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At least 235 records · Page 13Linked to original sources
PubMed1994

The midlevel practitioner role: one medical center's experience.

Numerous trends in the current health-care environment have converged to produce an increased emphasis on the role of the midlevel practitioner. Financial constraints head the list, including a mandate for the best care at the lowest rates and a resulting shift from costly specialists to primary care providers. The desire to conserve human and technologic resources requires a practitioner with advanced knowledge and skills to serve as gatekeeper in terms of facilitating access to health care, establishing efficient referral patterns, and developing a holistic care plan. The midlevel practitioner also is prepared to facilitate the transition from the intensive care unit to the less costly general care areas. In addition, the inevitable reduction in funds for graduate medical education and the dwindling number of first-year medical students choosing internal medicine as a specialty threaten the ability of academic medical centers in particular to provide adequate housestaff coverage to full-time and voluntary faculty members. Physicians eager to provide efficient, seamless care to patients in the acute care setting, while maintaining an office practice and caseloads at several hospitals, find the support provided by a midlevel practitioner an enhancement to their clinical practice and a solution to the continuous management of acute and chronically ill patients. In this article, the authors describe one medical center's experience in implementing the midlevel practitioner role.

Certification↗
PubMed2005

Magnet hospital research pilot project conducted in hospitals in Western Australia.

The factors causing nurses to leave nursing are well known and published. The main aim of the research pilot project was to explore and describe the reasons that attract nurses to a specific hospital and that motive them to remain working at that hospital. Data were collected through surveys of different categories of nurses working in selected 'Magnet Hospitals' in Perth (Western Australia). Biographical data were analysed through quantitative methods and content analysis was employed to analyze qualitative data. Motivational findings indicate specific organizational factors (such as staff development programs) and significant personal circumstances.

Adult↗
PubMedDate not supplied

Career pathways in research: academic.

The academic pathway is the fourth in this series on career pathways and might be considered the most traditional career related to research. However, as is demonstrated in this series, research is every nurse's business and not a discipline to be conducted solely through academic institutions.

Career Mobility↗
PubMedDate not supplied

Screen breaks.

Explore the source record for details and available documents.

Drama↗
PubMed1998

[30 years rehabilitation preparatory courses and their role in the future exemplified by the Hamburg vocational promotion center].

Over the last 30 years, some 12,000 disabled people have participated in the pre-rehabilitation courses ("Rehabilitationsvorbereitungslehrgänge", RVL) offered by the Hamburg Vocational Training Centre (on average, some 75% of all rehabilitees have attended RVLs prior to their specific vocational retraining); 90% of them successfully, hence able to start their retraining as scheduled. In some 1000 rehabilitees, the original occupational objective was reconsidered at the end of the course, attributable in particular to the fact that less than 40% of participants had gone through vocational assessment/work trial measures beforehand. Over these years, some 1400 rehabilitees obtained their lower secondary school leaving certificate (Hauptschulabschluss). Data collected over the last six years revealed that legasthenic disorders have been present in an average 7% of all RVL participants (a total of 50 persons a year), problems which were dealt with through special remedial measures to the extent that the prerequistites for successful retraining were achieved. Over the decades of their existence, the effectiveness of RVLs in preparing for successful vocational rehabilitation has been unchallenged. It is in particular the action competencies acquired in this preparatory phase already, such as team functioning, communication and project work skills as well as coping with the disablement present, that are found to complement and enhance the technical, occupation-specific competencies acquired during the retraining, so that subsequent job application and placement in gainful employment will have far greater prospects of lasting success than had the RVL training been omitted.

Adult↗
PubMedDate not supplied

Selecting the best to be the best: how to gain a competitive edge for your organization, Part II.

This is the second part of a two-part article on finding and hiring the best employees for your organization. Part I discussed costs of poor hiring, benefits of good hiring, elements of an effective hiring process, the job description, hiring from within versus outside the organization, the job application, résumé screening, telephone screening, and salary considerations. Part II will discuss the selection interview, legal issues in hiring, and the orientation process.

Employment↗
PubMed1995

Special report. Conducting pre-employment background checks: where to get help.

In the December 1994 issue, we warned of the need to conduct adequate background checks of physicians, nurses, administrators, and other types of employees. A number of examples were presented in which hospitals put themselves at risk by hiring: an administrator with a phony doctorate and master's degrees; a nurse who had been found guilty of stealing drugs when she worked at a nursing home; a male nurse who had been arrested for raping patients under anesthesia (he had previously had his teaching license revoked for sexual misconduct with a student); a nursing aide arrested for fondling a 73-year-old woman in her bed who had been convicted of a similar attack at a nearby medical center three years earlier; and a doctor who had served jail time for attempted murder, who was hired by a leading hospital as a psychiatric resident. As was pointed out in the December article, conducting adequate background checks is not always an easy matter, even if your hospital has such a policy. However, a number of firms have emerged to provide improved services in this area. In this report, we will bring you up to date on a firm that specializes in background checks for health care industry job applicants, another firm that maintains a database of work histories of thousands of officers, and a firm that claims its integrity test can spot potential thieves.

Crime↗
PubMedDate not supplied

Acing the 'chemistry' test.

With the right boss, you can go far and learn much. The wrong boss could actually slow or even stall your executive career. When you interview for a job, you're also interviewing for a boss--and it's in your own interest to try to find the individual who is the best possible fit with your own management style. This is a matching process--not quite a courtship, but with some of the same characteristics. What can you do to ensure a good match with your new boss? (1) Do your homework; (2) Make your interview a dialog; (3) Use subtle strategies, too, such as watching for body language; (4) Ask the employer for references; and (5) Know yourself.

Career Mobility↗
PubMed1995

Mental disabilities under the ADA: a management rights approach.

While numerous sources have focused on employee rights and employer obligations under the Americans with Disabilities Act, this article will emphasize employer rights with respect to mental disabilities under the ADA. Specifically, it addresses the ADA's definition of "mental disability," the right of employers to screen job applicants in spite of the ADA, the conditions under which an employer may require an employee to undergo a "fitness for duty" examination, and the limits of the duty to "reasonably accommodate" an employee with a mental disability.

Persons with Disabilities↗
PubMed1996

The Americans with Disabilities Act: prescription for tax relief.

As employers, healthcare organizations must comply with Title I of the Americans with Disabilities Act of 1990-Employment Discrimination by Private Entities-which covers virtually all aspects of employment and prohibits employers from discriminating against otherwise qualified job applicants and workers who have disabilities or who become disabled. Further, healthcare organizations must comply with the provisions of Title III of the act-Nondiscrimination on the Basis of Disability by Public Accommodations and in Commercial Facilities-which requires places of public accommodations and commercial facilities to be designed, constructed, and altered in compliance with the accessibility standards of the act. While compliance with the ADA can be costly, four specific sections of the Internal Revenue Code offer tax relief to organizations that meet the guidelines of Titles I and III.

Architectural Accessibility↗
PubMed1998

Physician retention plans help reduce costs and optimize revenues.

Recruiting primary care physicians can cost a large practice millions of dollars in recruitment expenses and lost revenue. And competition among practices to attract physicians can cause a position to remain unfilled for a year or longer. Thus, the ability to retain physicians is critical to the financial well-being of a practice. Successful implementation of a physician retention plan can help reduce turnover, improve morale among the physicians, and foster a perception of a practice as a health services provider of choice. Penn State Geisinger Health System, Danville, Pennsylvania, developed a physician retention plan for its multispecialty group practice of nearly 1,000 physicians to reduce its costs associated with physician recruitment. The plan is organized into four phases of physician employment: recruitment, preemployment, employment, and postemployment.

Community Networks↗
PubMedDate not supplied

What's your financial set point?

Motivation is an important career issue, especially in the shrinking health care market. What inspires people to work hard today is often not the same thing that encouraged our parents' industriousness. What motivates you? What motivates your direct reports? Research suggests that people can't be motivated beyond their "financial set point"--the amount of money they need or want which will motivate them to work harder or smarter. The following motivators are explored: (1) Upward mobility; (2) limited goals; (3) need only; (4) revenge; (5) ego nourishment; and (6) time.

Career Mobility↗