of older workers in Sweden, as in many other countries. At the same time, two co-existing narratives that create legitimacy for early versus delayed retirement were found in our study, among both societal- and organisational-level actors. Older workers are viewed as either representatives of productive ageing and a solution to labour shortage problems, or as a barrier to recruiting younger, more promising employees with new skills. Through inductive qualitative analysis, this study shows in what way human resources departments are taking part in the institutional work of maintaining retirement-timing narratives in Swedish workplaces. The existing general organisational narrative of 'the business case' is used to mute discussion about delaying the retirement age, except for a select few. Their maintenance of this narrative is supported by the way in which the societal-level narratives target the individual, often backgrounding the role of employers. [ABSTRACT FROM AUTHOR]

Occupational change encompasses change of profession, employer and work tasks. This study gives an overview on occupational change in later working life and provides empirical evidence on voluntary, involuntary and desired occupational changes in the older workforce in Germany. The analyses were based on longitudinal data from 2,835 participants of the German lidA Cohort Study, a representative study of employees born in 1959 or 1965. Multinomial logistic regression analyses were performed in order to characterise the change groups in their previous job situation. The findings indicate that occupational change among older workers is frequent. In four years, 13.4 per cent changed employer, 10.5 per cent profession and 45.1 per cent work tasks. In addition, the desire for change often remains unfulfilled: the share of older workers who wanted to but did not change was 17.6 per cent for profession, 13.2 per cent for employer and 8.9 per cent for work tasks. The change groups investigated differ in terms of their socio-demographic background, health and job factors such as seniority and leadership quality. In times of ageing populations, the potential of occupational change among older workers requires more consideration in society, policy and research. Special attention should also be paid to the group of workers who would have liked to change but feel that they cannot leave. [ABSTRACT FROM AUTHOR]

Objectives: Health policy and funding initiatives have addressed increasing workloads in general practice through the deployment of clinicians from different disciplinary backgrounds. This study examines how general practices in England operate with increasingly diverse groups of practitioners. Methods: Five general practices were selected for maximum variation of the duration and diversity of skill-mix in their workforce. Individual interviews were recorded with management and administrative staff and different types of practitioner. Patient surveys and focus groups gathered patients' perspectives of consulting with different practitioners. Researchers collaborated during coding and thematic analysis of transcripts of audio recordings. Results: The introduction of a wide range of practitioners required significant changes in how practices dealt with patients requesting treatment, and these changes were not necessarily straightforward. The matching of patients with practitioners required effective categorization of health care patients' reported problem(s) and an understanding of practitioners' capabilities. We identified individual and organizational responses that could minimize the impact on patients, practitioners and practices of imperfections in the matching process. Conclusions: The processes underpinning the redistribution of tasks from GPs to non-GP practitioners are complex. As practitioner employment under the Primary Care Network contracts continues to increase, it is not clear how the necessarily fine-grained adjustments will be made for practitioners working across multiple practices. [ABSTRACT FROM AUTHOR]

Knowledge‐related interactions between older and younger employees are crucial for business success. Although research has contributed much to understanding why older employees share knowledge with younger colleagues, little is known about older employees' motivation to seek knowledge. In this study, we answer the question of how age‐inclusive human resources (HR) practices can foster older employees' knowledge seeking from younger colleagues. Drawing on social learning theory that conceptualises learning‐oriented behaviour (i.e. knowledge seeking) as being inextricably linked to social context and person‐related factors, we develop a dual pathway relation–opportunity model outlining how age‐inclusive HR practices foster older employees' development striving, which, in turn, promotes knowledge seeking from younger colleagues. On the one hand, we propose a relation‐based pathway that identifies contact quality with younger colleagues as a socio‐emotional mechanism linking age‐inclusive HR practices with knowledge seeking via development striving. On the other hand, we suggest an opportunity‐based pathway that identifies older employees' future time perspective as a person‐related mechanism. We find support for our hypotheses in a sample of 502 older employees who participated in a three‐wave survey. We discuss theoretical implications and encourage scholars to further shift the conversation towards an inclusive perspective that overcomes stereotypical views of older employees. [ABSTRACT FROM AUTHOR]

Background & Aims: Today, many organizations are trying to become knowledge-based organizations (1-3). In this effort, the adaptation and implementation of knowledge management practices in any type of organization, both private and public, is considered useful and has the potential to play an important role in improving their performance (4,5). Evidence shows that effective and efficient knowledge management is considered a key success factor for organizations to gain a sustainable competitive advantage (8-10). Psychology is the foundation of knowledge management because knowledge management is all about people. The basic goal is to use all available knowledge to live a happier, healthier and more productive life. Knowledge management and psychology are similar because knowledge management can be used not only to improve people's lives. It can also help improve the communities we live in (11). What people share is their competencies, experiences, expertise, values, background information, and insights to create institutional frameworks for evaluating and combining new experiences and information (12,13). In fact, knowledge is related to people and that human resource management disseminates it. Knowledge management is developed and strengthened under the cover of human resources management, therefore, in long-term knowledge-based organizations, success in competitive arenas can only be achieved through competent colleagues (15). In this regard, sports organizations also need to acquire, create, store and use knowledge, as one of the most important factors determining growth and development. So far, few researches have investigated the status of knowledge management and human resource management in sports organizations. In this regard, Zalaf et al. (2017) investigated the quality of sports human resource management in Padang using the sports development index and analyzing the availability of sports human resources. The results showed that the development of sports in Pandang depends on the quantitative and qualitative scale based on the human resource management index (16). Also, Huang and Zhang (2011) presented the management of sports events based on knowledge management, which is very important to improve the management skill of the event organization (19). Despite the great research interest in knowledge sharing, there are still few studies that relate this behavior to human resource variables (training, growth, and performance). The influence of human variables on knowledge sharing has been widely neglected. According to the above, the current research intends to examine the question of whether knowledge management is related to education and development and human resources? Methods: The research method was descriptive-correlation and practical in terms of purpose, and in terms of data collection, it is field-based. The statistical population of this research consists of the employees of Tehran Municipal Sports Organization (1600 employees), among whom 310 people were selected as a statistical sample by simple random and according to Morgan's table. In order to collect data, the field method and the standard human resources management questionnaire and the Knowledge Management (Lawson, 2003) were used. To check the relationship between the variables, Pearson's correlation test was performed using SPSS version 26 software. Results: The results showed that there is a significant positive relationship between knowledge management and human resource management in Tehran Municipality Sport Organization. There is a significant positive relationship between all knowledge management components (knowledge creation, knowledge sharing, knowledge application, knowledge storage) with all human resource management components (employee recruitment, training and development, performance evaluation, service compensation, working conditions). The highest correlation was obtained between knowledge storage and performance evaluation. Conclusion: The findings of this research show that there is a significant positive relationship between knowledge management and education and development and human resources. The results of the present research are in line with the findings of Mohammadi et al. (2013) (18). Knowledge management should be analyzed as a factor that affects human resource management. Human resource management is a set of integrated human resource practices that support an organization's strategy, create a sustainable competitive advantage. Human capital (skills, knowledge, and behaviors) and organizational capital (routines, systems, tacit knowledge) are the most cited in the background of the resource-based view, which are acquired over time and make interpretation and imitation difficult for competitors (24). According to the results of Theriou and Chatzoglou (2014), organizations that follow the best human resource management practices, through the design of human resource practices that support knowledge management and, in turn, support the creation of organizational capabilities, achieve higher performance (26). Therefore, if human resource management is about the effective management of people and if the most valuable resource of people is knowledge, then human resource management and knowledge management are closely related to each other (27). Studies have long supported the claim that employees are the most important organizational asset, especially when it comes to achieving an effective knowledge management process (26-29). Employees are a vehicle for creating, sharing and implementing knowledge. Nilsson and Ellström (2012) emphasized that overall organizational success is increasingly related to identifying, recruiting, managing, and retaining high-performing or talented individuals to meet the current and future demands of an organization (28). Therefore, the main purpose of human resource performance is to develop, select and hire people, train and develop employees, evaluate their performance, reward them and create a learning culture to support and achieve the organization's strategy (30). Therefore, human resource management activities, such as recruitment and selection, training and education, performance management and reward systems, are necessary for the proper management of knowledge (31) and instrumentally help to improve the flow of knowledge, i.e., its acquisition, transfer and integration in the organization. they do. The results of our study show that there is a positive and significant relationship between knowledge management and the components of recruitment, training and development, performance evaluation, service compensation and working conditions in Tehran Municipal Sports Organization. The most valuable asset of any organization is its human force, and more importantly, the knowledge within the organization. In other words, spending money to improve knowledge or human capital is the most valuable and useful investment that any organization can make (32). There were also some limitations in the present research since the questionnaire only measures the attitude of the employees, therefore it is not considered an accurate tool to measure the reality. It is suggested to carry out this research in other situations and compare their results with each other. In short, the results of the present research showed that there is a positive relationship between knowledge management, education and development and human resources in Tehran Municipal Sports Organization. Considering the positive relationship between knowledge management and training and development and human resources in Tehran Municipal Sports Organization, it is suggested that Tehran Municipal Sports Organization helps by establishing knowledge and training and development of staff. [ABSTRACT FROM AUTHOR]

The article considers the role of simulation-based learning in delivering a modern workforce, focusing on the benefits offered by a simulated approach, while considering some of the main issues in the healthcare sector in the United Kingdom (UK). Topics discussed include benefits of simulation, opportunity provided by the regular use of simulation in clinical practice, and importance of staff wellbeing to staff retention.

The author encourages those involved to enhance rural medical education in Canada. He talks about the doctor shortage in the rural communities where he hopes to practice, the prospect of working in an overwhelmed, understaffed, underfunded and burn-out primary care system, and his challenge for the rural and remote physicians of Canada to get involved in medical education.

Aims and Objectives: To characterise the problem of missed nursing care in Chilean hospitals and to test associations with hospital organisational variables. Background: Missed nursing care is a common problem in different countries, but it has not been studied in Chile. Design: Multihospital cross‐sectional study (Supplementary file 1: STROBE guideline). Methods: Study population of 45 adult high‐complexity hospitals and 1853 registered nurses (RN) working on medical‐surgical units. Primary data were collected through a nurse survey. Nurses reported, out of a list of nursing care activities, the ones left undone during their last shift. The main independent variables were the work environment, measured through the Practice Environment Scale of the Nursing Work Index, patient‐to‐nurse ratios and RN skillmix. Adjusted logistic regression analyses were used to test associations, accounting for clustering of nurses working in the same hospital. Results: The hospital response rate was 88.9% and, for nurses, 88.1%. The mean patient‐to‐nurse ratio was 14.5 (range 6–23). The average skillmix was 31% RN. Eighty‐six percent of nurses missed at least one activity. The activities most frequently missed included patient education, comforting patients and surveillance. The adjusted model showed a significant association between the work environment, staffing ratios and missed care. The RN skillmix was not associated. Conclusions: Missed care is highly prevalent problem in Chilean hospitals. Clinical activities were the least missed. It is necessary to improve work environments and reduce the number of patients per nurse to improve the safety and quality of care. Relevance for clinical practice: The study results are relevant since they provide new data to Chile. Better work environments and adequate human resources are modifiable factors that can be addressed from a managerial perspective, with low‐cost strategies to effectively reduce missed care and improve safety and quality. [ABSTRACT FROM AUTHOR]

Aim: To investigate the existence of guidelines on the identification of nursing stakeholders as part of planning for human resources for health processes. Background: Effective involvement of nursing stakeholders in planning and implementing human resources for health policies is strongly advocated by leading global bodies. Systematic identification of nursing stakeholders at an early stage is fundamentally important. Guidelines to support appropriate identification and inclusion of nursing stakeholders could support the active involvement of nurses and midwives in human resources for health planning processes at all levels. Methods: We conducted a scoping review using the Preferred Reporting Items for Systematic Reviews and Meta‐Analyses extension for scoping reviews. We conducted a widely inclusive search for all types of records, including searches of bibliographic databases (PubMed, CINAHL, Scopus and Web of Science) and manual searches of selected websites and internet archives to identify grey literature, published in English since 2009. Search terms related to guidelines, stakeholder engagement and the health workforce. Results: Of the 1058 potentially relevant sources identified, two studies met inclusion criteria. Both were guidelines produced by global bodies more than 12 years ago. Cochrane guidance on reporting 'near‐empty' reviews was followed, and eight additional sources meeting most of the inclusion criteria were identified and critiqued. Conclusions: Guidelines regarding the process of nursing stakeholder identification specific to human resources for health planning processes are scarce and require updating. Critique of recent practices suggests considerable methodological variety and sub‐optimal identification of nursing stakeholders. Implications for nursing and health policy: Nursing stakeholder engagement is an essential component of human resources for health planning processes, and the gap in literature points to a need for up‐to‐date guidance to ensure nurses' active involvement. [ABSTRACT FROM AUTHOR]

Background & Aims: Educational organizations are one of the main pillars in human society and the development and survival of societies depends on the good performance of these organizations. Universities are among the social systems. In which real power arises from recognizing patterns of change, measuring and seizing opportunities. In this type of environment, human resources need many competencies for survival, because they operate in an atmosphere of confusion, uncertainty and instability due to the complexities of the environment. What is defined as situations of multiplicity and contradiction is pressure, anxiety, unhappiness, or responding to difficult situations and ultimately responding appropriately to difficult choices in order for the organization to grow and prosper. In these circumstances, identifying cognitive strategies leads to increased organizational performance. And while reducing the emotions caused by dealing with paradoxical phenomena, tensions and ambiguities arising from thinking and expressing organizational experiences, manpower agility by creating a balance between influential factors such as Cognitive abilities, an emotion that reinforces a positive attitude in employees to confront the organization with a turbulent environment to increase productivity and consequently a competitive advantage. Therefore, the aim of this study was to investigate the effect of paradoxical cognitive strategy on human resource agility. Methods: In this mixed research (qualitative-quantitative), in the qualitative section, the statistical population was selected from among the professors of universities in Mazandaran province in 2020 and the information was obtained through purposeful sampling and interviews. Semi-structured items were collected considering the theoretical saturation law. In a small part of the statistical population consisting of heads of units, faculties, deputy heads of units, faculty members and all administrative, educational, research, financial and student officials, 341 people using stratified random sampling method and based on Cochran's formula 181 people were selected as a statistical sample. Also, the validity of the researcher-made questionnaire in this section was confirmed by the content and structure and the reliability of the questionnaires was estimated and confirmed by Cronbach's alpha 0.91 and 0.94, respectively. Data were analyzed using SPSS and lisrel 8.8 software. Results: The results showed that paradoxical cognitive strategies have a positive and significant effect on human resource agility. The results also showed that the elements and components of the paradoxical cognitive strategy are effective in manpower agility of 38% in the free universities of Mazandaran. Conclusion: In general, it can be acknowledged that the human resources in the university should accept the paradoxes, understand and avoid the potential for anxiety in order to strengthen the defensive responses that prevent the rapid and adaptable agility of the human resources. Slowly Educational organizations are one of the main pillars in human society and the development and survival of societies depends on the good performance of these organizations. Universities are among the social systems. In which real power arises from recognizing patterns of change, measuring and seizing opportunities. In this type of environment, human resources need many competencies for survival, because they operate in an atmosphere of confusion, uncertainty and instability due to the complexities of the environment. Organizational complexity shows the degree of differentiation within the different elements of the organization, and in the current situation, unprecedented, dynamic and nonlinear changes in the environment of organizations have increased. Changes that have led to unexpected, unforeseen and surprising issues. Organizations have to increase their internal complexities to cope with these complexities. Increasing internal complexities create the ground for the emergence of puzzles, multiplicities and contradictions in the organization that can not be eliminated due to external and internal dynamics of organizations. In addition, organizations pursue contradictory results in order to survive and maintain themselves in the competitive arena. What is defined as situations of multiplicity and contradiction is pressure, anxiety, unhappiness, or responding to difficult situations and ultimately responding appropriately to difficult choices in order for the organization to grow and prosper. Paradoxes are paradoxical yet interconnected elements that exist simultaneously and persist over time; These elements are logical when considered individually, but seem irrational, inconsistent, and tolerable when put together. Theorists have turned their attention to how to withstand the stresses hidden in paradoxes, because it is very difficult to constantly balance or create the desired level that relieves stress. Practical perspectives on conflicting stresses show that stresses are created at the micro level where individuals face stresses over identity, conflicting roles, and performance expectations. What is defined as stressful situations is the stress caused by physical, emotional, and psychological conditions resulting from prolonged engagement with difficult emotional conditions that gradually accumulate over time and, as a combination of unstable emotions, the inability to cope. Relaxation, feelings of discomfort, loneliness, sleep problems, excessive smoking, high blood pressure and gastrointestinal disorders are experienced. In these situations, identifying cognitive strategies with the ability to understand and express emotions as much as possible, self-regulation, self-awareness, spontaneity and social ability all lead to increased organizational performance. And while reducing the emotions caused by dealing with paradoxical phenomena, tensions and ambiguities created by thinking and expressing organizational experiences, manpower agility by creating a balance between influential factors such as capabilities Cognitive, the emotion that strengthens the positive attitude of employees to confront the organization with the turbulent environment to increase productivity and consequently provides a competitive advantage. In other words, the role of psychological beliefs allows people with high levels of perception of emotional abilities to be able to deal with paradoxical stress, report less perceived stress, and job satisfaction, feelings. They should be more successful and motivated. So, the cognitive strategy of paradox can be considered from social, psychological and medical dimensions, because in recent years in the country, there are moves to pay attention to the effect of psychological therapies in reducing stress. And a number of occupational counselors, psychologists, psychotherapists and psychiatrists in counseling clinics use coping techniques. [ABSTRACT FROM AUTHOR]

Introduction: In 2021, the Maternal and Child Health Bureau (MCHB) released a new strategic plan to guide its work over the next 10–15 years. The plan highlights four goals—access, equity, workforce capacity, and impact—that are essential to achieving MCHB's vision. Methods: We present 13 recommendations to highlight opportunities for ongoing and new activities aligned with Goal 3 of the plan—"Strengthen Public Health Capacity and Workforce for MCH." Results: Recommendations 1–3 highlight the need to support pathways into state and local MCH public health (PH) positions, to offer accessible and high-quality training for the practicing workforce, and to build capacity to address health and social inequities. Recommendations 4–7 discuss the need to build a racially and ethnically diverse workforce, ensure equity and anti-racism are foundational concepts in training, and strengthen engagement of community members and those with lived experience as part of the MCH PH workforce. Recommendations 8–10 outline opportunities to enhance MCH workforce data and measurement frameworks, and support practice-based research. Recommendations 11–12 discuss the importance of academic-practice partnerships and the need to spur innovation. Recommendation 13 highlights the need to define and amplify the unique skillset of the MCH PH workforce. Conclusions: The release of the MCHB strategic plan comes at a time of critical need to build and sustain a MCH PH workforce to achieve equity for MCH populations. We encourage the field to engage in dialogue around the recommendations presented in this paper, and to offer additional actions to build and support the MCH PH workforce. [ABSTRACT FROM AUTHOR]

ABSTARCT: Background: It is increasingly imperative that organizational leaders continually assess nurse practitioners' (NPs) and physician assistants' (PAs) productivity, turnover, and vacancies. Optimizing the feasibility, impact, strategic placement, and monitoring increases patient access, improves wait times and affordability, and increases revenue. Local Problem: A healthcare system needed a systematic, data-driven approach aimed at optimizing productivity and placement of NPs and PAs in outpatient primary care sites. Method: Results from this project are reported using the Revised Standards for Quality Improvement Reporting Excellence framework. After formation of a QI team, a gap analysis, and action plans were developed and implemented. Intervention/Results: Priority areas requiring action included the development of an integrated position justification algorithm and tracking form addressing NPs' and PAs' placement, establishing consistent patient contact hours, setting workload expectations, and consistently communicating these via an organization-specific situation background, assessment, and recommendation communication tool. Conclusion: Health care leaders should leverage the talents of NPs and PAs meeting organizational benchmarks and goals as well as the needs of patients. Nurse practitioner and PA leaders should focus on benchmarking performance and analyzing barriers to optimization. These efforts are most beneficial when multidisciplinary in nature. [ABSTRACT FROM AUTHOR]

The article focuses on the reliance of the National Health Service (NHS) on international recruitment to address workforce shortages, emphasizing the growing proportion of internationally educated nurses and midwives in the British healthcare system. Topics include the scale of international recruitment in healthcare, regional disparities in reliance on international staff, and the strategic investment in training, development, and retention efforts to ensure a sustainable healthcare workforce.

Nowadays, the major and substantial challenge and constraint of organizations, specifically in developing countries, are not the lack of raw materials, energy, or even technology but cases that are directly or indirectly associated with human resource management. The most significant problems that organizations face include dissatisfaction, lack of motivation, inefficiency of human resources, high amount of job turnovers, and low productivity. Today's organizations and institutions should realize true perfection and health create the conditions for survival, order, excellence, and growth. In this research, considering the high importance of these issues, the problems of scheduling and allocation of manpower in a real place are solved. To this end, the metaheuristic Tabu search algorithm is used with the aim of minimizing the duration of activity and the presence of all manpower. For this purpose, to achieve the objectives of the research, three different scenarios related to the required manpower and the minimum-maximum presence of manpower according to whether they are on leave or not are used. [ABSTRACT FROM AUTHOR]