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Results for “Employee Discipline”

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At least 55 records · Page 3Linked to original sources
PubMed2001

Senior health professional's perceptions of variations in medical practice: a qualitative and quantitative study.

Following the introduction of the UK General Medical Council's regulations on the handling of poor medical performance, an interview and survey study was carried out among senior health professionals in the National Health Service (NHS). The aims of the study were to explore the respondents' perceptions of poor medical performance and to seek their experience of handling poorly performing doctors. Sixteen interviews were held face to face, followed by 28 telephone interviews. Subsequently, using similar questions to those in the interview schedule, a survey was carried out among senior health professionals across the NHS. Interview results identified a number of barriers to resolving poor performance, such as the unwillingness of some doctors to seek advice and the protective culture which prevented complaints being made against doctors. Survey respondents had high standards by which they judged poor performance, but they were more hesitant about considering poor consultation skills as being of the same significance as poor technical skills. However, problems with communication skills were the most frequently reported type of poor performance. The new arrangements for handling NHS doctors whose performance is perceived to be poor have much to do to overcome the barriers to effective action expressed by the respondents in this study.

Administrative Personnel↗
PubMedDate not supplied

The professional consequences of whistleblowing by nurses.

When nurses encounter misconduct in the workplace, their ethical codes of conduct bind them to the role of patient advocacy and compel them to safeguard the patient from harm. However, reporting misconduct can be personally and professionally risky. The aim of the research was to examine the professional consequences of whistleblowing and nonwhistleblowing in nursing. A descriptive survey design was used to examine the professional effect of reporting misconduct (whistleblowing) and not reporting misconduct (nonwhistleblowing). Ninety-five respondents were included in the study; 70 were self-identified as whistleblowers and 25 were self-identified as nonwhistleblowers. Results indicated that there were severe professional reprisals if the nurse reported misconduct, but there were few professional consequences if the nurse remained silent. Official reprisals included demotion (4%), reprimand (11%), and referral to a psychiatrist (9%). Whistleblowers also reported that they received professional reprisals in the form of threats (16%), rejection by peers (14%), pressure to resign (7%), and being treated as a traitor (14%). Ten per cent reported that they felt their career had been halted. These findings suggest that when nurses identify and report misconduct in the workplace, they may experience serious professional consequences.

Adolescent↗
PubMed2003

Taiwanese employees' justice perceptions of co-workers' punitive events.

The authors examined justice perceptions of Taiwanese employees in response to co-workers' punitive events (punishment by a superior). They developed a hypothesis based on Chinese indigenous wu-lun principles and the concept of empathy. Results of the study showed that perceived vertical (between superior and subordinate) and horizontal (between subordinates) relationships jointly affected justice perceptions. Respondents who perceived low (negative) leader-member exchange with the superior and high (positive) liking of the punished person showed the lowest justice perceptions. In conclusion, the authors note that comparative analysis of organizational justice is a promising direction for future research.

Adult↗
PubMed2006

Personal use of work computers: distraction versus destruction.

To explore definitions, frequencies, and motivation for personal use of work computers, we analyzed 329 employees' responses to an online survey, which asked participants to self-report frequencies for 41 computer behaviors at work. This sample (65% female, 74% European ethnicity, mean age of 36 years) was formed by soliciting participants through Internet Usenet groups, emails, and listservs. Results support a distinction between computer use that is counterproductive and that which is merely not productive. Nonproductive Computer Use occurred more when employees were younger (r = -0.31, p < 0.01), had Internet access at work longer (r = +0.16, p < 0.01), and had faster Internet connections at work than at home (r = +0.14, p < 0.01). Counterproductive Computer Use occurred more when Internet access was newer (r = -0.16, p < 0.01) and employees knew others who had been warned about misuse (r = +0.11, p < 0.05). While most employees who engaged in computer counterproductivity also engaged in computer nonproductivity, the inverse was uncommon, suggesting the need to distinguish between the two when establishing computer policies and Internet accessibility.

Adult↗
PubMed1987

Human resource indicators for hospital managers.

Hospitals often have large amounts of information available about their human resources, but this information is usually inadequate. The nature of existing human resource information is examined in one large hospital, and the concept of a human resource indicator system is developed. Methods for deriving meaning from the indicators are discussed.

Absenteeism↗
PubMedDate not supplied

Addressing the underperformance of faculty and staff.

Many new nursing leaders assuming work as deans, assistant deans, or interim deans have limited education, experience, or background to prepare them for the job. To assist new deans and those aspiring to be deans, the authors of this department, both deans, offer survival tips based on their personal experiences and insights. They address common issues, challenges, and opportunities that face academic executive teams, such as negotiating an executive contract, obtaining faculty lines, building effective work teams, managing difficult employees, and creating nimble organizational structure to respond to changing consumer, healthcare delivery, and community needs. The authors welcome counterpoint discussions with readers.

Adaptation, Psychological↗
PubMed2000

Trail the state board's complaints.

If your state board of nursing receives a complaint about one of your nurses, the complaint triggers a structured disciplinary process. Follow the process from start to finish and test your knowledge, then check your answers at http://www.nursingmanagement.com.

Employee Discipline↗
PubMed2005

How do you measure workforce integrity?

Behavioral hallmarks such as honesty, high ethical standards, and maintained moral principles define workforce integrity. Here, learn methods for integrating them into management practices.

American Nurses' Association↗
PubMedDate not supplied

Workplace deviance: strategies for modifying employee behavior.

More than ever, today's health care employees must perform their jobs as efficiently and effectively as possible. Job performance must integrate both technical and necessary soft skills. Workplace deviant behaviors are counterproductive to good job performance. Various deviant behaviors are examined. Areas and strategies of managerial intervention are reviewed which will enable the prevention or modification of undesired employee behaviors.

Cooperative Behavior↗