Search PubMed⌕ Search

SEARCH · Search PubMed

Results for “Employee Discipline”

Search indexed PubMed citations on genomics, clinical trials, systematic reviews and public health. Explore titles, authors and supplied subject terms, then open the PubMed record.

Quote a phrase for an exact phrase match. Source license links do not imply unrestricted reuse.

At least 1,009 records · Page 56Linked to original sources
PubMed1984

Employee assistance program treats personal problems.

Though the concept of employee assistance programs (EAPs) is widely accepted throughout business and industry, few hospitals have established similar channels for dealing with workers whose personal problems cause work-related problems. Among the reasons for the health care profession's lack of involvement in this area are: lack of information about costs and benefits of EAPs; the hospital's multidisciplinary environment in which standards of employee competence and behavior are set by persons from many disciplines; hospital working hours; and health care workers' attitudes about their vulnerability to illness. St. Benedict's Hospital, Ogden, UT, however, has confronted the question of how to demonstrate Christian concern for its employees. St. Benedict's EAP, the Helping Hand, which was created in 1979, combines progressive disciplinary action with the opportunity for early intervention in and treatment of employees' personal problems. When a worker with personal problems is referred to the EAP coordinator, he or she is matched with the appropriate community or hospital resource for treatment. Supervisors are trained to identify employee problems and to focus on employee job performance rather than on attempting to diagnose the problem. St. Benedict's records during the program's first three years illustrate the human benefits as well as the cost savings of an EAP. Of 92 hospital employees who took part in the EAP, 72 improved their situations or resolved their problems. The hospital's turnover rates declined from 36 percent to 20 percent, and approximately $40,800 in turnover and replacement costs were saved.

Alcoholism↗
PubMedDate not supplied

A multidisciplinary approach for improving outcomes.

The healthcare environment has been impacted tremendously by higher patient acuity, cost-cutting measures, an increase in litigation, and increased expectations by an educated generation of healthcare consumers. This has led to the need to continually measure, assess, and improve quality. These activities must consider not only patient clinical outcomes, but also customer service ratings and financial outcomes. Quality improvement requires a collaborative approach to succeed, and the need to build a cohesive and effective multidisciplinary team is critical for positive outcomes. Strategies to build a culture of teamwork include incorporating total quality management principles into every level of the organization, seeking participation from every discipline and level of the organization, and recognizing employees for their efforts. Infusion nurses have an excellent opportunity to contribute their expertise to any multidisciplinary team that impacts the outcomes of infusion patients. In addition, team-building and quality improvement may prove to be excellent career moves for infusion nurses looking to further specialize their practice.

Cooperative Behavior↗
PubMed1991

Flexible benefits and managed care: making it work.

The concept of integrating flexible benefits and managed care may seem contradictory. Flexible benefits seek to maximize choice, while managed care attempts to restrict choice. Can these two disciplines be intertwined without delivering conflicting messages to employees? The answer is definitely yes. By following some basic ground rules in design, flexible benefits and managed care can be combined effectively in a way that is attractive to both employers and employees. This article presents some general guidelines for designing a successful "managed flex" program and raises other issues as well, including financial, administrative and communication concerns.

Community Participation↗
PubMed2003

Worker substance use, workplace problems and the risk of occupational injury: a matched case-control study.

OBJECTIVE: This study examines the tendency toward problem behavior as an explanation for the relationship between problem substance use and occupational injury. METHOD: The authors used a matched case-control study nested in a cohort of 26,413 workers, in which cases (n = 3,994) were workers suffering an occupational injury. Five controls per case (n = 19,970) were selected from the cohort of workers active on the day of the injury and matched on job type. Conditional logistic regression modeled the association of problem substance use with occupational injury, controlling for problem behaviors and worker characteristics. Problem substance use was indicated indirectly if any of the following were alcohol/drug-involved during the comparison period: Employee Assistance Program visit, excused absence or disciplinary action. Discipline records identified minor (absenteeism) and serious (dishonesty, theft, assault, harassment, disrespect) problem behaviors during the comparison period. RESULTS: The odds of injury among workers with an indicator of problem substance use was 1.35 (p = .015) times greater than the odds among workers without an indicator, controlling for job type and demographics as well as adjusting for exposure. This ratio declined to 1.21 (p = .138) when problem behaviors were also controlled for. Minor and serious problem behaviors were significantly associated with occupational injury (odds ratio [OR] = 1.73, p < .001, and OR = 2.19, p < .001, respectively), controlling for demographics and substance use. CONCLUSIONS: The relationship of problem substance use with occupational injury was weak when problem behaviors were controlled for, suggesting that this relationship, observed in previous studies, may be explained by a workers tendency toward problem behaviors. Workplace injury prevention programs should address the expression of problem behaviors as a complement to drug and alcohol deterrent programs.

Accidents, Occupational↗
PubMed1988

The position of the Soviet physician: the bureaucratic professional.

The social position of the Soviet physician is a paradoxical combination of corporate powerlessness and bureaucratic power. As employees of the state, physicians are subject to its discipline and directives; they lack the control over their own work that is essential to a profession. In contrast to Western physicians, however, individual clinicians exercise enormous power over patients and subordinates by virtue of their position in the bureaucracy. The Soviet case suggests that as medical care in the West becomes increasingly bureaucratized and the profession loses autonomy, individual physicians may gain rather than lose authority in clinical decision making.

Communism↗
PubMedDate not supplied

Recruitment and retention topics for a changing environment in medical imaging.

Imaging directors are fighting just to keep the vacuum of a four percent unemployment market and a hungry computer industry from rapidly depleting their technical staff. Many factors have contributed to the current nationwide shortage of radiologic technologists. One is the closure of many hospital and community college-based programs of radiologic technology in the late 1980s and 1990s. The closures were a direct result of problems encountered by new technologists coming into a saturated workforce in the mid 1980s and early 1990s. The exodus of so many potential workers from the profession coincided with the changing perception students had of health careers versus computer technology and other careers. At the same time, the increasing importance of preventive care and diagnostic procedures almost tripled exam volumes. To cope with the increased demand for imaging services, outpatient diagnostic centers popped up. Increased numbers of exams and facilities meant an increased demand for qualified technologists, especially multicompetent technologists. Managed care and capitation demanded that we keep costs down as much as possible. Full-time employees were laid off and found good work at good pay and extraordinary benefits in other industries. New modalities have stretched a thinning labor force even tighter. MRI, PET and others continue to increase the demand for highly trained technologists. Levels of stress at work continue to rise, adding to the exodus of technologists to other careers. In this environment, staffing needs assessment is crucial. Some of the scheduling strategies you can use are: creative use of staff and referring physician preferences, flexible staffing tools and understanding the effect of the capacity of your imaging systems. The tight labor market affects all levels of hiring. But, as urgent as the need to fill openings is, don't make a quick decision to hire. You will live with the consequences. There is no stronger disincentive to your good employees than having to work with "problem children" or failing to discipline those who are not producing. Image and perceptions can have a significant effect on recruiting. How does the public perceive your organization? How does the technical community perceive your department? The current shortage of radiologic technologists and tight labor market require administrators to use all avenues toward improving their departments, retaining valuable employees and offering the most attractive salary and benefit packages to qualified applicants.

Health Services Needs and Demand↗
PubMed2001

Occupational stress in nursing: a review of the literature.

The management and reduction of occupational stress are recognized as key factors in promoting employee well-being. Nursing is one of the many disciplines contributing to a huge body of research into the causes and effect of the ill-defined phenomenon of occupational stress. This literature review considers the ontological contribution of a number of disciplines to a growing body of knowledge on the subject of stress. The paper examines the complex issue of stress management, highlighting the impact of organizational culture and transformational leadership style on staff satisfaction levels.

Adaptation, Psychological↗
PubMedDate not supplied

Work ability of Dutch employees with rheumatoid arthritis.

OBJECTIVES: To (i) examine the association between fatigue, psychosocial work characteristics (job control, support, participation in decision making, psychological job demands), and physical work requirements on the one hand and work ability of employees with rheumatoid arthritis (RA) on the other, and (ii) determine the advice that health care professionals give to employees with RA on how to maintain their work ability. METHODS: Data were gathered from 78 employees with early RA (response = 99%) by telephone interviews and self-report questionnaires. RESULTS: Fatigue, lack of autonomy, low coworker/supervisor support, low participation in decision making, and high physical work requirements (i.e. using manual force) predicted low work ability. High psychological job demands, however, did not predict low work ability. The rheumatologist, occupational physician, occupational therapist, physiotherapist, and psychologist gave advice on how to cope with RA at work to 36, 30, 27, 26, and 17% of the employees, respectively. Advice was directed mainly at factors intrinsic to the employee. Employees expressed a positive attitude towards this advice. CONCLUSIONS: Fatigue, lack of support, lack of autonomy, lack of participation in decision making, and using manual force at work (e.g. pushing and pulling) threaten the work ability of employees with RA. According to the employees with RA, involvement of health care professionals from different disciplines and the implementation of organizational and technical interventions would help them to tackle these threats.

Adult↗
PubMedDate not supplied

Firing up the front line.

For many organizations, achieving competitive advantage means eliciting superior performance from employees on the front line--the burger flippers, hotel room cleaners, and baggage handlers whose work has an enormous effect on customers. That's no easy task. Front line workers are paid low wages, have scant hope of advancement, and--not surprisingly--often care little about the company's performance. But then how do some companies succeed in engaging the emotional energy of rank-and-file workers? A team of researchers at McKinsey & Company and the Conference Board recently explored that question and discovered that one highly effective route is demonstrated by the U.S. Marine Corps. The Marines' approach to motivation follows the "mission, values, and pride" path, which researchers say is practical and relevant for the business world. More specifically, the authors say the Marines follow five practices: they over-invest in cultivating core value; prepare every person to lead, including front line supervisors; learn when to create teams and when to create single-leader work groups; attend to all employees, not just the top half; and encourage self-discipline as a way of building pride. The authors admit there are critical differences between the Marines and most businesses. But using vivid examples from companies such as KFC and Marriott International, the authors illustrate how the Marines' approach can be translated for corporate use. Sometimes, the authors maintain, minor changes in a company's standard operating procedure can have a powerful effect on front line pride and can result in substantial payoffs in company performance.

Entrepreneurship↗
PubMed1994

Use of registry employees can pose legal problems.

In view of the potential legal liability to which a recipient entity can be exposed when using registry employees, some care must be taken in drafting registry contract services and in modulating the recipient entity's behavior towards the registry personnel. The following steps should generally be taken by health care establishments purchasing registry services to minimize such exposure: (1) Ensure that the registry treats its personnel as employees and complies with all applicable employment law obligations, including state and federal employment tax requirements, workers' compensation laws, and any state law wage and hour requirements in the recipient's state. (2) If using an out-of-state registry, make sure that the registry also has workers' compensation insurance in the recipient's state and complies with that state workers' compensation laws. (3) Make sure that termination decisions regarding registry employees are not made for reasons that violate any federal anti-discrimination laws. (4) Provide in the registry agreement for full indemnification by the registry to the recipient. (5) Ensure that the registry is solvent and has adequate insurance to honor its indemnification obligation. (6) Obtain a warranty from the registry that it carefully screens all of its employees before hiring them. (7) Expressly state in the registry agreement that the registry has the right to discipline and supervise the personnel it refers. (8) Do not reject registry personnel for reasons that would be improper with respect to the facility's own employees, e.g., race, sex, age, religion, disability, etc.

Contract Services↗
PubMed2001

Searching for sustainable change.

Change in nursing practice has been dogged by factors which have been perceived to be outside the autonomy of nurses. Consequently, projects have been initiated which have then faltered or even ceased altogether This paper reports on an action research study that was carried out in Newcastle from 1997 to 1999 and used the process within a focus group setting to rekindle and sustain an innovative change. The aim of the study was to look at staff perceptions surrounding development of the practice of self-administration of medication for patients. The findings support the view that all disciplines need to be involved in health service change. Health service employees should have a knowledge of the theory associated with the change process and be open about their views of proposed alterations in practice. They also need to have a sense of dissatisfaction with the present, a clear outline of what the problem is and the direction which they intend to take. Change involves many complex issues. It should be worked through from a bottom-up approach and consist of repeated evaluation exercises which are akin to a cyclical strategy and include a reflective process.

Attitude of Health Personnel↗
PubMed1999

How to document patient education effectively.

While policies, procedures, and teaching sheets help establish the credibility of your patient education program to the Oakbrook Terrace, IL-based Joint Commission on Accreditation of Healthcare Organizations, they don't go far enough. To prove you really do provide effective patient education, you must document your efforts. The first step is to formulate an interdisciplinary documentation form according to Joint Commission standards. To make sure the form is used, provide adequate training for staff in all disciplines, and include documentation of patient education as part of each employee's performance appraisal.

Accreditation↗
PubMed2004

The Wild West of executive coaching.

Annual spending on executive coaching in the United States is estimated at 1 billion dollars. Yet information about coaching's effectiveness is scarce and unreliable. No one has yet demonstrated conclusively what qualifies an executive coach or what makes one approach to executive coaching better than another. Barriers to entry are nonexistent--many executive coaches know little about business, and some know little about coaching. The coaching certifications offered by various self-appointed bodies are difficult to assess, and methods of measuring return on investment are questionable. But strategic coaching can provide critical help both to individuals and to organizations. In this article, Stratford Sherman, a senior vice president of Executive Coaching Network, and Alyssa Freas, the founder and CEO, explore the popularity of executive coaching and investigate ways to make the most of the experience. They argue that coaching is inevitably a triangular relationship between the client, the "coachee," and the coach. Its purpose is to produce behavioral change and growth in the coachee for the economic benefit of the client. The best way to maximize the likelihood of good results is to qualify all the people involved. Even so, many triangular relationships continue to generate conflict among all three parties. At the most basic level, coaches serve as suppliers of candor, providing leaders with the objective feedback they need to nourish their growth. Coaching gets executives to slow down, gain awareness, and notice the effects of their words and actions. On a larger scale, the best coaching fosters cultural change for the benefit of the entire organization. It provides a disciplined way for businesses to deepen relationships with their most valued employees while also increasing their effectiveness.

Administrative Personnel↗
PubMed1999

What constitutes a nursing practical skill?

Practical nursing skills ensure patients' physical comfort, hygiene, and safe medical treatment. The learning, performance, or significance of nursing practical skills are seldom a theme in theoretical and philosophical debate or the topic of research within nursing. This might be due to a long-standing behavioristic tradition in nursing of viewing nursing practical skills in a simplistic way, only as correctly sequenced motor movement. The purpose of this article is to bring forth an argument for a broader understanding of the constitution of nursing practical skills. This argument is substantiated by a review of past and present conceptualizations of nursing practical skills as well as by philosophical reflections on the value of practical skills in the nursing profession. Nursing practical skills embrace dimensions of performance, intention, and nursing "disciplined" understanding.

Art↗
PubMedDate not supplied

Effective health care corporate compliance.

The pace and intensity of oversight and investigation of health care organizations has greatly increased at all levels. Well run organizations with ethical management committed to following all laws and regulations are still at risk for compliance violations and punitive penalties. Under the Federal Sentencing Guidelines, organizations with an "effective" corporate compliance program may receive reduced penalties. The seven components of an effective program as defined in the guidelines are: (1) Standards and procedures; (2) oversight responsibilities; (3) employee training; (4) monitoring and auditing; (5) reporting systems; (6) enforcement and discipline; and (7) response and prevention. Lack of a compliance program needlessly exposes the organization to an avoidable risk of damage from non-compliance--whether intentional or not. Moreover, an effective program can contribute to the efficient operation of the organization and be a key piece of its corporate culture.

Fraud↗
PubMed1987

Workplace health promotion/protection: correlates of integrative activities.

A synthesis of health promotion and health protection is becoming a national and international priority. A national survey based on a random sample of occupational health professionals was conducted. Results are presented for objectives and activities in three categories: administrative, health education, and integrative. Respondents (N = 385) were grouped by discipline: nurse, health educator, physician, industrial hygienist, and "other." The groups were markedly different in their choice of "most important" educational program objective (knowledge, attitude, or behavior change). Integrative activities (synthesizing health promotion and protection) were most strongly correlated with heavy involvement in administrative and health education activities. Support of unions, employees, and managers for both health protection and health promotion was also correlated with integrative activities. Differences among disciplines indicate a need for convincing some currently practicing occupational health professionals of the value of the synthesis of health promotion and protection in work sites.

Adult↗
PubMedDate not supplied

President Bush's comprehensive health reform program.

To deal with the shortcomings of the current U.S. health care system, President Bush has proposed a comprehensive reform package that would offer tax credits and deductions to low- and middle-income Americans to purchase private insurance, reform small market insurance to ensure availability and portability of insurance, allow creation of Health Insurance Networks to allow small businesses and nonprofit organizations to pool their purchasing power, reduce administrative costs, and control the growth of government health programs. Combined, the proposals would build on the strengths of the present private/public system and preserve consumer choice and free market discipline.

Cost Control↗