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Biomedical subjects

Kent V Rondeau

Publications and source records attributed to Kent V Rondeau.

9 recordsLinked to original sources
PubMed2006

Health promoting attitudes and behaviors of emergency physicians: exploring gender differences.

PURPOSE: The purpose of this paper is to report on gender differences in emergency physicians with respect to their attitudes, knowledge, and practices concerning health promotion and disease prevention. DESIGN/METHODOLOGY/APPROACH: A mail survey of 325 male and 97 female Canadian emergency physicians. FINDINGS: Results suggest female emergency physicians report having greater knowledge of health promotion topics, spend more time with each of their patients in the emergency setting, and engage in more health promotion counseling in the emergency setting than do their male counterparts. ORIGINALITY/VALUE: The paper argues that in the future, educating and socializing emergency physicians, both male and female, in the practice of health promotion will enhance the potential of the emergency department to be a more effective resource for their community.

Adult↗
PubMed2006

Nurse and resident satisfaction in magnet long-term care organizations: do high involvement approaches matter?

AIM: This study examines the association of high involvement nursing work practices with employer-of-choice (magnet) status in a sample of Canadian nursing homes. BACKGROUND: In response to a severe shortage of registered nursing personnel, it is imperative for health care organizations to more effectively recruit and retain nursing personnel. Some long-term care organizations are developing employee-centred cultures that allow them to effectively enhance nurse and resident satisfaction. At the same time, many nursing homes have adopted progressive nursing workplace practices (high involvement work practices) that emphasize greater employee empowerment, participation and commitment. METHOD: A mail survey was sent to the director of nursing in 300 nursing homes in western Canada. In total, 125 useable questionnaires were returned and constituted the data set for this study. Separate ordinary least squares regressions are performed with magnet strength, nurse satisfaction and resident satisfaction used as dependent variables. RESULTS: Nursing homes that demonstrate strong magnet (employer-of-choice) characteristics are more likely to have higher levels of nurse and patient satisfaction, even after controlling for a number of significant factors at the establishment level. Magnet nursing homes are more likely to have progressive participatory decision-making cultures and much more likely to spend considerable resources on job-related training for their nursing staff. The presence of high involvement work practices is not found to be a significant predictor in magnet strength, nurse or resident satisfaction. CONCLUSION: Merely adopting more high involvement nursing work practices may be insufficient for nursing homes, which desire to become 'employers-of-choice' in their marketplaces, especially if these practices are adopted without a concomitant investment in nurse training or an enhanced commitment to establishing a more democratic and participatory decision-making style involving all nursing staff.

Attitude of Health Personnel↗
PubMed2004

Implementing CQI while reducing the work force: how does it influence hospital performance?

During the 1990s, many Canadian hospitals introduced quality improvement initiatives while radically reducing their work force. Yet, the incompatible nature of QM and organizational downsizing suggests that the success of one or both change management programs will be sacrificed when done concurrently. Results from a large sample of Canadian hospitals suggest that the implementation of a strong quality improvement initiative can mitigate the negative consequences of severe work force contractions on certain valued organizational performance objectives.

Canada↗
PubMed2002

Organizational learning and continuous quality improvement: examining the impact on nursing home performance.

Interest is growing in learning more about the ability of total quality management and continuous quality improvement (TQM/CQI) initiatives to contribute to the performance of healthcare organizations. A major factor in the successful implementation of TQM/CQI is the seminal contribution of an organization's culture. Many implementation efforts have not succeeded because of a corporate culture that failed to stress broader organizational learning. This may help to explain why some TQM/CQI programs have been unsuccessful in improving healthcare organization performance. Organizational performance variables and organizational learning orientation were assessed in a sample of 181 Canadian long-term care organizations that had implemented a formal TQM/CQI program. Categorical regression analysis shows that, in the absence of a strong corporAte culture that stresses organizational learning and employee development, few performance enhancements are reported. The results of the assessment suggest that a TQM/CQI program without the backing of a strong organizational learning culture may be insufficient to achieve augmented organizational performance.

Canada↗
PubMed2002

Labour-management forums and workplace performance. Evidence from union officials in health care organizations.

Many health care workplaces are adopting more cooperative labour-management relations, spurred in part by sweeping changes in the economic environment that have occurred over the last decade. Labour-management cooperation is seen as essential if health care organizations are to achieve their valued performance objectives. Joint labour-management committees (LMCs) have been adopted in many health care workplaces as a means of achieving better industrial relations. Using data from a sample of Canadian union leaders in the health care sector, this paper examines the impact of labour-management forums and labour climate on employee and organizational outcomes. Research results suggest that labour climate is less important in predicting workplace performance (and change in workplace performance) than is the number of LMCs in operation. However, labour climate is found to be at least as important in predicting union member satisfaction (and change in member satisfaction) as is the wide adoption of LMCs in operation. These findings are consistent with the notion that the greater use of LMCs is associated with augmented workplace performance (and a positive change in workplace performance), notwithstanding the contribution of the labour climate in the workplace.

Attitude to Health↗
PubMed2002

Health human resource planning requires an effective staff retention policy.

Planning for health human resources requires us to think about the forces and factors that attract healthcare professionals to their jobs and keep them there. However, the forces for attracting healthcare employees to a job are not the same as those factors that keep them there. Without effective recruitment and retention policies for healthcare professionals, planning initiatives will continue to be ineffective.

Canada↗
PubMedDate not supplied

Managing the workforce reduction: hospital CEO perceptions of organizational dysfunction.

Over the past few years many nations have undertaken activities aimed at restructuring and reengineering their health system as a means of achieving greater cost effectiveness and consumer responsiveness. Most efforts at reforming healthcare delivery have been accompanied by the downsizing of healthcare organizations. Organizations that are undergoing decline or significant workforce contractions are widely believed to experience a number of negative or dysfunctional attributes as a consequence of reductions in, or redeployments of, their labor force. For organizations undergoing planned workforce reductions, much speculation has been made in an attempt to identify a set of "best practices" that have the potential to mitigate the dysfunctional consequences associated with large permanent reductions in the workforce. This article explores the relationships among workforce-reduction practices and perceptions of organizational dysfunction in a large sample of Canadian hospitals. Results of the analysis suggest that the application of certain "progressive" workforce-reduction practices preceding, during, and subsequent to the downsizing process may play an important role in mitigating some of these dysfunctional organizational consequences. This research provides some evidence to suggest that how a workforce reduction is carried out may have a greater effect on organizational effectiveness than either the magnitude or severity of the overall workforce reduction.

Attitude of Health Personnel↗
PubMedDate not supplied

Emergency department overcrowding: the impact of resource scarcity on physician job satisfaction.

Emergency departments in most developed countries have been experiencing significant overcrowding under a regime of severe resource constraints. Physicians in emergency departments increasingly find themselves toiling in workplaces that are characterized by diminished availability of, limited access to, and decreased stability of critical resources. Severe resource constraints have the potential to greatly weaken the overall job satisfaction of emergency physicians. This article examines the impact of hospital resource constraints on the job satisfaction of a large sample of emergency physicians in Canada. After controlling for workflow and patient characteristics and for various institutional and physician characteristics, institutional resource constraints are found to be major contributors to emergency physician job dissatisfaction. Resource factors that have the greatest impact on job satisfaction include availability of emergency room physicians, access to hospital technology and emergency beds, and stability of financial (investment) resources.

Adult↗