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Managerial Support (managerial + support)
Selected AbstractsFactors associated with constructive staff,family relationships in the care of older adults in the institutional settingINTERNATIONAL JOURNAL OF EVIDENCE BASED HEALTHCARE, Issue 4 2006Emily Haesler BN PGradDipAdvNsg Abstract Background, Modern healthcare philosophy espouses the virtues of holistic care and acknowledges that family involvement is appropriate and something to be encouraged due to the role it plays in physical and emotional healing. In the aged care sector, the involvement of families is a strong guarantee of a resident's well-being. The important role family plays in the support and care of the older adult in the residential aged care environment has been enshrined in the Australian Commonwealth Charter of Residents' Rights and Responsibilities and the Aged Care Standards of Practice. Despite wide acknowledgement of the importance of family involvement in the healthcare of the older adult, many barriers to the implementation of participatory family care have been identified in past research. For older adults in the healthcare environment to benefit from the involvement of their family members, healthcare professionals need an understanding of the issues surrounding family presence in the healthcare environment and the strategies to best support it. Objectives, The objectives of the systematic review were to present the best available evidence on the strategies, practices and organisational characteristics that promote constructive staff,family relationships in the care of older adults in the healthcare setting. Specifically this review sought to investigate how staff and family members perceive their relationships with each other; staff characteristics that promote constructive relationships with the family; and interventions that support staff,family relationships. Search strategy, A literature search was performed using the following databases for the years 1990,2005: Ageline, APAIS Health, Australian Family and Society Abstracts (FAMILY), CINAHL, Cochrane Library, Dare, Dissertation Abstracts, Embase, MEDLINE, PsycINFO and Social Science Index. Personal communication from expert panel members was also used to identify studies for inclusion. A second search stage was conducted through review of reference lists of studies retrieved during the first search stage. The search was limited to published and unpublished material in English language. Selection criteria, The review was limited to studies involving residents and patients within acute, subacute, rehabilitation and residential settings, aged over 65 years, their family and healthcare staff. Papers addressing family members and healthcare staff perceptions of their relationships with each other were considered for this review. Studies in this review also included those relating to interventions to promote constructive staff,family relationships including organisational strategies, staff,family meetings, case conferencing, environmental approaches, etc. The review considered both quantitative and qualitative research and opinion papers for inclusion. Data collection and analysis, All retrieved papers were critically appraised for eligibility for inclusion and methodological quality independently by two reviewers, and the same reviewers collected details of eligible research. Appraisal forms and data extraction forms designed by the Joanna Briggs Institute as part of the QARI and NOTARI systematic review software packages were used for this review. Findings, Family members' perceptions of their relationships with staff showed that a strong focus was placed on opportunities for the family to be involved in the patient's care. Staff members also expressed a theoretical support for the collaborative process, however, this belief often did not translate to the staff members' clinical practice. In the studies included in the review staff were frequently found to rely on traditional medical models of care in their clinical practice and maintaining control over the environment, rather than fully collaborating with families. Four factors were found to be essential to interventions designed to support a collaborative partnership between family members and healthcare staff: communication, information, education and administrative support. Based on the evidence analysed in this systematic review, staff and family education on relationship development, power and control issues, communication skills and negotiating techniques is essential to promoting constructive staff,family relationships. Managerial support, such as addressing workloads and staffing issues; introducing care models focused on collaboration with families; and providing practical support for staff education, is essential to gaining sustained benefits from interventions designed to promote constructive family,staff relationships. [source] Developing medical countermeasures: from BioShield to BARDADRUG DEVELOPMENT RESEARCH, Issue 4 2009Jonathan B. TuckerArticle first published online: 12 JUN 200 Abstract The U.S. Congress passed the Project BioShield Act in 2004 to create market incentives for the private sector to develop medical countermeasures (MCMs) against high-priority chemical, biological, radiological, and nuclear threats. Two years later, Congress patched recognized gaps in the BioShield legislation by adopting the Pandemic and All-Hazards Preparedness Act of 2006, which established the Biomedical Advanced Research and Development Authority (BARDA) within the Department of Health and Human Services (DHHS). BARDA provides financial and managerial support for companies developing MCMs. This article examines U.S. government efforts in the MCM field and prospects for the future. Drug Dev Res 70:224,233, 2009. © 2009 Wiley-Liss, Inc. [source] The effects of alternative reports of human resource development results on managerial supportHUMAN RESOURCE DEVELOPMENT QUARTERLY, Issue 2 2003Brent W. Mattson Managerial responses to human resource development (HRD) results evaluation reports were experimentally investigated as a function of (1) how evaluation information was presented and (2) reported HRD program impact levels. Managers (n = 233) read a business scenario in which they were asked to make a decision about whether to implement a development program. They were then exposed to one of nine experimental treatment conditions (evaluation report type × reported program impact level). The report types included utility analysis, critical outcome technique, and anecdotal evaluation reports. Results were varied at three impact levels (low, average, and high). Findings of the study showed that managers perceived utility analysis and critical outcome technique reports as almost equally useful in decision making; however, the anecdotal evaluation report was found to be significantly less useful than either of the other two report types. There was no effect of the reported program impact level on the perceived usefulness of the evaluation reports for decision making. Furthermore, there was no interaction between report type and impact level on the perceived usefulness of the reports for decision making. These findings show that managers prefer information about the financial results of HRD interventions to anecdotal information, regardless of the reported level of impact. [source] Invited reaction: The effects of alternative reports of human resource development results on managerial supportHUMAN RESOURCE DEVELOPMENT QUARTERLY, Issue 2 2003Wayne F. Cascio Mattson's article is an important contribution to the literature in HRD and program evaluation for a variety of reasons. It addresses an area that sorely needs rigorous research, it uses a theory-based model that is relevant to managers' evaluations of HRD programs, it provides valuable insights on how best to present HRD evaluation results to managers, and it demonstrates that HRD program evaluations that are expressed in terms of results do influence the decisions of operating managers. The ongoing challenge will be to articulate linkages between HRD programs, employees' behavior, and outcomes that are important to managers. Doing so will lead to even greater impact on managers' decisions about the future uses of HRD interventions. [source] The inclusion challenge with reduced-load professionals: The role of the managerHUMAN RESOURCE MANAGEMENT, Issue 3 2008Pamela Lirio Increased interest in reduced-load (part-time) work among professionals who want to have a life beyond work has led to new challenges for managers who must sustain productivity while also supporting employees. However, to date, little attention has been focused on exactly how managers facilitate effective implementation of these alternative work arrangements. This study presents findings from an interview study of 83 cases of reduced-load professionals in 43 organizations in the United States and Canada. Analysis of the interviews with both professionals and their managers surfaced recurrent themes that led to identification of five clusters of behaviors and five clusters of dispositions that capture the nature of managerial support in implementing reduced-load work. The ten categories of behaviors and dispositions expand on existing notions of supervisory support and provide new insight into the role of managers in fostering inclusiveness. Additional quantitative analyses found significant relationships between the success of the reduced-load arrangements and specific managerial behaviors and dispositions. © 2008 Wiley Periodicals, Inc. [source] The workplace and nurses with a mental illnessINTERNATIONAL JOURNAL OF MENTAL HEALTH NURSING, Issue 6 2009Terry Joyce ABSTRACT A qualitative approach was used to explore workplace experiences of nurses who have a mental illness. Interview transcripts from 29 nurses in New South Wales, Australia were subjected to discourse analysis. One significant finding was a theme depicting the need for support and trust. This superordinate theme encompassed four subelements: declaring mental illnesses, collegial support, managerial support, and enhancing support. Most of the participants portrayed their workplace as an unsupportive and negative environment. A number of colleagues were depicted as having little regard for the codes for professional nursing practice. This paper shows how nurses in the study dealt with the workplace support associated with mental illness. [source] A phenomenological exploration of intellectual disability: nurse's experiences of managerial supportJOURNAL OF NURSING MANAGEMENT, Issue 6 2010GERALDINE GALVIN MSc, RNID galvin g. & timmins f. (2010) Journal of Nursing Management 18, 726,735 A phenomenological exploration of intellectual disability: nurse's experiences of managerial support Aim, The present study aimed to explore Registered Nurse Intellectual Disabilities (RNIDs) experiences of managerial support. Background, The current work environment for RNIDs is undergoing immense change. These changes include the introduction of social care leaders and care staff to care for people with an intellectual disability (ID) and community-based approaches to care. This has led to ambiguity and marginalization for RNIDs thus requiring them to re-establish their role boundaries. Support is thus required, through this change process, with managers required to lead and support RNIDs through this process. Methods, A Heideggerian constructivist phenomenological approach was used. Findings, Four overarching themes emerged from the data: The Professional Role of the Clinical Nurse Manager (CNM), Leadership Role of the CNM, Personal Supports and the Effects of CNM support. Conclusion, The themes found in this research study correlate with findings of other research studies on nurses' experiences of managerial support in various nurse settings. Implications for nursing management, The findings of this research study will illuminate and create an understanding for nurses, nurse managers and ID services of what managerial supports are to this specific group of RNIDs working in this service for people with an ID. [source] Keeping the spirit high: why trauma team training is (sometimes) implementedACTA ANAESTHESIOLOGICA SCANDINAVICA, Issue 3 2008T. WISBORG Background: Systematic and multiprofessional trauma team training using simulation was introduced in Norway in 1997. The concept was developed out of necessity in two district general hospitals and one university hospital but gradually spread to 45 of Norway's 50 acute-care hospitals over the next decade. Implementation in the hospitals has varied from being a single training experience to becoming a regular training and part of quality improvement. The aim of this study was to better understand why only some hospitals achieved implementation of regular trauma team training, despite the intentions of all hospitals to do so. Methods: Focus group interviews were conducted with multiprofessional respondents in seven hospitals, including small and large hospitals and hospitals with and without regular team training. Interviews were transcribed and analyzed using a Grounded Theory approach. Results: ,Keeping the spirit high' appeared to be the way to achieve implementation. This was achieved through ,enthusiasm,',strategies and alliances,' and ,using spin-offs.' It seems that the combination of enthusiasts, managerial support, and strategic planning are key factors for professionals trying to implement new activities. Conclusions: Committed health professionals planning to implement new methods for training and preparedness in hospitals should have one or more enthusiasts, secure support at the administrative level, and plan the implementation taking all stakeholders into consideration. [source] R&D managers' adaptation of firms' HRM practicesR & D MANAGEMENT, Issue 3 2009Pedro Ortín Ángel The heads of R&D departments are those most responsible for the adaptation of firms' human resource management (HRM) practices to the idiosyncrasies of their departments. From their description, this paper analyzes the HRM practices in R&D departments and the adaptation achieved in four different firms. The data suggest that the main adaptations are produced primarily in recruiting and organizing the work of R&D personnel. In contrast to suggestions in the specialized literature, less adaptation is found in other HRM practices analyzed (managerial support and degree of delegation, compensation and career plans). Psychological theories of procedural justice and social comparison can improve our understanding of such results. The organizational structure affects the reference group for such comparisons and, consequently, the R&D managers' capacity to adapt such practices. Based on these arguments, the delegation of HRM practices to R&D departments will enhance the degree of adaptation of such policies. [source] A phenomenological exploration of intellectual disability: nurse's experiences of managerial supportJOURNAL OF NURSING MANAGEMENT, Issue 6 2010GERALDINE GALVIN MSc, RNID galvin g. & timmins f. (2010) Journal of Nursing Management 18, 726,735 A phenomenological exploration of intellectual disability: nurse's experiences of managerial support Aim, The present study aimed to explore Registered Nurse Intellectual Disabilities (RNIDs) experiences of managerial support. Background, The current work environment for RNIDs is undergoing immense change. These changes include the introduction of social care leaders and care staff to care for people with an intellectual disability (ID) and community-based approaches to care. This has led to ambiguity and marginalization for RNIDs thus requiring them to re-establish their role boundaries. Support is thus required, through this change process, with managers required to lead and support RNIDs through this process. Methods, A Heideggerian constructivist phenomenological approach was used. Findings, Four overarching themes emerged from the data: The Professional Role of the Clinical Nurse Manager (CNM), Leadership Role of the CNM, Personal Supports and the Effects of CNM support. Conclusion, The themes found in this research study correlate with findings of other research studies on nurses' experiences of managerial support in various nurse settings. Implications for nursing management, The findings of this research study will illuminate and create an understanding for nurses, nurse managers and ID services of what managerial supports are to this specific group of RNIDs working in this service for people with an ID. [source] | |||||||||||||