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As the date for national roll-out and the implementation for Agenda for Change draws near, many of you will be involved in the job matching process. This is designed to measure your job against a national job profile, thus establishing which pay band you will be placed in and so determining your salary.
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Within the Agenda for Change proposals, the legal principle of equal pay for work of equal value is established by measuring the responsibilities of your job against a nationally agreed job profile. This will take place when your job is assessed during a job matching interview. This article will explore how the job profiles are developed, give an overview of the job matching process, and inform you of how this will impact on you and your salary.
For six years, Cynthia Cunningham and Shelley Murray shared an executive job at Fleet Bank. One desk, one chair, one computer, one telephone, and one voice-mail account. To their clients and colleagues, they were effectively one person, though one person with the strengths and ideas of two, seamlessly handing projects back and forth. Although their department was dissolved after the bank merged with Bank of America, the two continue to consider themselves a package-they have one resume, and they are seeking their next opportunity together. Their choice to share a job was not only a quality-of-life decision but one intended to keep their careers on course: "Taking two separate part-time jobs would have thrown us completely off track" they write in this first-person account."We're both ambitious people, and neither of us wanted just a job. We wanted careers" In this article, the two highly motivated women reveal their determination to manage the demands of both family and career. Flextime,telecommuting, and compressed workweeks are just some of the options open to executives seeking greater work/ life balance, and the job share, as described by Cunningham and Murray, could well be the next solution for those wishing to avoid major trade-offs between their personal and professional lives. Cunningham and Murray describe in vivid detail how they structured their unusual arrangement, how they sold themselves to management, and the hurdles they faced along the way. Theirs is a win-win story, for the company and for them.
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This study used a sample of 209 repeat-respondent medical technologists over a 4-year period to investigate correlates of intent to leave one's job. Correlates measured included two job search behaviors (i.e., preparatory and active) and three job search motives (i.e., gain leverage, leave employer, and family related). Results showed that active job search and the leave employer job search motives were each positively related to final intent to leave one's job. The gain leverage job search motive was negatively related to final intent to leave one's job. In addition, job satisfaction was negatively related, while only initial job loss insecurity was positively related, to final intent to leave one's job.
A malpractice claim or suit can have a devastating effect on a physician's practice and personal life. What is often overlooked is that an employment-related suit or EEOC charge also can extract a heavy toll, personally, professionally, and financially. The number of employment-related suits and claims has risen dramatically in the last few years. According to recent enforcement and litigation statistics released by the U.S. Equal Employment Opportunity Commission (EEOC) (1), the total discrimination charges filed by individuals against their employers increased last year to 80,840--the highest level since the mid-1990's. According to the EEOC data, in 2001, employers paid $248 million in connection with charges of discrimination filed with the EEOC by job applicants, employees, and former employees. Employers paid an additional $47 million to the EEOC in connection with lawsuits filed against employers by the EEOC (2). This does not include the millions of dollars employers were forced to pay in settlements, judgments, costs, and attorney's fees incurred in connection with employment-related lawsuits filed in state and federal courts during the same period of time. Employment-related litigation is on the rise, and the healthcare industry is not immune. Physicians as employers can be a target for a wide range of employment-related claims and suits, such as breach of contract, invasion of privacy, sex, race, age, religious and age discrimination, and negligent hiring, just to name a few. The number of jury verdicts rendered against employers is increasing and the verdict awards are often staggering. In addition, defending these suits can be as expensive as defending a complicated malpractice suit. Even worse, employment discrimination suits and charges are generally not covered by malpractice, D & O, or general liability insurance policies, leaving the physician to cope with the financial burden of judgments, settlements, attorney's fees and litigation costs. Most employment-related disputes that lead to costly litigation would never have arisen if the employer had implemented more effective employment practices. Hiring mistakes in particular cause many costly legal battles. This article identifies legal issues that precipitate litigation and suggests ten steps physicians can take to implement lawful hiring practices that will reduce the risk of costly employment suits while improving office efficiency, morale, and productivity. NOTE: This article is intended as an overview of lawful hiring strategies, and is not a substitute for legal advice from experienced employment counsel. Applicable laws vary from state to state and appropriate procedures may depend on specific factual situations. This article is not, and should not be construed as, legal advice.
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The number of clinical nurse researcher positions seems to be increasing in healthcare agencies today. There are some unique features of the clinical nurse researcher role, including the complexities of a research position, the relatively recent introduction of the role in some clinical settings, and the frequency with which the position is coupled with other major clinical, administrative, or educational responsibilities. To increase the effectiveness of both the chief nurse executive and the clinical nurse researcher during the employment interview, the authors discuss five lines of inquiry that the interviewer or candidate can use.
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Explore the source record for details and available documents.
Explore the source record for details and available documents.
The degree of hand preference, ie, the extent to which the use of one upper extremity is obligate, has not been studied previously as a possible risk factor for the development of upper extremity cumulative trauma disorders (UECTDs). This case-control study was designed to test the hypothesis that strong hand preference, whether left or right, would be associated with UECTDs in a working population. Case subjects were drawn from workers who presented to one of two acute care clinics for treatment of work-related cumulative trauma disorders of the upper extremity. Control subjects were drawn from job applicants presenting for preplacement examinations at the same two clinics. The degree of hand preference was determined by the Edinburgh Handedness Inventory of Oldfield. The 48 case subjects evidenced a higher absolute value of the mean handedness score (indicative of a stronger degree of hand preference) than the 134 control subjects (P = .01). As a dichotomized variable, being "strong"-handed versus "weak"-handed was a significant risk factor for UECTD (P = .01, odds ratio = 2.48). Among the 48 case subjects, 83% had a UECTD ipsilateral to the side of hand preference. This study found that workers who develop cumulative trauma disorders of the upper extremity are more likely to exhibit a strong hand preference than a group of applicants entering the work force. These findings suggest that the endogenously determined obligate use of one extremity may be a significant risk factor for the development of upper extremity cumulative trauma disorders.
Hand protection entails many problems. There is a wide variety of individual differences in the types of skin among human beings, and an even wider variety of chemicals to be handled and working methods to be learned in various workplaces. There are great differences in the degree of experience and education among job applicants and thus in their ability to understand the importance of instructions on safe working methods and the use of personal protective equipment. Therefore, proper employee selection is an important and demanding task for occupational health care personnel and dermatologists. Despite these complexities, an appropriate means of hand protection is essential in the prevention of many skin disorders and injuries.
Many Federal agencies and private companies are conducting drug tests on job applicants and employees. Although the reasons for testing and the circumstances under which testing is conducted vary considerably, the main intent of these programs is to provide a drug-free environment for other employees and a safe service to the public. The programs that have been most successful usually include a clear communication to all employees and applicants as to the nature of the drug program and the consequences of detected drug use. Also, successful programs usually afford employees some type of assistance and a second chance. Finally, it is essential for successful programs to provide a reasonable and fair approach that includes procedures for due process, that is, a line of review and appeal.