Organizational Memory and Snap Back Performance in Public Agencies

First Line of Defense

Regional Public Health Training Centers: An Essential Partner in Workforce Development.

Expanding Access to Emergency Contraception Through State Systems: The Washington State Experience

Innovations

The focus of this chapter is to explain how a strategic management approach to employee induction, turnover and retention can increase the overall competitiveness and success of the organisation. It begins by explaining what employee induction is and why organisations invest in these programmes from a strategic perspective. The term 'onboarding' is explained, and the impact of employee turnover is discussed. The author goes on to identify specific practices to analyse employee turnover, and to explain why employee retention is so important from a strategic perspective.

Context:Recent legislation in states across the United States has required governmental health agencies to take on new and different roles in relation to abortion. While there has been media attention to health department roles in regulating abortion providers, there has been no systematic investigation of the range of activities in which state and local health departments are engaged.Objective:To systematically investigate health department activities related to abortion.Methods:We searched state health department Web sites of the 50 states and District of Columbia using key words such as “abortion” and “pregnancy termination”. Two trained coders categorized 6093 documents using the 10 Essential Public Health Services (EPHS) framework. We then applied these methods to 671 local health department documents.Setting:State and local health department Web sites.Participants:N/A.Results:On average, states engaged in 5.1 of 10 Essential Services related to abortion. Most (76%-98%) state health departments engaged in activities to Monitor Health Status (EPHS1), Enforce Laws (EPHS6), and Evaluate Effectiveness, Accessibility, and Quality (EPHS9). Many (47%-69%) engaged in activities to Inform and Educate (EPHS3), Develop Policies (EPHS5), and Link to Services (EPHS7). A minority (4%-29%) engaged in activities to Diagnose and Investigate Health Problems (EPHS2), Mobilize Community Partnerships (EPHS4), and Assure Competent Workforce (EPHS8). No state engaged in Innovative Research (EPHS10). Few local health departments engaged in abortion-related activities.Conclusions:While most state health departments engage in abortion-related activities, they appear to reflect what the law requires rather than the range of core public health activities. Additional research is needed to assess whether these services meet quality standards for public health services and determine how best to support governmental health agencies in their growing tasks. These findings raise important questions about the role of public health agencies and professionals in defining how health departments should be engaging with abortion.

Regionalization, systems of care design, and quality improvement (QI) registry participation all promote the widespread dissemination of guideline-based evidence into actual practice. As a result, policy statements from the American Heart Association/American Stroke Association (AHA/ASA) advocate for the creation of regional systems of care for various time-critical diagnoses, including ST-elevation myocardial infarction (STEMI), out-of-hospital cardiac arrest resuscitation, and acute stroke.1–3 Creation of these regional networks requires multidisciplinary collaboration to implement 5 mutually reinforcing core elements4 that build each system: (1) Designation of certain hospitals with special treatment capabilities as Receiving Centers for STEMI, resuscitation, or stroke; (2) emergency medical services (EMS) destination protocols that allow for direct transport of certain patients identified by explicit triage criteria to a designated Receiving Center, thus allowing for bypass of closer hospitals if they lack the needed specialty service; (3) organized interhospital transfer and transport protocols to a Receiving Center for appropriate patients who initially self-present or are mistriaged to a Referral Hospital; (4) communication or telemedicine options to provide real-time expert consultation as needed from a Receiving Center to its associated Referral Hospitals or EMS providers; and (5) participation in a regional and/or national QI registry to track relevant process-of-care metrics and meaningful risk-adjusted clinical outcomes. Within each of the 50 states, unique challenges exist for stakeholders attempting to implement the 5 aforementioned core elements of regional or statewide systems of care. In particular, substantial variation exists with regard to the starting point for these initiatives. For example, some states already have sufficient regulatory authority within their EMS agency or state department of health (DOH) to regionalize care of time-critical diagnoses, whereas other states require new legislation to create coordinated systems. In October 2011, the Advocacy Coordinating Committee of the AHA convened a multispecialty task force to assess the …

Employee turnover leads to increased operational costs and workloads and affects sales performance. Reducing employee turnover is essential for managers of small and medium sized enterprises to minimize costs and increase sales performance. Grounded in the job embeddedness theory, the purpose of this qualitative multiple case study was to explore strategies the managers of small and medium sized enterprises use to reduce employee turnover that negatively affects sales performance. Data were collected using semistructured, face-to-face interviews, and a review of organizational documents. The participants consisted of three managers of small and medium sized enterprises in the Bronx, New York. After conducting the interviews, the interviews were transcribed. The transcripts and organizational documents were then uploaded into NVivo v12 software to analyze the data (i.e., organize data, create codes, and identify themes). The analysis revealed that recognition and rewards, training and career advancement opportunities, effective communication, and pay, compensation, and benefits are effective in helping to reduce employee turnover. Managers of small and medium sized enterprises may use the findings to devise recognition and reward strategies to decrease employee turnover. The findings and recommendations from this inquiry may help managers of small and medium sized enterprises, business leaders or owners, and human resource personnel to reduce employee turnover and improve sales performance, profitability, and competitiveness. Keywords: employee turnover, job embeddedness, employee retention, employee retention strategies, and employee engagement

Standards for Child and Adolescent Immunization Practices

Promotion of Research on the HIV Continuum of Care in the United States: The CFAR HIV Continuum of Care/ECHPP Working Group.

PurposeThe purpose of this paper is to investigate US lodging properties’ organizational employee‐retention initiatives and practices, and to examine the impact of those initiatives on employee turnover and retention.Design/methodology/approachUsing the Directory of Hotel & Lodging Companies, a convenient sample group of 24 management companies are selected. A self‐administered mail survey instrument is developed to measure and test organizational initiatives and practices on employee turnover and retention. Using SPSS 16.0, two statistical tests are employed to test study hypotheses. Correlation analysis is used to identify the relationships between predictor and response variables. Likewise, regression analysis is used to examine the relationships between predictor and response variables hypothesizing that the effectiveness of practicing the human resource management organizational initiatives on management and non‐management retention and turnover will differ.FindingsThe findings reveal that Corporate Culture, Hiring and Promotions and Training practices influence non‐management employee retention. At the same time, Hiring and Promotion practices impact management retention, as well. Moreover, Organizational Mission, Goals and Direction, and Employee Recognition, Rewards and Compensation were found to positively reduce non‐management employee turnover.Research limitations/implicationsOwing to the study methodology and the relatively low response rate, generalization of the study findings is limited. Future replication studies are recommended.Practical implicationsThe findings will equip lodging organizations and industry professionals with the contemporary tools to proactively reduce employee turnover and for maintaining employee retention. This should have a positive impact on workforce productivity.Originality/valueThis study makes a major contribution to the relative influence of the practice of eight study‐defined organizational initiatives on turnover in lodging businesses.

Surveillance reports have shown that reported sexually transmitted diseases (STDs) are increasing. The provision of partner services is an effective tool for preventing and reducing the spread of STDs. We examined partner services provided by health departments and assessed for associations with jurisdiction size, STD morbidity, and region. We used stratified random sampling to select 668 local health departments (LHDs) and selected all (n = 50) state health departments (SHDs). Rao-Scott χ2 analyses were performed to examine partner services by health department type (SHD vs. LHD), region, jurisdiction size (LHD only), and STD morbidity (LHD only). Approximately 49.0% of LHDs and 88.0% of SHDs responded to the survey. Most LHDs (81.6%) and SHDs (79.5%) provided partner services for some STDs (P = 0.63). Compared with SHDs, a higher proportion of LHDs provided expedited partner therapy for chlamydia (66.8% vs. 34.2%, P < 0.01) and gonorrhea (39.3% vs. 22.9%, P = 0.09). Partner service staff performed other activities such as conducting enhanced surveillance activities (23.0% of LHDs, 34.3% of SHDs; P = 0.20) and participating in outbreak response and emergency preparedness (84.8% of LHDs, 80.0% of SHDs; P = 0.51). Associations were found when partner services were stratified by health department type, jurisdiction size, STD morbidity, and region. All LHDs in high-morbidity areas provided partner services and 45.4% performed serologic testing of syphilis contacts in the field. A majority of STD programs in LHDs and SHDs provide a variety of partner services and partner service-related activities. It is imperative to continue monitoring the provision of partner services to understand how critical public health needs are being met.

The purpose of the study was to develop a model of reducing employee turnover as a result of job dissatisfaction in the Ministry of Primary and Secondary Education in Harare province using a case study of Harare urban teachers in Harare district. Specific objectives were to establish factors which influence employee turnover in Harare under Harare District, to determine the effect of work environment on employee turnover, to examine the effect of employee turnover on production, to ascertain the relationship between job dissatisfaction and employee turnover and to develop a model of reducing employee turnover in the Ministry of Primary and Secondary Education in Harare province. This study adopted pragmatism research philosophy which assisted the researcher in making decisions in regards to what worked best in finding answers for the research objectives mentioned. Pragmatism is more suitable in this study in making operational judgments based on what will work best for this study on reducing employee turnover as a result of job dissatisfaction in the ministry of education in Mashonaland west. A sample size of 278 was determined using Krejcie and Morgan sample size determination method. In this study it was found that a comfortable work environment for employees can increase their morale and encourage better performance. Respondents noted that job dissatisfaction can lead to career change thinking. It was established that factors such as more opportunities to progress in careers, job satisfaction affects employees’ productivity thereby results in employee turnover and retention, lack of communication making the employees feel underappreciated and unnoticed, less commitment, organizational policies and lower salary package influence employee turnover. It was also established that poor working conditions promote high staff turnover. This study established that the organization should carefully consider the hiring process, recognize strengthens and connection to the culture while reducing burnout. Furthermore, the organization should increase its motivation packages and encourage work life balance. The study recommends that Public Service Commission should develop a spirit of teamwork, Public Service Commission should empower teachers to succeed, Public Service Commission should give teachers support and should make working conditions more favorable. Considering that the study’s model explained around 68% of the reasons influencing employee departure from Zimbabwe’s education sector, future research may center on the remaining 20%. There is a chance that new perspectives will emerge from a study of multiple types of Zimbabwean private education providers operating in the context of the country. This study could involve conducting interviews with key stakeholders affiliated with the private education providers of interest to glean insights into and Implications for improving staff retention within the private education industry.

The public accounting sector of the accounting profession has long been very concerned with the problem of employee recruitment and retention. As early as the 1970s, the then Big 8 firms funded extensive studies of the determinants of employee turnover. The problem is no less real today. Indeed, much has been written about the problem of the vanishing accounting student. If reducing employee turnover and dissatisfaction becomes important in order for the public accounting firms to fulfill their mission of helping to assure the quality of information that investors receive, then having tools that foster an understanding of the determinants of employee dissatisfaction, stress, and turnover is vital. Sheds light on these issues by demonstrating how sophisticated statistical techniques can illuminate the underlying determinants of employee turnover and other important job attitudes. Applies structural equation modeling to Collins and Killough's dataset in order to demonstrate how it can provide important additional substantive insights about relationships between the stressors and job outcomes in public accounting. This important interpretive information is not available, or is available in only limited fashion, in the comparison method of canonical correlation analysis.

Purpose: In this case study, we investigate the frequency and reasons for the junior employees’ turnover problems being faced by a growing Telco in Pakistan. Having identified the root causes, creative HR people practices have been suggested as solutions for retaining valuable talent. Methodology: A survey questionnaire was administered among the staff of the company under study to identify their needs satisfaction level and then asked them to rate factors instrumental for retaining high performing talent. A Multi-point Rating Scale (1-5 and 1-7) was used for the 33 items. Findings: The results explore which employee retention measures can be taken so as to improve employee job satisfaction, loyalty and productivity. The trend points along dimensions of financial benefits, improved work environment and growth opportunities. Practical Implication: On broader platform, we can generalize the employee retention factors ranking to other Telco/IT companies operating in the hyper-inflated environment of Pakistan. Value: In many local growing organizations, effort and finance is not invested to determine Employee Satisfaction Index on an annual basis. This study will serve the purpose of preliminary survey in this regard for this company in addition to providing insight into common Pakistani lower-cadre employee needs. Keywords: Employee Turnover, Employee Retention, Employee Satisfaction, Pakistan