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PubMed1992

Kennedy Space Center environmental health program.

The Kennedy Space Center's environmental health organization is responsible for programs which assure its employees a healthful workplace under diverse and varied working conditions. These programs encompass the disciplines of industrial hygiene, radiation protection (health physics), and environmental sanitation/pollution control. Activities range from the routine, such as normal office work, to the highly specialized, such as the processing of highly toxic and hazardous materials.

Aerospace Medicine↗
PubMed2005

Building the occupational health team: keys to successful interdisciplinary collaboration.

Teamwork among occupational health and safety professionals, management, and employees is vital to solving today's complex problems cost-effectively. No single discipline can meet all the needs of workers and the workplace. However, teamwork can be time-consuming and difficult if attention is not given to the role of the team leader, the necessary skills of team members, and the importance of a supportive environment. Bringing team members together regularly to foster positive relationships and infuse them with the philosophy of strength in diversity is essential for teams to be sustained and work to be accomplished. By working in tandem, occupational health and safety professionals can become the model team in business and industry delivering on their promise of a safe and healthy workplace for America's work force.

Cooperative Behavior↗
PubMed1983

Protected activities of nonunion employees.

The vast majority of American workers are nonunion and therefore unprotected by many of the mechanisms established through collective bargaining. They are protected to some degree, however, by a number of statutes and evolving legal doctrines that limit the employer's right to hire, fire, or otherwise discipline its nonunion people. The most elemental of these limitations is embodies in the National Labor Relations Act: section 7 protects the concerted activities of nonunion employees, section 8(a)(1) makes it an unfair labor practice for an employer to interfere with the section 7 rights of its employees; and section 10(c) grants the National Labor Relations Board broad remedial powers to correct violations, including the power to reinstate workers with or without back pay. The following article will examine this basic protection of nonunion employees and will point out those areas in which the Board has attempted to expand the scope of section 7's protection.

Employee Grievances↗
PubMed1990

Promoting quality assurance through performance contracting.

Performance contracting is an essential component of quality assurance in human service settings. Performance contracting involves developing performance standards for administrative, support service, and direct service personnel; communicating and contracting with personnel to ensure that they agree to comply with the performance standards for their positions; and using standards to monitor and evaluate the quantity and quality of staff performance. Performance contracting also serves to reinforce organizational structure and facilitate program evaluation and is useful in helping to ensure that psychiatrists and other professionals are sufficiently committed to meeting organizational goals as well as those of their professional disciplines.

Administrative Personnel↗
PubMed1997

Alternative dispute resolution: a conflict management tool in health care.

This article focuses on methods of resolving conflict either within or between health care organizations using an alternative dispute resolution (ADR) strategy. After identifying the principal sources of contemporary disagreements within health services settings, the authors describe the basis of ADR. This is followed by a discussion of some common obstacles to settling a dispute. The principal communication guidelines and stages of a mediation session are presented. An alternative dispute resolution framework is proposed that includes an Office of Dispute Resolution (ODR). Also provided is a series of attributes that together comprise the core of mediation as a discipline.

Communication↗
PubMed1982

Promoting employee acceptance of a consumer bill of rights in a complex medical care organization: a case study.

To develop strong health education programs, health educators working in complex medical care organizations must often secure professional cooperation across disciplines, coordination of services, and orientation of policies, procedures, and personnel toward patient preferences and needs. Frequently, they undertake these tasks against the tide, within a problematic organizational structure. The present case study illustrates the difficulties posed by introducing change in medical care organizations in the context of an education program to acquaint employees of a large HMO with a consumer bill of rights mandated by the consumer Board of Trustees. The underlying assumption was that in a bureaucratic institution, an employee-centered and modest system reform strategy would be effective in bringing about client-centered outcomes-in this case, increased recognition of client rights. The case analysis and results of a post-intervention, cross-sectional survey suggest that in units where a threshold level of participation was reached, there were improvements in knowledge about the Bill and employee attitudes. The program was less successful with hospital nurses whose feelings about physicians were not taken into account fully, and with physicians whose relative lack of integration into the policy and managerial domains made them harder to reach.

Analysis of Variance↗
PubMed1995

Delegate with confidence.

Supervisors need to be able to delegate work. They may not delegate due to lack of trust in subordinates, the feeling that they can do tasks better, new/old employees not being fully trained, a need to dominate, and/or fear that their bosses will think they are lazy. Employees may engage in one or more games to avoid delegated work: whine, miss deadlines, do incomplete or sloppy work, be unavailable, and/or appear busy. To delegate properly, supervisors should ensure that all employees are properly trained; ignore whining; establish deadlines; schedule follow-up meetings; communicate fully; and, possibly, use discipline.

Decision Making, Organizational↗
PubMed2002

A new game plan for C players.

It's a big driver of business success, but one that executives are loath to talk about: upgrading the talent pool by weeding out "C" players from management. These aren't the incompetent or unethical managers whom organizations dismiss without a backward glance; C performers deliver results that are acceptable--barely--but they fail to innovate or to inspire the people they lead. The authors of The War for Talent have studied what it takes to upgrade an organization's talent pool. In this article, they explore the hidden costs of tolerating under-performance and acknowledge the reasons why executives may shy away from dealing decisively with C players. They recommend that organizations take an "iron hand in a velvet glove" approach to managing subpar performers. That is, companies should establish rigorous, disciplined processes for assessing and dealing with low-performing managers but still treat them with respect. The authors outline three ironhanded steps. First, executives must identify C players by evaluating their talents and distributing employee performances along an assessment curve. Second, executives must agree on explicit action plans that articulate the improvements or changes that C performers must achieve within six to 12 months. And third, executives should hold managers accountable for carrying out the action plans. Without such discipline, procrastination, rationalization, and inaction will prevail. The authors also emphasize the need for the "velvet glove." Executives must ensure that low performers are treated with dignity, so they should offer candid feedback, instructive coaching, and generous severance packages and outplacement support. The authors' approach isn't about being tough on people; it's about being relentlessly focused on performance.

Administrative Personnel↗
PubMed1994

MRP (materiel requirements planning) II implementation: a case study.

Manufacturing resource planning (MRP II) is a powerful and effective business planning template on which to build a continuous improvement culture. MRP II, when successfully implemented, encourages a disciplined yet nonthreatening environment centered on measurement and accountability. From the education that accompanies an MRP II implementation, the employees can better understand the vision and mission of the organization. This common goal keeps everyone's energy directed toward the same final objective. The Raymond Corporation is a major materiels handling equipment manufacturer headquartered in Greene, New York, with class "A" MRP II manufacturing facilities in Greene and Brantford, Ontario and an aftermark distribution facility in East Syracuse, New York. Prior to the implementation of MRP II in its Greene plant (from 1988 through 1990) good intentions and hard work were proving to be less than necessary to compete in the global market. Certified class "A" in February 1990. The Raymond Corporation has built a world-class organization from these foundations.

Goals↗
PubMed1983

Health hazards of operating video display terminals.

Today, millions of employees work on video display terminals (VDTs) and their numbers are growing. Concern over the health effects of operating VDTs is also growing as the hazards of working on these terminals are identified. This article discusses four major hazards associated with VDTs. Solutions to control these hazards and decrease employee symptoms are offered. Utilizing a theoretical framework of stress and stress reduction, solutions are presented, based on the multi-disciplined background of the occupational health nurse practitioner.

Data Display↗
PubMed1984

Communicating hospitals' concerns to legislators and the community.

The time is past when voluntary hospitals could afford to be uninformed and inactive in public affairs. As decisions in the public sector increasingly threaten not-for-profit institutions, Catholic hospitals particularly must pursue an action-oriented program of communication with legislators and the community. At Carney Hospital, Boston, an especially effective forum for the past eight years has been buffet dinners held on a quarterly basis with state and congressional legislators and representatives of the hospital's management team, board of trustees, associate board, and medical staff. These dinner meetings provide a singular opportunity for law-makers to learn hospitals' perspective on key issues such as the effect of tightened reimbursement on care of the poor. The dinners not only have enhanced relations with legislators but also raised the consciousness of the business community, consumers, and the general public. Frequent mailings to legislators and members of the board of trustees and the associate board also have beeN helpful. The associate board was formed to augment the expertise of the board to trustees and to increase lay participation in the hospital's affairs. Composed of 20 lay leaders representing a diversity of disciplines, the associate board provides a strong base for influencing public policy and community action. Moreover, the hospital's various constituencies--physicians, employees, volunteers, and auxilians-are recruited as appropriate to contact legislators, write letters to the editor, and give media interviews. Also important in the facility's public affairs efforts have been timely responses to requests for action from The Catholic Health Association, the American Hospital Association, and the state hospital association.

Boston↗
PubMed2006

A Bayesian belief network for quality assessment: application to employment officer support.

BACKGROUND: 'Supported' employment stipulates that disabled people should have real jobs for real pay. This paper models kinds of supported employment, assesses how the support and placement features affect its outcomes and its quality from the perspective of the employees, and provides a dynamic model to help explore what types of interventions might promote greater social inclusion for people with learning and other disabilities. METHOD: Bayesian belief networks (BBNs) provide the general framework for modelling the relationships between the variables and features of interest. The structure, probabilistic specification and quality indicators were elicited from project advisory groups, including people with learning disability, and took into account a pilot survey of 30 individuals. A subsequent survey of 1,461 supported employees was used to update the model and to provide actual assessments of quality of placement. RESULTS: We present the BBN methodology in some detail, as novel to this discipline. We show how the model was constructed, and its implications for supported employment. We derive indices for quality of placement, taking into account the views of clients. We show how survey and individual results can be used to update the model. Use of the model suggests that quality of placement is, on average, relatively high, with small differences between groups with differing primary disability. CONCLUSIONS: The BBN is the appropriate methodology to model complex relationships and interventions for problems such as these. The model developed in this study can be used to assess and improve the fit between people and jobs, both at the individual level and for groups of employees, and can take into account different kinds of quality for different stakeholders.

Adult↗
PubMed1999

Improving nursing documentation for private-duty home health care.

Private-duty, home health care agencies have struggled in assuring compliance with accurate and complete nursing documentation. In this descriptive study, the author reports on an improvement and innovation project in a private-duty, home health care agency aimed at improving nursing documentation, as measured in chart review audits. Initial strategies were directed toward revising the documentation system, with implementation of a flow record, and conducting group nurse education. These efforts had a minimal effect on improving documentation compliance. A major, multifocus strategy was then implemented. The educational component stressed pre- and posttest. The chart audit tool was revised to track individual nurse behaviors. Nurses were mentored when documentation did not meet standards. Lastly, the nurse job description and corresponding performance appraisal document were revised to clarify nurse responsibility and strengthen nurse accountability; progressive discipline was initiated when warranted. Significant and sustained improvement was subsequently realized.

Documentation↗
PubMed1981

Mercury vapor exposure in the dental office does carpeting make a difference?

Data from mercury vapor surveys of 1.064 rooms in dental offices show no difference in ambient breathing zone concentrations of mercury vapor between offices with hard floors and offices with carpets. Laboratory experiments show that either type of floor can be successfully treated to practically eliminate its contribution to employee mercury exposures. The most effective approach to controlling mercury vapor exposures is to prevent contamination of the air and working environment through the disciplined practice of effective mercury hygiene. We believe the dental profession should stress an exposure limit of 0.02 mg/cu m or less as a standard of good practice.

Air Pollutants↗
PubMed2000

Beyond IQ: broad-based measurement of individual success potential or "emotional intelligence".

Individual-difference correlates of life success were studied using 302 participants aged 17-46 years (107 men, 195 women) and 31 individual-difference measures. Factor 1 (Relaxed Temperament) included Trait Pleasure-Displeasure (+), Anxiety (-), Depression (-), Optimism (+), Self-Esteem (+), Covert Index of Employee Reliability (+), and Functional Flexibility (-). Positively loading scales on Factor 2 (Arousable Temperament) were Trait Arousability, Emotional Empathy, Emotional Thinking, and Affiliative Tendency. Factor 3 (Disciplined Goal Orientation) included Delay of Gratification (+), Impulsivity (-), Procrastination (-), Patience (+), Integrity (+), Adaptive Coping (+), and Intelligence (+). Positively loading scales on Factor 4 (Dominant Temperament) were Trait Dominance-Submissiveness, Social Competence, Achieving Tendency, and Self-Actualization. Factors 1, 3, 4, and intelligence exhibited positive relations with all peer-rated criterion measures of life success. Trait Arousability, representing Factor 2, correlated negatively with relationship, physical, work, and overall success. Physical attractiveness correlated positively with all success measures except emotional success. When success measures were regressed against intelligence and personality scales or factors, intelligence did not account for variance beyond that explained by personality.

Adolescent↗