PubMed Health⌕ Search

SEARCH · PubMed Health

Results for “Workforce”

Explore indexed PubMed citations for clinical trials, systematic reviews and public health research. Read source abstracts and follow each citation to its original PubMed record.

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

At least 361 records · Page 20Linked to original sources
PubMed1998

Workforce diversity and cultural competence in healthcare.

This paper presents a discussion of workforce diversity in healthcare and its attendant requisite of cultural competency. The first section of the paper argues that self-assessments and diversity training are integral to workforce diversity management. This paper maintains that diversity training should be a part of overall strategic goals, and that the development of management goals should be based on self-assessments. The second section of the review offers a framework of cultural competency in healthcare delivery based on the relationship between patient and provider, and the community and health system. For this relationship to be successful, this review argues that health systems should foster providers that can also be cultural brokers. The cultural broker role is seen as core to achieving cultural competency.

Clinical Competence↗
PubMedDate not supplied

An estimate of prostate cancer prevalence for a demographically similar workforce population.

To obtain an estimate of prostate cancer prevalence when screening is applied to a workforce, we conducted a search of the English world literature from West Virginia University. Thirty-one papers which met selection criteria for screening were followed by histopathologic diagnosis. Publications using Prostate Specific Antigen (PSA) as a screening test were reviewed. The data from these papers were combined. Population characteristics were then selected to represent the demographics of a working population. Prostate cancer prevalence estimates for the demographics of a working population were calculated using a weighted mean after relevant studies lacked homogeneity and therefore failed meta-analysis. The expected prevalence of prostate cancer in a workplace surveillance population is 2.03% (95% C.I. from 1.69% to 2.37%). This information is useful to entities considering workplace surveillance. Selection bias, geographic location, and uncertainty in prediction of a representative workforce population may strongly influence estimates.

Aged↗
PubMed2000

Looking into tomorrow. Health workforce issues confronting physician assistants.

An important issue facing the physician assistant (PA) profession is how it can achieve a balance between supply of, and demand for, the services that PAs provide in the health workforce of the future. Recently, there has been debate and discussion about the implications of the recent expansion of the supply of PAs. In this article, we review and discuss (1) workforce data on physicians, PAs, and nurse practitioners and (2) projections of the number of these clinicians who will be trained in the future. We then analyze (1) data that describe the past 11 years of PA education and (2) data that address the experience of recent graduates of PA education programs who have sought employment. Some evidence suggests that, although demand has kept pace with expanding supply, a perception clearly exists that the PA job market may be tightening in some regions of the United States.

Physician Assistants↗
PubMed2000

The role of low cost communications in health in the redevelopment of the indigenous physician workforce among selected jurisdictions of the US-associated Pacific Islands.

Low cost communications in health are key to the strategic redevelopment of the indigenous physician workforce among select countries of the U.S-Associated Pacific Islands. In conducting the Pacific Basin Medical Officers Training Program (PBMOTP) from 1986-1996, the University of Hawaii established five key strategic objectives to train and support physician graduates from the Freely Associated States of the Federated States of Micronesia and the Republics of the Marshall Islands and Palau. These objectives were to: conduct a basic medical education program which graduated 70 physicians; promote regional internship training programs; assist in establishing formal postgraduate training opportunities; reestablish a regional physician's professional organization; and promote both regional and local continuing medical education activities. Inherent in the PBMOTP training program was familiarising students with hands on research methodologies, use of computers and information systems, and the processes of "store and forward" distant medical consulting. This paper documents the regional development of expanded access to medical information and distance medical communications technology and processes, including CD_Rom, Epiinfo, Picasso phone, E-mail, and Website based consult and Medical information search. Recently, email and Internet processes have promoted access to and the use of low cost communications in health thereby further reducing professional isolation among the new physician workforce in Micronesia.

Career Choice↗
PubMed2003

[Socioeconomic risk indicators for disability pension within the Danish workforce. A registry-based cohort study of the period 1994-1998].

INTRODUCTION: The aim was to identify socio-economic risk indicators among the Danish work force (aged 18 to 59) for being granted disability pension. MATERIAL AND METHODS: A closed cohort study based on a random 10% sample of the Danish workforce defined in 1994 and followed in registers from 1995 to 98 for disability pension. The study population included 254,905 persons. Citizens in Denmark have a unique personal identification number so socio-economic data at individual levels from Statistics Denmark were linked with the Disability Pension Registry. All persons but 39 could be traced throughout the study or until the event of disability pension, emigration or death. Cox regression was used to calculate the hazard rate ratio of being granted disability pension. RESULTS: 4443 persons were granted disability pension. The risk of being granted disability pension increased significantly with low social class. Comparing unskilled workers to managers showed that workers had 1.6 (95% confidence interval: 1.4-1.9) times greater risk of disability pension. For female unskilled workers the risk was 1.9 (1.6-2.2). Men with seven years' schooling had 3.1 (2.3-4.3) times higher risk of disability pension than men with a university degree, and women with seven years' schooling had 3.8 (2.5-5.8) greater risk. Having been on sick leave more than 13 weeks compared to sick leave less than four weeks increased the risk by 11.5 (10.1-13.1) for men and 11.2 (9.9-12.8) for women. High age, unemployment, living alone and receiving social benefits were also risk indicators for disability pension. DISCUSSION: The study identified reliable estimates of socioeconomic risk indicators, e.g. low level of education, low social class, and unemployment for leaving the workforce with disability pension.

Adolescent↗
PubMed2003

Nursing workforce supply data trends in Hawaii.

Surveys of the nursing workforce in Hawaii over the last six years point to an increasing shortage of nurses. Data trends reveal a nursing workforce that is older than the rest of the U.S. with more ethnic and gender diversity. Strategies are needed to ensure adequate numbers and levels of nurses to meet the health care needs of the people of Hawaii.

Age Distribution↗
PubMed1999

NJ Commission on the Physician Workforce recommendations.

The New Jersey Commission on the Physician Workforce recommendations offer one approach to stabilize the state's physician workforce. Regardless of the approach used by our state it is imperative that the primary focus be directed to patients. Residents of the Garden State deserve to continue to obtain high-quality medical care throughout their lives.

Humans↗
PubMed2003

Rural origin and rural medical exposure: their impact on the rural and remote medical workforce in Australia.

Australia, like many countries, finds it difficult to recruit enough medical practitioners to live and work in rural and remote communities. Over the last decade the Australian Commonwealth Government has invested in a national strategy to train its medical workforce to encourage recruits to rural and remote general practice. This strategy is based on overseas experience that rural origin students, and those experiencing early and repeated rural exposure during training, are more likely to practise in a rural location. The importance of rural origin as a predictor of rural practice is well documented in the literature. More recent studies have tended to focus on rural exposure during both undergraduate and early postgraduate years, and on developing rural curricula in a multifaceted approach to medical training. All 11 medical schools in Australia have modified their selection criteria to encourage students from rural and remote locations, and have, to a varying degree, encouraged rural exposure in parallel with developing uniquely rural content in their curricula. Many of these initiatives are quite recent and have not yet been thoroughly evaluated against their success in addressing shortages in the rural and remote medical workforce. The aim of the review is to explore how the relationship between rural origin and rural exposure during undergraduate and postgraduate training and choice of practice location has underpinned initiatives in medical education in Australia in the years 1990-2003.

Journal Article↗
PubMed2005

Work and mental health: the experience of the Quebec workforce between 1987 and 1998.

This study examines the distribution of psychological distress in twelve occupational groups over the decade 1987-1998 in the Quebec workforce. Cross-sectional data from the three phases of the Quebec Health and Social Survey are used with n = 9,450 in 1987, n = 10,947 in 1992 and n = 10,960 in 1998, totalling 31,357 workers aged 15 and over. Occupations are classified according to the Canadian Socio-economic Classification of Occupations. Prevalence estimates for occupational groups are computed and logistic regression analyses are conducted controlling for gender, age and marital status. The results show that the prevalence of workers with psychological distress increased sharply between 1987 and 1992 and declined back in 1998 but still increased compared to 1987. However, only non-qualified white collars, semi-qualified blue collars and male non-qualified blue collars show a significant increment in psychological distress over time. Analysis of the differentials in the prevalence of psychological distress gives greater odds of distress for supervisors, semi-qualified white and blue collar workers compared to upper managers. The odds for occupations are stable over time, gender, age and marital status. The odds of female workers significantly decreased in the three phases. It appears that the restructuring of the work environment and the perturbations in the larger society promoted an increase of psychological distress within definite segments of the workforce. The specific contribution of occupation is limited but supervisors and occupations requiring lower qualifications are more at risk regarding mental health at work.

Adolescent↗
PubMed2005

"A players" or "A positions"? The strategic logic of workforce management.

Companies simply can't afford to have "A players" in all positions. Rather, businesses need to adopt a portfolio approach to workforce management, systematically identifying their strategically important A positions, supporting B positions, and surplus C positions, then focusing disproportionate resources on making sure A players hold A positions. This is not as obvious as it may seem, because the three types of positions do not reflect corporate hierarchy, pay scales, or the level of difficulty in filling them. A positions are those that directly further company strategy and, less obviously, exhibit wide variation in the quality of the work done by the people who occupy them. Why variability? Because raising the average performance of individuals in these critical roles will pay huge dividends in corporate value. If a company like Nordstrom, for example, whose strategy depends on personalized service, were to improve the performance of its frontline sales associates, it could reap huge revenue benefits. B positions are those that support A positions or maintain company value. Inattention to them could represent a significant downside risk. (Think how damaging it would be to an airline, for example, if the quality of its pilots were to drop.) Yet investing in them to the same degree as A positions is ill-advised because B positions don't offer an upside potential. (Pilots are already highly trained, so channeling resources into improving their performance would probably not create much competitive advantage.) And C positions? Companies should consider outsourcing them--or eliminating them. We all know that effective business strategy requires differentiating a firm's products and services in ways that create value for customers. Accomplishing this requires a differentiated workforce strategy, as well.

Commerce↗
PubMedDate not supplied

Understanding the nursing workforce: a longitudinal study of Australian nurses six years after graduate study.

BACKGROUND: The challenge posed by the worldwide nursing shortage is significant not only for workforce and facility planners, but also for those who educate nurses for practice and nurses themselves. The provision of skilled and competent advanced nurses is clearly a goal of postgraduate education. An increasing shortage of skilled and qualified nursing staff to provide the required level of care is evident in Australia. OBJECTIVE: To determine the impact of graduate education on registered nurses' personal and professional development. DESIGN: A longitudinal descriptive and co-relational study of postgraduate nursing students using postal survey. SAMPLE: Five cohorts (1998-2002) of nurses who had graduated from university with a graduate diploma or master of nursing qualification were all surveyed over six years post graduation (n=151). RESULTS: The study showed the greatest motivator to change jobs was greater job satisfaction; self esteem and their ability to carry out their role exceeded their job satisfaction; one quarter wanted to change their career and the strongest facilitator and the strongest barrier to careeradvancement were their personal situation. CONCLUSION: This paper focuses on recent career moves, motivation, intentions and influencing factors six years after completion of their tertiary studies. This information is critical in choosing retention strategies and workforce planning.

Career Mobility↗
PubMedDate not supplied

The aging nursing workforce: How to retain experienced nurses.

In the face of an anticipated nursing shortage, healthcare organizations must evaluate their culture, operations, and compensation system to ensure that these elements align with organizational efforts to retain nurses who are approaching retirement age. Management should focus on enhancing elements of job satisfaction and job embeddedness that will motivate nurses to remain both in the workforce and with their employer. Although much of this responsibility falls on the nurse manager, nurse managers are often not provided the necessary support by top management and are neither recognized nor held accountable for nurse turnover. Other retention initiatives can include altering working conditions to reduce both physical and mental stress and addressing issues of employee health and safety. As for compensation, organizations may be well-served by offering senior nursing staff flexible working hours, salary structures that reward experience, and benefit programs that hold value for an aging workforce.

Adult↗
PubMed2006

Leading a multigenerational nursing workforce: issues, challenges and strategies.

Today's nursing workforce is made up of staff and nursing leaders from four different generational cohorts. Generational diversity, including workforce differences in attitudes, beliefs, work habits, and expectations, has proven challenging for nursing leaders. The purpose of this article is to assist nursing leaders to reframe perceptions about generational differences and to view these differences in attitudes and behaviors as potential strengths. Developing the skill to view generational differences through a different lens will allow the leader to flex their leadership style, enhance quality and productivity, reduce conflict, and maximize the contributions of all staff. This article provides an overview of the generational cohorts and presents strategies which nursing leaders can use to coach and motivate, communication with, and reduce conflict for each generational cohort of nurses.

Attitude of Health Personnel↗
PubMedDate not supplied

An estimate of the need for environmental health academicians in the workforce.

In July 1987, a workshop was held to evaluate the environmental health workforce. The workshop was sponsored by the Bureau of Health Professions. Health Resources and Services Administration of the Public Health Service. Participants were drawn from State and local agencies, Federal agencies, industry, and academia. Estimates of workforce needs were based on background information and informed consensus judgments of workshop participants. The final report of the workshop was published in January 1988. The authors synthesize some of the consensus judgements and review data from a position paper developed for the workshop. The supply, demand, and projected need for new academicians in environmental health on both graduate and undergraduate levels through 1992 are estimated. These estimates are based on the need for persons trained in the various environmental health subspecialties identified during the workshop. Outlined are the number and educational backgrounds of new faculty required. The types of new training programs that are required to meet the needs for environmental health specialists through 1992 are discussed.

Environmental Health↗
PubMed1990

Workforce diversity in health care: managing the melting pot.

Management journals and business magazines are abuzz with discussions of how the changing makeup of the American workforce will affect business operations. Many health care executives are already making the transition to a workforce dominated by women, minorities, and immigrants. Managing the great American melting pot is a big challenge, according to executives, but with proper planning it can be done.

Communication Barriers↗
PubMed1994

Managing the U.S. health care workforce: creating policy amidst uncertainty.

Managing the health care workforce will have important implications for costs, quality, and access. Factors influencing supply include the production of new professionals, their relative effort, and rates of retirement. Demand will depend upon the development of new diseases, new drugs, and technologies, as well as the growth of managed care, which uses fewer physicians, fewer specialists, and more midlevel practitioners. There is a general consensus that there are too many physicians, especially specialists. Reducing the number of residency positions would reduce supply, predominantly by slowing importation of international physicians. Obstacles to workforce reform include a distrust of supply projections, skepticism about governmental planning, conservatism of established institutions, and the reality that some hospitals would lose positions and resources.

Adult↗
PubMed1996

A pilot diabetes awareness and exercise programme in a multiethnic workforce.

AIMS: To evaluate the acceptability and impact of a pilot diabetes awareness and exercise programme in a mainly Polynesian workforce. METHOD: Comparison of change in questionnaire and anthropometric measurements in two hospital ancillary workforces. One group (n = 108) received one community diabetes educator presentation, one video presentation and a 4 month exercise programme. The other group (n = 99) served as controls. RESULTS: Baseline diabetes knowledge was poor (total score 26 (SD 13%)) and subjects were largely unfit with a high body mass index (31.5 (7.1) kg/m2). The exercise sessions were well attended, although attendance declined over the 4 months. Increased diabetes knowledge was retained in the intervention group after 6 months when compared with controls (total score 35(14)% vs 26(12)% respectively, p < 0.001). One month after the termination of the programme, the proportion reporting regular exercise activity (at least 30 minutes for 3 days per week) had increased by 2% in the intervention group but declined by 9% in the control group (p < 0.05). CONCLUSIONS: Diabetes knowledge and exercise can be increased in unfit subjects by the combination of culturally tailored exercise techniques and community diabetes educator/video presentations.

Adult↗