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PubMed1984

Work autonomy and the community mental health professional: guidelines for management.

Work autonomy is an important characteristic of professional positions in community mental health programs. Yet this concept of work autonomy is so ambiguous that managers are often uncertain about the most effective job redesign strategies. Considering (1) formalization of organization rules, procedures, and job descriptions, (2) the routineness of the work technology, and (3) the degree of decision-making centralization as the essential components of work autonomy, the researchers found that job satisfied employees prefer certainty in job expectations even though this may reduce their overall autonomy. At times of economic uncertainty, special attention must be given to managing turbulence in the external environment so that professionals can effectively exercise autonomy in their service delivery functions.

Community Mental Health Centers↗
PubMed2000

[Standards for performance appraisal of academic staff at a nursing college].

The purpose with this research is to formulate standards for performance appraisal of academic staff within a nursing college. A qualitative exploratory and descriptive research strategy was utilized, within the context of Gauteng nursing colleges. The conceptual framework on which the standards are based, was developed by exploring and describing existing job descriptions of academic staff (Chief Professional Nurse) employed in nursing colleges, as well as the expectations of academic staff regarding performance appraisal in the college. These results were exposed to a literature control prior to the writing of final statements and a conceptual framework for the formulation of these standards. The standards are divided into three main dimensions, viz. the organisational climate within the nursing college, the purpose of performance appraisal and finally the process of performance appraisal. It is recommended that these standards be implemented in nursing colleges and exposed to further validity studies.

Employee Performance Appraisal↗
PubMed1997

Reliability of an expert rating procedure for retrospective assessment of occupational exposures in community-based case-control studies.

The most daunting problem in community-based studies of occupational cancer is retrospective exposure assessment. To avoid the error involved in using job title as the exposure variable or self-report of exposure, our team developed an approach based on expert judgment applied to job descriptions obtained by interviewers. A population-based case-control study of cancer and occupation was carried out in Montreal between 1979 and 1986, and over 4,000 job histories were assessed by our team of experts. The job histories of these subjects were evaluated, by consensus, by a team of chemist/hygienists for evidence of exposure to a list of 294 workplace chemicals. In order to evaluate the reliability of this exposure assessment procedure, four years after the rating was completed, we selected 50 job histories at random and had two members of the expert team carry out the same type of coding, blind to the original ratings for these jobs. For 25 job histories, comprising 94 distinct jobs, the pair worked as a consensus panel; for the other 25, comprising 92 distinct jobs, they worked independently. Statistical comparisons were made between the new ratings and the old. Among those rated by consensus, the marginal distribution of exposure prevalence was almost identical between old and new. The weighted kappa for agreement was 0.80. Among items for which both ratings agreed that there had been exposure, there was good agreement on the frequency, concentration, and route of contact. When the two raters worked independently, the levels of agreement between them and between each of them and the original rating was good (kappas around 0.70), though not as high as when they worked together. It is concluded that high levels of reliability are attainable for retrospective exposure assessment by experts.

Adult↗
PubMed1984

A career ladder for radiological technologists.

A career ladder is a mechanism for employee progression within a chosen field. This paper describes the design and implementation of such a system in a large community radiology department. The career ladder system included integrated job descriptions, salary scales and evaluation procedures for radiology technologists. The implementation of this new system had a positive effect on employee morale manifested in decreased turnover, less absenteeism and increased job satisfaction.

Career Mobility↗
PubMed1996

Job satisfaction and organizational characteristics: results of a nationwide survey of baccalaureate nursing faculty in the United States.

This study examines the relationship between job satisfaction of nursing faculty and the organizational characteristics of the institutions and nursing programmes in which they teach. A stratified random sample of 48 baccalaureate nursing programmes throughout the United States was selected for the study, of which 25 (52%) of the programme deans agreed to participate. Two questionnaires were used in data collection: (a) The Job Descriptive Index (Revised), which was sent to 576 nursing faculty at the participating programmes, resulting in 327 (57%) usable questionnaires; and (b) The Organizational Characteristics Questionnaire which was completed by the nursing programmes deans. Dimensions of job satisfaction measured were: work on present job, present pay, opportunities for promotion, supervision, coworkers and job in general. The organizational characteristics examined were: institutional control (public, private), size (student enrolment), nursing degrees offered, programmes offered (undergraduate, graduate), number of nursing faculty, number of nursing students, budget, tenure and salary. Although nursing faculty tended to be satisfied with their jobs, correlation and multiple regression analyses indicated weak to negligible relationships between job satisfaction and the organizational characteristics examined. Further study of the dimensions of job satisfaction within the academic environment is needed to understand the complexity of these relationships fully.

Data Collection↗
PubMed2005

Identifying competencies for Australian health professionals working in international health.

A profile of the roles performed by Australian health professionals working in international health was constructed to identify the core competencies they require, and the implications for education and training of international health practitioners. The methods used included: literature review and document analysis of available training and education; an analysis of competencies required in job descriptions for international health positions; and consultations with key informants. The international health roles identified were classified in four main groups: Program Directors, Program Managers, Team Leaders and Health Specialists. Thirteen 'core' competencies were identified from the job analysis and key informant/group interviews. Contributing to international health development in resource poor countries requires high level cultural, interpersonal and teamwork competencies. Technical expertise in health disciplines is required, with flexibility to adapt to new situations. International health professionals need to combine public health competencies with high level personal maturity to respond to emerging challenges.

Australia↗
PubMed1983

A hospital staff support program: design and evaluation.

The literature indicates that nurses on special care units experience stress resulting from the role conflict and ambiguity to which they are exposed. Role theory predicts that such individuals will become dissatisfied with their work and will decrease their confidence in supervisors and co-workers. Consequently, it was hypothesized that a staff support program designed to assist nurses to cope with role conflict and ambiguity would result in reduced stress; increased satisfaction with work, supervision, and co-workers; and decreased staff turnover. A nine week staff support program was implemented on a hospice unit in a large, private, general hospital. The program utilized an insight-oriented approach focused on specific sources of stress combined with structured exercises designed to facilitate nurses' ability to cope with stress resulting from a role conflict and ambiguity. Data were collected from two groups to hospice nurses using a Nursing Stress Scale developed for this study, the Job Description Index, and personnel records. A quasi-experimental research design was used to assess the validity and generalizability of the results of the program. Data were analyzed in four stages: (i) pre-program levels of stress and job satisfaction were analyzed using a multivariate profile analysis; (ii) correlated t-tests were used to test for significant differences between pre- and post-program levels of stress; (iii) a repeated measures ANOVA was used to examine the effect of the program on job satisfaction; (iv) turnover among the nursing staff on four other hospital units was compared to the hospice unit. Results of the evaluation indicated that the support program was effective in reducing nursing stress, increasing job satisfaction, and decreasing staff turnover. The implications of the study for the design and evaluation of hospital staff support programs are discussed.

Conflict, Psychological↗
PubMed1998

Implementation of a quality system (ISO 9000 series) for placental blood banking.

Although placental blood has recently become a new source of hematopoietic progenitors for marrow replacement, limited attention has been given to systems suitable to ensure the short-term and long-term quality of placental blood units used for transplantation. In this article, we describe a quality system for placental blood banking developed in accord with ISO 9002 norms at Milano Cord Blood Bank. The quality system is the organizational structure, procedures, processes, and resources needed to implement quality management. ISO 9002 is a model for quality assurance in production, installation, and servicing, which includes a number of clauses providing guidance for the implementation of the quality system. The quality system was started by the bank medical director with step 1: the general quality plan, which included (a) the written description of mission, objectives, technical and organizational policies, and staff organization chart of the placental blood bank, (b) the definition and acquisition of adequate financial, human, and structural resources, (c) the appointment of a quality system head independent from the production laboratory and reporting directly to the medical director. Tasks of the quality system head were (a) to identify the placental blood banking process together with the placental blood bank personnel, (b) to implement a documentation plan finalized at the production and maintenance of (i) the quality manual, which provides a summary on how the bank operates with a quality system in compliance with the ISO 9002 clauses, (ii) the general procedures (or quality system procedures), which provide more detail on selected clauses, including at least those prescribed by the ISO 9002 standard, (iii) the operative procedures (or process procedures), which describe in detail the process of placental blood banking and how technical activities must be performed, (iv) the work instructions, which provide stepwise descriptions of individual activities, (v) records/forms for data collection and storage, (c) to identify quality indicators, (d) to start a regular internal audit, (e) to report audit results to the medical director for review. This was followed by step 2: the job descriptions, staff training, and qualification; step 3: the documentation plan; step 4: the internal audit plan; step 5: the launch of the quality system, and step 6: the assessment by an external team from an accredited third-party organization and final certification for compliance to ISO 9002. The quality system, which must be maintained and undergo external audit at regular intervals so that certification is confirmed, ensures the high probability that placental blood units provided to clinicians conform regularly to predefined levels of quality.

Blood Banks↗
PubMed1984

Assessment of the pain experience in relation to selected nurse characteristics.

This study was designed to investigate the impact of select nurse characteristics (years in practice, age, relative job satisfaction, educational preparation, clinical practice area, cultural background and shift assignment) on assessments of patient pain and psychological distress. Fifty registered nurses were randomly selected from two surgical units, two medical units, and a combined intensive care unit/coronary care unit. Upon agreement to participate, an appointment was scheduled to administer the Standard Measure of Interferences of Suffering, the Job Descriptive Index, and a sociodemographic questionnaire. The results indicated that nurses inferred significantly less pain than psychological distress (t (98) = -12.68, P less than 0.01). The relationships between nurses' assessments of pain and psychological distress and years in practice, age, and relative job satisfaction were weak and non-significant. The associations between educational preparation, clinical practice area, and shift assignment were also non-significant. Further analysis of the Standard Measure of Inferences of Suffering, in regard to the patient characteristics of age, sex, and illness/injury, demonstrated that only the category of illness/injury significantly influenced nurses' inferences of suffering (F(4, 245) = 8.486, P less than 0.01). In evaluating the differences for all categories of sex, age (4-12, 30-45, and 64 years and older), and illness/injury (cardiovascular, cancer, infection, trauma, and psychiatric), the ratings for psychological distress were again significantly higher than those for pain.

Adult↗
PubMed1983

Lymphocytic leukemia and exposures to benzene and other solvents in the rubber industry.

Previous epidemiological studies on one cohort of rubber industry workers indicated that observed mortality excesses from lymphocytic leukemia were related to solvent exposures. The results of a detailed examination of the solvent exposure histories of 15 cases of lymphocytic leukemia from this cohort and 30 matched industry controls are presented. Extensive review of historical solvent use, raw materials specifications and job description records were used to reconstruct exposures to specific agents. Cases were 4.5 times as likely as controls to have had direct exposures to both benzene and other solvents. Analysis by manufacturing production source of solvent revealed that cases spent greater proportions of their work experience in jobs with potential exposures to coal tar-based benzene and xylene. No differences were seen for petroleum-derived solvents.

Adult↗
PubMed1985

Measurement of human service staff satisfaction: development of the Job Satisfaction Survey.

The development of the Job Satisfaction Survey (JSS), a nine-subscale measure of employee job satisfaction applicable specifically to human service, public, and nonprofit sector organizations, is described. The item selection, item analysis, and determination of the final 36-item scale are also described, and data on reliability and validity and the instrument's norms are summarized. Included are a multitrait-multimethod analysis of the JSS and the Job Descriptive Index (JDI), factor analysis of the JSS, and scale intercorrelations. Correlation of JSS scores with criteria of employee perceptions and behaviors for multiple samples were consistent with findings involving other satisfaction scales and with findings from the private sector. The strongest correlations were with perceptions of the job and supervisor, intention of quitting, and organizational commitment. More modest correlations were found with salary, age, level, absenteeism, and turnover.

Community Mental Health Services↗
PubMed2000

Leadership: a skill, not a role.

The ever-changing healthcare landscape demands leaders who can help navigate through the turbulence. At a time when the demand for leaders in healthcare continues to grow, many wonder whether there is a pending leadership shortage. This perception is fostered by the confusion about how leaders are defined. For many the definition of a leader is synonymous with a job title or role, such as a Manager or Director. Leadership, however, is not a job description; rather, it is influencing others to contribute to a positive outcome. All clinicians, particularly advanced practice nurses, must take the responsibility of finding solutions to the current challenges in healthcare and work through others to achieve a better outcome. In this article leadership is defined by skill sets, not job title, and offers specific strategies to enhance advanced practice nurses' leadership skills.

Humans↗
PubMedDate not supplied

Delegation: developing the habit.

Often, individuals take personal delegation skills for granted and assume the presence of expertise with the practice of delegation, which may not be the case. Those assumptions can be found at both ends of the process, with the manager and the employee. Every time a manager places an employee in a job and gives him or her a job description or a set of instructions, the manager has delegated. The manager has placed someone in a position to perform operations for which ultimately the manager is responsible. Delegation is both a process and a condition. The process is the act of assigning work to an employee; the condition of delegating a job is a thorough and mutual understanding between the supervisor and the employee of specific results and methods by which these results can be achieved. The condition goes far beyond the simple process of assigning a job. The point at which many managers fail in delegating is in neglecting to move past the process and take the required steps to establish a true condition of delegation. Failure to delegate is the leading cause of managers retarding their professional growth. In the case of a workaholic--someone who fails to learn the value of delegation--the job soon becomes too much, and the effectiveness of the department may suffer. By reducing the burden of technical duties and busy work, managers will find that it is possible to be more effective and actually spend more time managing. A number of the reasons why managers fail to delegate are complex and subconscious, such as insecurity, fear of competition and even fear of not being recognized for accomplishments achieved. Other reasons for failing to delegate are habit and shortages of staff members or time. Delegation is an investment in time. The eventual gain from such an investment, which may temporarily cause the department to fall further behind during a training period, outweighs the costs. The manager is the final authority in such duties as approval, recommendations and implementations. Remember that to delegate authority does not mean to delegate ultimate responsibility. Only the manager should bear the burden of responsibilities that directly affect his or her career. One of the most common mistakes in the process of delegating is to turn an employee loose on a job with inadequate instruction. Too often this is caused by lack of time. Strictly speaking, when managers assign tasks to employees, they are delegating the authority to perform the task. However, all responsibility for the completion of the task remains with the manager. In most instances, responsibility for the failure of a delegated project lies with the manager, not the employee. While some failure is to be expected, it can be minimized by proper evaluation of the situation and proper communication. Delegation is a calculated risk. The manager should be willing to take a risk to see if an employee does have the skills and ability to perform the specific task. How else will the manager ever know? Developing a strong habit of delegation will lead to development of an effective and efficient staff and department. Delegation will serve not only the organization well, but also managers throughout their careers.

Administrative Personnel↗
PubMedDate not supplied

Flight nurse research activities.

INTRODUCTION: The study purpose was to identify how members of the Air & Surface Transport Nurses Association (ASTNA), formerly called the National Flight Nurses Association, use research in their flight nursing practice. METHODS: A survey was mailed to each ASTNA member requesting demographic data and a description of research activities used in their practice of flight nursing. RESULTS: Thirty percent of the 1643 members (n = 497) completed the survey. Sixty-four percent (320) of respondents were direct patient care providers, and 47% were certified flight registered nurses (CFRN). Thirteen percent (65) reported that research was mandated in their job description. Sixty-three percent (315) used research to guide practice, and 37% (183) incorporated research into policies and procedures. Thirty percent (149) actively conducted some type of research, 15% (76) presented at national conferences, and 11% (53) published in professional journals. CONCLUSION: Components of the ASTNA research standard are being met by most flight nurses. However, only a small percentage of these nurses are designing and conducting studies and formally disseminating their research findings. Flight nurses are involved in research, but their overall participation could be improved.

Aerospace Medicine↗
PubMedDate not supplied

Organizational factors influencing nurse practitioners' role implementation in acute care settings.

The purpose of this study was to explore the influence of organizational factors on the Acute Care Nurse Practitioner (ACNP) role implementation. A descriptive correlational design, incorporating quantitative and qualitative methods for data collection was used. The sample of convenience consisted of 57 ACNPs assigned to various medical and surgical programs within acute care hospitals. Ten ACNPs participated in the unstructured qualitative interviews. In addition to the interviews, data pertinent to various organizational factors, including role formalization, receptivity of the role by others, perceived autonomy, role strain, and additional factors that may interfere with role implementation, were collected through a self-report structured questionnaire. A four-diary day was completed to gather data on role implementation. Descriptive and correlational statistics were used to analyze the quantitative data. The qualitative data were content analyzed. The ACNPs engaged most frequently in activities reflective of the clinical practice component of the role and less frequently in the non-clinical components (i.e., education, administration, and research). Results of the quantitative and qualitative analyses indicated that lack of formal clear job description, conflicting demands and expectations, lack of receptivity of the role by others, lack of autonomy, and increased workload were negatively correlated with the ACNP role implementation. The ACNP role implementation varies across practice settings. This variability should be accounted for when examining outcomes of ACNP care.

Acute Disease↗
PubMed1999

A job-satisfaction measure for internal medicine residency program directors.

PURPOSE: To develop a job-satisfaction measure that encompasses the multifaceted job of internal medicine residency program directors. METHOD: Questions were devised to measure program directors satisfaction with various facets of their jobs. In 1996, the authors surveyed all non-military internal medicine program directors in the United States. RESULTS: Of the program directors surveyed, 301 (78%) responded. More respondents than non-respondents held the title of department chairperson in addition to the title of program director (22% vs 7%). Factor analysis and correlation analysis yielded a multifaceted measure (termed PD-Sat) composed of 20 questions and six facets (work with residents, colleague relationships, resources, patient care, pay, and promotion) that made sense based on literature review and discussions with program directors (face validity). The PD-Sat had good internal reliability (Cronbach's alpha = .88), as had each of its six facets (Cronbach's alphas = .60-.90). The six facets correlated modestly with one another (Pearson's r2 = .12-.67), suggesting they were measuring different aspects of a common concept. The PD-Sat correlated significantly with an established four-question global job-satisfaction scale used in previous studies (Pearson's r2 = .33) demonstrating concurrent validity. Scores on the PD-Sat predicted whether program directors were considering, seeking, or making a job change (predictive validity). The PD-Sat performed comparably well in subsets of program directors who were and were not department chairs, suggesting that it might be applicable to different populations of program directors. CONCLUSION: The authors have developed a new facet-specific job-satisfaction measure that is reliable and valid for assessing the job satisfaction of internal medicine program directors. Because job descriptions for program directors in other specialties are similar, it may also be useful in these populations.

Adult↗
PubMed1995

The relation of job satisfaction and degree of openness about one's sexual orientation for lesbians and gay men.

The social environment of the workplace is an important component of job satisfaction. Different groups perceive that environment in different ways. For gay men and lesbians an important factor may be how "open" they can be about their sexual orientation in the workplace. This study assesses the relation between openness about one's sexual orientation in the workplace and job satisfaction among gay men and lesbians. Results based on responses to the Job Descriptive Index from samples in Indianapolis and San Francisco indicated a strong relationship between openness and satisfaction with co-workers. In addition, individuals who were not completely "out" in the workplace were more satisfied with their pay and tended to make more than those who were "out" to both their bosses and their co-workers. Possible implications of these results regarding job satisfaction issues for lesbians and gay men are discussed.

Adult↗
PubMed1980

A comparison of female and male pharmacists' employment benefits, salary, and job satisfaction.

This study compared women pharmacists' job characteristics, salary, benefits, and job satisfaction to those of their male colleagues. A mail questionnaire was sent to 1700 North Carolina employee pharmacists in August 1978. Approximately 478 pharmacists responded, yielding a 28% return rate. Job satisfaction was measured with the job descriptive index (JDI). Approximately 29% of women versus 5% of men worked part-time. To avoid biasing the results, further analysis excluded all part-time pharmacists. Women earned less than their male counterparts primarily because fewer women held management positions. Hypothesizing that the discrepancy was due to the recent entry of women into the profession, the data were analyzed holding age, years in practice, and time in present job constant. The significant difference in employment status by sex remained. No differences were found in job satisfaction by sex that were not attributable to age. Possible reasons for these results are hypothesized.

Attitude of Health Personnel↗