Written Job Description Research Articles

System infection prevention in hospital networks – a SHEA research network survey

Background: Hospitals are increasingly consolidating into networks and integrating infection prevention (IP) into system infection prevention programs (SIPP). Very little has been published about these programs. This survey sheds light on the current state of SIPPs. Methods: We used the survey generator Alchemer.com for setting up the questionnaire, and tested a beta version among peers. The final version was sent out to SHEA Research Network participants in August 2023. Raw data was compiled and analyzed. Results: Forty institutions responded (40/104, 38%), of which 25 (63%) had SIPPs. These SIPPS reported health systems with a median of 4.5 acute care hospitals (range, 1-33); 16 SIPPS reported a median of 2 critical access hospitals (range, 1-8); 4 SIPPs reported 1-3 LTACHs, and 6 SIPPS reported a median of 1.5 nursing homes. All except 3 (88%) contained an academic center; 48% (11/23) of the U.S. based programs operate in multiple states. Four programs have been in place >20 years, four < 2 years, and the remainder a median of 8 years (range, 2-18). Physician directors also have clinical (20/25, 80%), teaching (19/25, 76%), research (15/25, 60%), antimicrobial stewardship (8/25, 32%), quality (8/25, 32%), and/or patient safety (5/25, 20%) roles. Seventeen (68%) report having a written job description. Nineteen (76%) report having an infection preventionist in a system IP director role; only 7/25 (28%) have a dedicated system IP team that operates independent of individual hospitals. Sixteen (64%) report administrative support, 10/25 (40%) have a data manager/analyst, and 4/25 (16%) include IT expert or programmer support. 15/25 (60%) report having done a formal system-wide IP needs assessment. While 16/25 (64%) have some automation in HAI surveillance (predominantly using Bugsy [Epic] or Theradoc [Premier]), while only 5/25 (20%) run fully automated surveillance. 10/25 (40%) have implemented centralized surveillance. 12/25 (48%) have “system IP policies” that are hierarchically above individual site policies. The biggest challenges appear to be gaps in 1) clear governing structure, 2) communication, 3) consistent staffing, 4) data management support, and 5) dedicated, empowered IP expert FTEs. Conclusions: To our knowledge, this is the first U.S. survey to explore present-day system infection prevention. In this sample of hospital networks, we found heterogeneity in the structure, staffing and resources for system IP with significant opportunities for improvement. In this era of healthcare consolidation, our findings highlight the urgent need to more clearly delineate and support system IP needs in order to enhance their functionality.

Barriers and facilitators to fulfilling the teaching assistant role from nursing students’ perspective: a qualitative study

BackgroundEmploying postgraduate students as Teaching Assistants (TA) has become a common practice in many higher education institutions and is part of a growing international trend for professional practice.ObjectiveThis study aimed to determine the barriers and facilitators to fulfilling the teaching assistant role from nursing students’ perspective.MethodologyThis qualitative-descriptive study was conducted in 2022 on teaching assistants in the Faculty of Nursing and Midwifery of Tehran University of Medical Sciences. 13 teaching assistants were selected by targeted sampling method with maximum variation. The inclusion criteria were 2nd-semester postgraduate nursing students and above, having experience as a teaching assistant, and willing to participate in the research. Data were collected through semi-structured individual interviews for 45 to 60 min until saturation was reached. Data analysis was done manually and using the framework analysis method with steps: Familiarization, Identifying a thematic framework, indexing, Charting, data synthesis, mapping, and interpretation. The trustworthiness of the study data was determined with the Lincoln and Guba criteria.ResultsBarriers to fulfilling the TAs’ role were divided into three main categories with nine subcategories: (1) Not accepting the teaching assistant as a clinical instructor (2) not being prepared to accept the TA role, and (3) improper planning of the TA plan. Facilitators are divided into two main categories with five subcategories: (1) internal motivation, and (2) empowering TAs.ConclusionTo facilitate management processes in the field of education and to achieve educational goals, including improving the quality of education and better learning, planning and compiling instructions to create written job descriptions for teacher assistants should be done, also, with careful planning, steps should be taken to scientifically employ capable teacher assistants as young and motivated forces in education processes.

Management in Sport Climbing

Sports management in Indonesia is faced with a lack of adequate attention and investment in sports development. The budget allocated for sports development is still limited, including in terms of coaching athletes and improving sports facilities. This can make it difficult to achieve excellence in national competitions and develop the potential of high-achieving athletes. The Rock-Climbing Federation (FPTI) PENGCAB Jember district is experiencing quite serious problems in organizational management. This is evidenced by several elements of management that are not fulfilled, such as limited funds, multiple jobs in management, senior athletes changing residence, inadequate facilities and infrastructure. The aim of this research is to examine the management functions within FPTI PENGCAB Jember district as follows: Planning, Organizing, Mobilizing and Controlling. This research uses a qualitative approach with data collection methods in the form of observation, interviews and documentation. The research objects in this study are organizational administrators, coaches and athletes. The data analysis process uses data triangulation 1) data reduction, 2) data presentation, and 3) drawing conclusions. Research findings include: 1) Management planning (FPTI) meets the categorization criteria, namely clear who, what, when, where and how to do it; 2) Organization and management (FPTI) meets the categorization criteria, namely comprehensive management, work mechanisms, no written job descriptions, and routine activities discussed at the beginning of the year; 3) Driving, management (FPTI) meets the categorization criteria, namely complete management, work mechanisms, and there are routine activities. The research conclusions show that: (1) Planning: management of the Indonesian rock-climbing federation is very good; (2) Organization: the management of the Indonesian rock-climbing sports federation is quite good; and (3) Actuating: the management of the Indonesian rock-climbing sports federation is quite good. (4) Control: The Indonesian Rock-Climbing Sports Association is running quite well. Keywords: Sport Climbing, Sports management, Indonesian rock-climbing

Nurse's Leadership Challenges in Primary Health Care: A Focus Group Analysis in Albania

For health and care systems to succeed in the future, primary head nurses must demonstrate leadership. A focus group discussion was used to assess the primary head nurses' leadership abilities in 2022 in Albania. The focus group was composed of 12 primary head health care nurses, two men and ten women, with a mean age of 40 ± (SD) years old. Eight participants were charged with the duty of head nurse for more than five years, while seven participants were in the position of paid head nurse for more than five years. The majority of nurses reported they lack a clearly defined, written job description relevant to the position. Additionally, they stated that they lacked a reference work plan based on which to organize and coordinate the associated healthcare service activities. Participants indicated that the role of the head nurse in daily practice is more focused on the work as a service nurse than as a head nurse. The majority of nurses reported having never received training expressly related to their role as head nurses. The most crucial aspects of the head nurse position were efficient planning and organization of work, vaccination, infrastructure improvement, and the effective use of human resources. The results of this study can be used by head nurses in primary healthcare settings to address and deal with problems in their leadership roles. The findings can also be used by policymakers when developing new regulations or guidelines for nursing leadership competencies. In addition to functioning in a crisis situation, nurse leaders have to demonstrate their capacity for effective leadership and transparent communication. In this regard, training is recommended.

Editorial Commentary

Editorial Commentary

Development of EFNEP and SNAP-Ed Core Competencies in the Land-Grant University System

This report describes the development and revision of core competencies for the Expanded Food and Nutrition Education Program and Supplemental Nutrition Assistance Program-Education program leaders, supervisors, and paraprofessional educators across the land-grant university system. The developing curriculum methodologies were used to engage panels of exemplary employees and an advisory panel of program leaders. A crosswalk examined key documents, and a gap analysis explored the competencies of similar professions. The resulting job duties and tasks reflect cultural, environmental, and educational trends. The core competencies are critical for writing job descriptions, guiding hiring, evaluating performance, and providing initial and ongoing training for the Expanded Food and Nutrition Education Program and Supplemental Nutrition Assistance Program-Education.

Practice of Health Care Governance among South Wollo Department Heads and Managers of Public Health Institutions, Northeast Ethiopia.

Governance in health care generally means strengthening leadership and governance functions, improving systems, and having both central and local governments jointly take responsibility for overall health system performance. More than half of the world's population has expressed distrust of state institutions including the health sector. Ethiopia, like other African countries, faces many challenges in the process of good governance building. The aim of this study was to assess the practices health care governance in the South Wollo Zone health sectors, Northeast Ethiopia. A facility-based cross-sectional study design was conducted in the South Wollo from 15 May to 15 June 2021. A simple random sampling technique was used, and the data were collected using a structured survey. The data were entered into Epi data version 4.6 for cleaning and exported to SPSS v.25 for further analysis. We performed binary and multivariable logistic regression analysis to identify factors of governance practices. Variables with p values less than 0.05 during multivariable logistic regression analysis were declared statistically significant. A 96.75% (387) of the study participants completed the study questionnaires. Out of these, 37.98% (95% confidence interval: 33.1%, 42.9%) have been found practicing good governance in the health sector. Having had training (adjusted odds ratio = 7.92, 95% confidence interval: 4.04, 15.51), having job descriptions (adjusted odds ratio = 2.05, 95% confidence interval: 1.03, 4.09), opportunity to share with peers (adjusted odds ratio = 6.64, 95% confidence interval: 3.02, 14.62), political interference (adjusted odds ratio = 0.40, 95% confidence interval: 0.22, 0.71), and age < 25 years (adjusted odds ratio = 0.13, 95% confidence interval: 0.02, 0.77) were found to have a statistically significant association with the governance practice of managers. The overall practice of governance was found poor in light of the national and World Health Organization standards for health sector Governance. Having had training, having job descriptions and the opportunity to share with peers significantly increased the odds of good governance while political interference and young age significantly decreased the odds of good governance. Managers could implement training, write job descriptions, and encourage sharing with peers to improve governance.

A national survey of Neurology Vice Chairs For Education

ObjectivesA growing number of Neurology Departments have appointed a Neurology Vice Chair for Education (NVCE), yet the roles and responsibilities of an NVCE have not been previously described in the literature. MethodsA group of current NVCEs developed a survey that was sent to all NVCEs in the US via a secure, anonymous survey. Questions included roles and responsibilities, sources of support, metrics to determine success, faculty development, basic demographics and education scholarship engagement. ResultsResponse rate was 27 of 45 NVCEs (60%). Among the respondents, 70% have been in the role 5 years or less and the NVCE role existed for 5 years or less in 60% of departments. Eighteen percent were provided with a written job description, and 63% never received any job description. Most common responsibilities included overseeing student (78%), resident (78%), and fellowship (74%) education, participation in education section of an annual report (67%) and oversight of education scholarship (59%). Fifty-two percent reported no specific funding for the NVCE role. Most were prior program directors (59%), male (61%) and White (85%). ConclusionsThe NVCE role is new, and few have written job descriptions or specific funding for the role. They oversee education across the continuum of learners in their departments, communicate the education mission in an annual report and oversee educational scholarship. Most were not formally trained for the role and previously served in other education leadership roles. These data will be useful to programs in creating job descriptions and goals for the NVCE role.

Exploring people with disabilities' perspectives on the availability of appropriate work that fits their capabilities in Jordan.

There is a lack of information regarding the availability of work and the appropriateness of work to people with disabilities (PWD) in Jordan. Therefore, this research was initiated and it was hypothesized that work is available and it is appropriate to PWD abilities. To explore the availability of work and the appropriateness of working conditions to PWD abilities. Thirty-five individuals completed the "People with Disabilities Working Condition Scale" (PWDWCS). Descriptive and nonparametric statistical analyses including Chi square, Pearson correlation, Mann-Whitney U and Kruskal Wallis tests were used, and content analysis was used for the open-ended questions section to identify the availability of work in terms of opportunities and competition as well as to identify the work fitness to PWDs' abilities. Sixty percent of the participants had difficulties finding a job, with a high competition on the available ones. Several work conditions do not fit PWDs' abilities including improper fitness of work assignment to their capabilities and relatively inappropriate wages. In addition, a higher percentage of the participants reported: A) availability of written job descriptions and procedure manuals B) lack of work-related training and continuing education (CE) programs C) PWD are not being promoted D) availability of relative social acceptance at work E) a relatively comfortable work environment F) finally, work areas which require several modifications to boost accessibility. Initial hypotheses could not be confirmed. Several challenges face PWD in Jordan pertaining to the availability and fitness to work. Rehabilitation for all sectors of work is necessary as well as for PWD to improve their employability and work appropriateness to PWD abilities.

Human Resource Procurement in Pesantren? Insight from Pesantren Sirojuth Tholibin

Human resource procurement is one of the essential stages of organizational decision-making. The scope of procurement consists of planning, recruitment, selection, placement, and orientation of new personnel. Human resources studied in this research are situated in Pesantren comprising of the committee or board; teachers of kitab kuning (classical Arabic Islamic textbook) either with sorogan or bandongan methods; teachers of reciting and memorizing Al-Qur’an; persons in charge of media such as website, Facebook, Twitter, Instagram, YouTube, magazines, and newsletters of Sirojuth Tholibin both. Sirojuth Tholibin commonly used a bottom-up approach in human resources planning. As a part of the planning process, The institution usually combines unstructured interview and observation methods in job analysis. In recruitment and selection, Sirojuth Tholibin pays more attention to behavioral competencies over technical competencies. Recruitment of committee and teachers usually carried out through the employee referral method. Those recruited and selected are recommendations from previous administrators who understand the background of potential candidates. The placement of new human resources is made based on their respective competencies. Orientation is the responsibility of each department, and the duration is according to the speed of each new individual in capturing new knowledge related to their jobs. The weakness of human resources procurement in Sirojuth Tholibin has no formal written job description and job specification. There is also a lack of management information systems of human resource procurement.

ANALISIS BEBAN KERJA UNTUK MENENTUKAN JUMLAH OPTIMAL OPERATOR PADA BAGIAN PROSES PABRIK KELAPA SAWIT (Studi Kasus: PT. Sentosa Kalimantan Jaya)

This research is motivated by the difficulty in determining the optimal number of human resources required. To be able to calculate HR requirements accurately, a device called a Workload Analysis (ABK) is needed. This study aims to analyze the operator's job description, an overview of the use of operator working time, and workload and needs. The method used is job description analysis, calculation of productive work time usage with work sampling method, and workload analysis using Full Time Equivalent (FTE) method based on work unit activity. The results of the workload analysis show that there are job descriptions that have not been listed in the written description of the company and there are still stations that have a written job description that does not match the work in the field. The percentage of productive working time for operators is between 42% and 77%, all of which are still low because they are below the standards set by the company, which is 85%. Calculation of the workload of the process part operator, obtained an FTE figure of 7.6 which means the optimal number of operators required by the process section is 8 people. This number is in accordance with the actual number in the process section, namely 8 people.

Medical Laboratory Science Undergraduate Management Curriculum Development Using Practitioner Reported Job Tasks

A Midwestern medical laboratory science program (MLS) conducted an online survey, as part of a larger national study, to assess what specific management skills staff-level MLS practitioners were performing as part of their job. The survey provided data that helped guide management-related curriculum development. Participants self-reported how often (i.e., often, sometimes, never) they had been asked, as part of their staff-level job, to perform a list of 30 managerial tasks. Frequently performed tasks (i.e., percentages represent both the often and sometimes responses) included train laboratory staff (88%); perform or participate in equipment/method validation (82%); prepare for/participate in laboratory inspection/assessment (82%); ensure compliance of regulations/standards (76%); monitor quality via quality indicators (64%); investigate standard operating procedure (SOP)/policy deviations (65%); analyze/review inventory data (65%); plan, measure, and evaluate process improvement projects (61%); develop competency assessment materials (61%), revise or write policies and procedures (61%); and participate in interdisciplinary teams (61%). Least performed tasks identified included: hire new employees (2%), prepare a laboratory/department budget (3%), perform a SWOT analysis (5%), negotiate vendor contracts (8%), write job descriptions (8%), determine productivity (11%), and perform a cost analysis (14%). The reported descriptive statistics helped distinguish between frequently and infrequently performed tasks, and develop managerial curriculum for an undergraduate and graduate MLS program. The staff-level practitioner rarely performed financial and human resource (HR) so these tasks became the focus of the graduate-level management curriculum.

Board education activity: Develop a job description for board members

A written job description is an effective tool for communicating to board members the importance of their role, and the commitment it requires. Job descriptions help board members understand and appreciate the expectations placed on them.

Analisis Deskriptif Standard Kepemimpinan Small business Suzuki Magetan

In general, small business leadership in Indonesia adheres to traditional leadership or traditional. The object of this research is Suzuki Magetan's small business leadership in Suzuki's automotive sales, repair and maintenance services, which is based on the Suzuki Leadership Standards combined with traditional leadership. This study used descriptive qualitative method. Data obtained through participant observation where the researcher is involved with daily activities of the data source. Suzuki Magetan small business leadership standards based on the Suzuki Leadership Standards and traditional leadership, namely: making a written job description, making a plan of target work (goal setting), data analysis, action plan, following training in communication skills, business English, ESQ leadership, seminars, etc. Result oriented by looking at process oriented using PDCA circulation (Plan, Do, Check, Action).

Strengthening the Role of Graduate Program Directors

One of the responses to the demands of graduate education in the United States has been the development of faculty directors of graduate programs within academic departments. The title for this position varies widely, but it is most commonly called Graduate Program Director (GPD). The GPD serves at the departmental level and is key in the administration of graduate programs in the U.S. and in a number of other countries. However, little scholarly attention has been brought to examination of these positions although there has been acknowledgement that the faculty members holding them play key roles in student recruitment, socialization, retention, and program completion. This article is the first presentation of multi-institutional survey data on faculty members serving in this role. The survey found that the role is only partially formalized. About half of the survey respondents reported that there were written job descriptions and university-wide policies related to this role. Survey respondents reported a wide range of responsibilities, but rather limited resources to assist them in this role.

Quality of Nursing Care Provided to Patients in the Operating Room, Based on Ministry of Health Standard of Care

Abstract Background: Nurses play an important role in preserving the health of the patients, and one of a very critical area of nursing that can be exciting and provide a lot of direct patient care is working as an operating room nurse. So the operation nurse must be highly qualified to provide the patient with high quality nursing care.Aim: This study assessed the quality of nursing care provided to patients in the operating room at Al-Ahrar Zagazig General Hospital.Design: A descriptive cross-sectional design was utilized. Sample: A sample of 40 nurses working in the operating room in two shifts, for observation of their performance as (scrub and circulating).Setting: The study was conducted from eleven operating rooms Al-Ahrar Zagazig General in the Hospital.Methods: Used two checklists: Inventory checklist for infrastructure, environmental safety and presence of policies and records; and an observation checklist for scrub and circulating nurse performance. Results: The results demonstrated major deficiencies in OR general policies, although the infrastructure was generally adequate. Scrub nurses' performance is mostly inadequate, but is better compared with circulating nurses. It is influenced nurses' personal and job characteristics.Conclusion: There was low on the performance of nurses due the absence of clear regulations or guidelines and common procedures as well as the absence of continuous training and education programs for the nurses.Recommendation: Create a clear written job description, and provide continuous training to improve communication and additional skills.

ГОТОВНОСТЬ БУДУЩИХ БАКАЛАВРОВ ПСИХОЛОГО-ПЕДАГОГИЧЕСКОГО ОБРАЗОВАНИЯ К ВЫПОЛНЕНИЮ КОРРЕКЦИОННО-РАЗВИВАЮЩИХ ДЕЙСТВИЙ ПРОФЕССИОНАЛЬНОГО СТАНДАРТА «ПЕДАГОГ-ПСИХОЛОГ»

Rapid development of the society in social, economic and political spheres causes an urgent need for quality training of specialists in psychology and pedagogy. Contemporary system of professional education faces an uneasy task to shorten the gap between the professional competences required for the specialists in psychology and pedagogy and the existing system of the university education. Russian Ministry of Labor and Social Protection ratified “Pedagogue-psychologist” professional standard on June 24, 2015. From January 1, 2017, the standard will become a key document for the personnel policies formation, HR management, education management, personnel certification, conclusion of employment contracts, writing job descriptions, and establishing pay systems. In this context, the paper focuses on the problem of preparedness of future specialists in psychology and pedagogy for corrective and developing activities under “Pedagogue-Psychologist” professional standard. The study has found that students are aware of “Pedagogue-Psychologist” professional standard, but the level of their expertise does not meet the standard requirements. The purpose of the research was not only to study the opinion of the respondent (students) about their preparedness to apply their skills to the professional activity but also to study the opinion of the experts (teachers) regarding preparedness of future graduates for their professional activity. The study made it possible to identify and describe the organizational and pedagogical conditions, such as interdisciplinary integration of professional and special disciplines, modeling professional activities for the undergraduates with psycho-pedagogical education major, practicing these activities in classes and during professional training, and professional development formation based on social partnership. Successful implementation of these conditions contributes to the formation of professional activities within corrective and developing work of future psychologists and social pedagogues.

Write a job description for board members

A written job description is an effective tool for communicating to board members the importance of their role, and the commitment it requires. Job descriptions help board members understand and appreciate the expectations placed on them.

Understanding Nuances and Commonalities of Job Descriptions

This paper has explored how job descriptions are developed in today’s organizations. As job descriptions are the foundations of jobs, they have to be prepared following certain guidelines. However, organizations follow different formats and put contents in those formats differently. This paper has searched for if there is a common ground in developing job descriptions. The paper is based on secondary sources of data. It compares and contrasts information from the available sources. The paper is an attempt to consolidate the pieces of knowledge that were already there. In doing so, it has also highlighted the gaps found in writing job descriptions which become remarkable avenues for further research. It concludes with the message that organizations can benefit if they follow the common practice of writing job descriptions discussed in the paper.DOI: http://dx.doi.org/10.3126/jtd.v1i0.13093 Journal of Training and Development Vol.1 2015: 67-76

Does human resource management improve family planning service quality? Analysis from the Kenya Service Provision Assessment 2010.

Human resource (HR) management is a priority for health systems strengthening in developing countries, yet few studies have empirically examined associations with service quality. The purpose of this study was to assess the relationship between HR management and family planning (FP) service quality. Data came from the 2010 Kenya Service Provision Assessment, a nationally representative health facility assessment. In total, 912 FP consultations from 301 facilities were analysed. Four indices were created to measure quality on reproductive history taking, physical examination, sexually transmitted infections prevention and pill/injectable specific counselling. HR management variables included training in the past year, any and supportive (i.e. with feedback, technical updates and discussion) in-person supervision in the past 6 months and having a written job description. Multivariate linear regression analyses were conducted to estimate coefficients of HR management variables on each of the four quality indices, adjusting for background characteristics of clients, provider and facilities. The level of service quality ranged from 16 to 53 out of a maximum score of 100 across the indices. Fifty-two per cent of consultations were done by providers who received supportive in-person supervision in the previous 6 months. In 23% and 38% of consultations, the provider was trained in the past year and had a written job description, respectively. Multivariate analyses indicated that having a written job description was associated with higher service quality in history taking, physical examination and the pill/injectable specific counselling. Other HR management variables were not significantly associated with service quality. Having a written job description was significantly associated with higher service quality and may be a useful tool for strengthening management practices. The details of such job descriptions and the quality of other management indicators should be explored to better understand the relationship between HR management and FP service quality.