Personnel In Positions Research Articles

Learning curve: putting healthy school principles into practice.

The H-shape design planned for New York City’s new Public School 109, as described by The New York Times, allowed for large courtyards shielded from neighbors’ noise for play and recreation, windows that open onto the courtyards to provide light and air, and thoroughly ventilated wardrobes to dry clothing and maintain circulation. That was a few years ago—in 1901, to be exact. But those long-ago improvements—attention to indoor air quality, ventilation, lighting, and acoustics—now distinguish “high-performance” schools, which are specifically designed to promote better attendance, achievement, and behavior. Throw in energy and water conservation features—which are traditional “green” elements—along with a recycling program, an environmentally preferable purchasing program, nontoxic cleaning products, integrated pest management, a school garden to augment other healthful cafeteria food, and a sustainably developed site, and you have the new ideal for today’s healthy schools and child care centers. But many children attend schools that bear no resemblance to this picture. Numerous studies have demonstrated that schools can be places where kids too often are exposed to toxic chemicals, mold, lead, asbestos, and other harmful agents. Moreover, some schools are located in areas where the outdoor air is so polluted that teachers wouldn’t want to open the windows even if they could. With children spending about one-third of their day at school, healthy school facilities could, if given the support, provide children with the most pollution-free part of their day, experts say.

Impact of a Computerized Physician Order-Entry System

The Institute of Medicine has urged the adoption of electronic prescribing systems in all health-care organizations by 2010. Accordingly, computerized physician order entry (CPOE) warrants detailed evaluation. Mixed results have been reported about the benefit of this system. No review of its application in surgical patients has been reported to date. We present the implementation of CPOE in the management of surgical patients within an academic multispecialty practice. Retrospective and prospective analyses of patient-safety measures were done pre- and post-CPOE institution, respectively. Other metrics evaluated included medication errors, order-implementation times, efficiencies, personnel requirements, and physician time. Sampling of time span for the order placement process was assessed with direct hidden observation of the provider. A total of 15 (0.22%) medication errors were discovered in 6,815 surgical procedures performed during the 6 months before CPOE use. After implementation, 10 medication errors were found (5,963 surgical procedures [0.16%]) in the initial 6 months and 13 (0.21%) in the second 6 months (6,106 surgical procedures) (p = NS). Mean total time from placement of order to nurse receipt before implementation was 41.2 minutes per order (2.05 minutes finding chart, 0.72 minutes writing order, 38.4 minutes for unit secretary transcription) compared with 27 seconds per order using CPOE (p < 0.01). Four additional informational technology specialists were temporarily required for assistance in implementing CPOE. After CPOE adoption, 11 of 56 (19.6%) ancillary personnel positions were eliminated related to order-entry efficiencies. Present CPOE technology can allow major efficiency gains, but refinements will be required for improvements in patient safety.

Level 1 Therapeutic Model Site

This site is an intertribal residential grant school annually enrolling over 250 students in grades 1-8 from tribes located in three states on the Northern Great Plains. From its inception in 1890, the boarding school's mission has been to provide services for young children in need of a safe and supportive living and learning environment. For over a decade, this site has used strategies centered on respecting children, structuring students' time, and providing the therapeutic benefits of a well-maintained campus. This site also has a long history of believing in each child's inherent value and potential. When Therapeutic Residential Model funding commenced at the midpoint of the 2002-2003 school year, L1 focused these new resources on strengthening and refining its program. The number of personnel positions increased from 98 to 135, with new positions principally going to dormitory staff and four Masters-level counselor positions. This increase in staff allowed L1 to proactively address the children's developmental needs. The site also adopted and implemented the Applied Humanism caregiving model. In accordance with Applied Humanism, an interview was utilized that allowed the site to identify and hire applicants possessing the attitudes and skills necessary to be good caregivers, existing staff were trained so that they understood the kind of caregiving that would be expected of them, supervision procedures and practices were implemented that supported and encouraged good caregivers and provided time-limited assistance to those who were not, and relevant agency policies and procedures were revised as needed to align with the Applied Humanism philosophy. In addition, the Morningside program was brought in to systematically address the students' academic lags in reading. The results of implementing the Therapeutic Residential Model were a reduction in behavioral incidents, a decrease in the amount of money spent on external mental health services, an increase in the retention rate, an increase in academic skills in selected areas, and higher scores on pre-post measures of adjustment, interpersonal relationships, and adaptability.

Personnel strategy and their realization at the Belarusian enterprises

Abstract In the article problems of the theory and practice of development of personnel strategy of the enterprises are reflected. The basic kinds of personnel strategy are opened, the forms of their realization, the international experience is investigated. The dialectics of personnel positions of the Belarus enterprises for 1991–2003 is investigated, influence of a labor market on the given processes is shown. Necessity of transition to strategy of socially responsible re‐structuring is proved. Theoretical bases and applied aspects of realization of strategy of socially responsible re‐structuring at the enterprises of Byelorussia are given.

PERSONNEL STRATEGY AND THEIR REALIZATION AT THE BELARUSIAN ENTERPRISES

In the article problems of the theory and practice of development of personnel strategy of the enterprises are reflected. The basic kinds of personnel strategy are opened, the forms of their realization, the international experience is investigated. The dialectics of personnel positions of the Belarus enterprises for 1991–2003 is investigated, influence of a labor market on the given processes is shown. Necessity of transition to strategy of socially responsible re‐structuring is proved. Theoretical bases and applied aspects of realization of strategy of socially responsible re‐structuring at the enterprises of Byelorussia are given.

Wissenschaftler in deutschen anatomischen Instituten: Longitudinale Studie hinsichtlich der Anzahl, des Geschlechts, der Dienststellung und der akademischen Ausbildung

Zusammenfassung In der folgenden Arbeit ist die Entwicklung des Geschlechterverhaltnisses, der Dienststellungen und der Art der akademischen Ausbildung von Wissenschaftlern in den deutschen anatomischen Instituten in einem Zeitraum von 6 Jahren (1993–1999) aufgefuhrt. Aus dem Jahre 1999 sind sowohl die anatomischen Institute der alten als auch der neuen Bundeslander berucksichtigt worden. Aus der Erhebung des Jahres 1993 wurden, wegen der damals noch nicht vollstandig geklarten Einordnung in Stellenarten in den neuen Bundeslandern, in erster Linie die Institute der alten Bundeslander berucksichtigt. Bezuglich der Geschlechterverteilung gab es uber die Zeit keine Veranderungen. Insbesondere auf den Professorenstellen (C4, C3 und C2) sind weiterhin nur sehr wenige Frauen zu finden. In der Gruppe der wissenschaftlichen Mitarbeiter ist der prozentuale Anteil der Frauen etwas hoher. In beiden Erhebungen ist die uberwiegende Anzahl der Wissenschaftler/innen Mediziner/in. Das Verhaltnis zwischen nicht-habilitierten und habilitierten Wissenschaftlern hat sich in den letzten 6 Jahren zugunsten der Habilitierten verandert (1,5 im Jahre 1993 versus 1,2 im Jahre 1999). Zusammenfassend lasst sich sagen, dass Untersuchungen dieser Art eine notwendige Grundlage fur die Diskussionen uber die Zukunft und die Mitarbeiterentwicklung der anatomischen Institute einerseits und die Gleichstellung von Mannern und Frauen andererseits bilden.

The Bureaucratic Model in University Budgeting: An Alternative Explanation to Power

Budgeting research often investigates the degree to which budgeting decisions are based upon rational, bureaucratic models. Because measures of instructional workload are indicative of the bureaucratic model in university budgeting, this paper examines: (1) the relationship between instructional workload and the budgeting of personnel positions and (2) how this relationship changes as personnel positions become more scarce. The longitudinal data gathered in this research suggest a direct relationship between the bureaucratic model and personnel allocations. In addition, the tendency to use the bureaucratic model increases as personnel positions become more scarce, a finding that differs from the results reported in the studies of dollar budgeting. The results of previous studies are integrated with the data reported here and implications of using the bureaucratic model in university budgeting are discussed.

University/Agency Collaboration in Management Development Efforts

During the past several years social service agencies, including income maintenance and medical assistance functions, have become increasingly, aware of their needs for more effective management. They have realized that their effectiveness is in large measure dependent upon the quality of personnel in positions of leadership. It is not surprising, then, that they have begun to turn to universities to provide training and development assistance to improve their management. The ability of these disparate institutions to establish effective collaborative relationships rests upon a number of factors, which will be explored in this article. Universities have long been involved in professional education. They have tended to focus their energies on degree programs at the masters level in which a prescribed course of study is offered to individuals aspiring to higher professional expertise. In recognition of this contribution to the education of their staffs, social service agencies have often sponsored employees in masters programs, particularly in the area of social work. The government has supported large numbers of MSWs in the past decade. Social service administrators, like other government administrators, are rethinking their training and development policies with particular emphasis on the needs for management development. On the one hand they question the usefulness of degree programs, and in the second instance they are looking toward models for advanced professional training that might be adapted from public administration and business administration programs. This new emphasis on management development in human service administration provides a tremendous opportunity for university/agency collaboration.

Undergraduate Social Work Manpower and Job Opportunities: A Regional Study

Abstract This study deals with the deployment, utilization, and potential future employment opportunities for bachelor's-level social workers based on a survey of social service agencies in the Dallas-Fort Worth-Denton, Texas metropolitan area. Findings are presented in relation to social service agency reports concerning budgeted and vacant positions for different types of social service personnel, degree and academic fields specified for the positions, estimates concerning future social service personnel positions, preferences in hiring between undifferentiated bachelor's-level personnel and BSWs, and preferences in hiring between BSW and MSW personnel.

TATTLE-TAPE Machinery

To the Editor.— When budgets dwindle so that new material cannot be purchased, subscriptions have to be cancelled, personnel positions are deleted, and replacement budgets all but disappear. When patrons face the circulation desk weeping or hollering for material not on the shelf, not checked out, and not awaiting reshelving, a patient goes uncared for, the new technique is lost, the information goes unretrieved and unlearned, and interlibrary loan is initiated (with all attendant costs and delays) and the library loses its credibility. That is what happened to the honor system, as referred to by Ralph S. Cranshaw, MD (239:621, 1978). Librarians are realists, not cynics (17% book loss is real). Libraries do not seek to diminish physicians', nurses', and other scientists' dignities. Libraries do not wish to assume guilt. Rather, we librarians wish to serve. We want to be able to provide as much necessary material as we can

New type personnel positions on subdivisions of operating hydraulic structures at electric power plants

New type personnel positions on subdivisions of operating hydraulic structures at electric power plants

Personnel management organization in some European societies

The occasion for the survey of which the findings will be presented here is given by the wish of the European Association for Personnel Management (EAPM) to discover precisely how far personnel managers hold positions and are given means such that they carry out their functions rationally and effectively and can make a contribution to the active utilization and development of personnel available in concerns or in administration.

Objectives of the preplacement x-ray investigation of the low-back area.

The essentially rural economy that prevailed in the early history of our nation was no less in need of man power than is our industrial economy of today. Our predecessors met the problem in a way that was perhaps more philosophical than scientific. Communities were small. Through personal acquaintance the special aptitudes and weaknesses of the individual were known to the group. Perhaps it is trite to say that survival of the community, as well as the individual, depended upon proper use of this information. Thus, information gained with much effort by the employer today was at that time common knowledge. In recent years the medical literature has given considerable space to various examination programs for workers in industry. Our military experience in this generation has amplified the use of the scientific approach to proper placement and maintenance of personnel in positions where they will be most productive. And now at least one governmental agency has been using a measuring stick of this type to d...