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A lot of time and effort is put into reducing waiting times in organizational life. However, jobs can include phases of waiting. The aim of this conceptual paper is to analyze waiting on the job level and provide a theoretical rationale for individual management of waiting times of employees. Wait crafting is introduced based on (job) crafting and its advantages for individuals and organizations outlined. Steps towards integrating the possibility of job crafting and needs for future research are indicated. [ABSTRACT FROM AUTHOR]

Background: ERAS® (Enhanced Recovery after Surgery) is an evidence-based multidisciplinary approach focusing on optimizing outcomes after surgery through structured clinical pathways. This study aimed to assess patient-reported outcome and experience measures (PROM/PREM), which are not routinely assessed after liver surgery within an ERAS® protocol. Methods: Routine outcome parameters were extracted from clinical documentation. Using qualitative content analysis, PROM and PREM were retrospectively identified in 13 case records. In a prospective survey of 10 participants, PROM was assessed at three timepoints using the EQ-5D-5L questionnaire. PREM were collected at discharge. Results: The following PROM categories occurred in the retrospective content analysis: appetite (84.6%), pain/discomfort (76.9%), mobility (69.2%), wound condition (69.2%), and weight (61.5%). The categories of continuity of care (92.0%) and information, communication, education (69.0%) emerged as PREM. Descriptive changes in health state were shown for all EQ-5D-5L dimensions and timepoints. At discharge, mobility, selfcare, usual activities, and pain/discomfort tended to be worse, whereas anxiety/depression decreased gradually from preoperatively to the 4 week follow-up. There was high satisfaction with interprofessional care services and experienced cooperation between professionals. Conclusions: PROM and PREM are helpful to incorporate patients' perspectives after liver surgery within an ERAS® pathway and should be collected routinely in clinical practice. [ABSTRACT FROM AUTHOR]

Human resource management and leadership are often required to create, sustain, and manage meaning in the workplace. Spirituality in the workplace is a focal idea in this context but lacks conceptual clarity. This article examines the general logic of the concept by analyzing its prevalent definitions and their implications, investigating its legitimization, examining links to the psychological contract and examining potential outcomes. Inherent paradoxes and ethical and practical issues are shown that call for a re-evaluation of the concept, for which alternative routes are outlined. Practical and philosophical questions requiring further investigation are highlighted to structure future research. [ABSTRACT FROM AUTHOR]

Background: Increasing workload in hospitals calls for professional prioritization regarding treatment urgency. The introduction of a triage system can offer assistance but requires experience and training. Objective: This study investigates whether, in the initial assessment procedure in an emergency department for trauma surgery, nurses (a) assess urgency following the triage systems' rules and (b) apply these correctly so subsequent medical diagnoses can be adequately performed. Methods: We evaluated 5,975 patient data records regarding urgency ratings given in initial nursing assessments and respective waiting times. Data was analyzed using descriptive statistics and nonparametric test procedures to investigate significant differences. Results: The results show that in 91% of cases, the waiting times reflect the urgency ratings given by the first-assessing nurses. In addition, ratings of 5,863 cases (98%) corresponded to later medical diagnoses. Conclusions: Initial assessments using the Manchester triage system is done very accurately and supports the treatment process structure. In addition, it can increase patient satisfaction and safety. [ABSTRACT FROM AUTHOR]