Embracing DDMT Teaching Model and Design Thinking for Organization Development

The multi-generational workforce presents challenges for organizations, as the needs and expectations of employees vary greatly between different age groups. To address this, organizations need to adapt their development and learning principles to better suit the changing workforce. The DDMT Teaching Model of Tsing Hua STEAM School, which integrates design thinking methodology, aims to address this challenge. DDMT stands for Discover, Define, Model & Modeling, and Transfer. The main aim of this study is to identify the organization development practices (OD) and gaps through interdisciplinary models such as DDMT and design thinking. In collaboration with a healthcare nursing home service provider, a proof of concept using the DDMT-DT model was conducted to understand the challenges in employment and retention of support employees between nursing homes under the healthcare organization. The paper highlights the rapid change in human experiences and mindsets in the work culture and the need for a design curriculum that is more relevant to the current and future workforce. The DDMT-DT approach can help organizations address these challenges by providing a framework for HR personnel to design training curricula that are more effective in addressing the issues of hiring and employee retention. By applying the DDMT-DT model, HR personnel can better understand the needs and motivations of the workforce and design training programs that are more relevant to their needs. The proof-of-concept research pilot project conducted with the healthcare nursing home service provider demonstrated the effectiveness of the DDMT-DT model in addressing the issues of hiring and employee retention. The project provides a valuable case study for other organizations looking to implement the DDMT-DT model in their HR practices. Overall, the paper highlights the importance of adapting HR practices to better suit the changing workforce. The DDMT-DT model provides a useful framework for organizations looking to improve their HR practices and better address the needs of their workforce.

Salary Survey: The Age of COVID

With large shift to decentralized strategies, industry roles appear set for change Our 2022 Clinical Research Industry Salary and Employee Satisfaction Survey Report, a biennial survey of clinical trials professionals, conducted with our survey partner SCORR Marketing, shows no overwhelming deviations this year from previous years. In Figure 1 on the facing page, you can see the various functional areas and, expectedly, a higher proportion of clinical operations respondents, as that is our core content focus. [...]75% of the respondents do not receive non-cash compensation such as a car, stock options, or mobile phones. In the first five to seven years, employee value increases much more quickly than 3% a year (a typical merit increase). "Because the leaving and onboarding process is time-consuming and costly for employers, why not look to increasing the base pay via merit increases for current employees?

Back to the future: Oxford researcher examines reasons behind "Great Resignation” and the merits and popularity of hybrid working

PurposeThis paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.Design/methodology/approachThis briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.FindingsA researcher from Oxford University found that the Covid19 pandemic impacted the world of work for two interconnected reasons. First, it created uncertainty in the workplace. Second, it blocked existing models of work and forced experimentation, such as flexible and online working.Originality/valueThe briefing saves busy executives, strategists and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

The Great Resignation: survival strategies for pediatric practice

The Great Resignation According to surveys from The Physicians Foundation in 2020 and 2021, 8% of medical practices closed, 32% of practices had to reduce staff, and 49% of physician experienced a reduction in income during the pandemic.1,2 Additionally, the US Bureau of Labor Statistics reported that health care workers were leaving the industry at a rate of 500,000 per month during 20223;Elsevier Health reports that 47% of US health care workers plan to leave their positions by 2025.4 Many physicians took government loans or pay cuts to keep practices afloat during the pandemic;when they reopened, patient volume took months to return to prepandemic levels. Over 230,000 physicians, nurse practitioners, and physician assistants quit their jobs by the end of 2021;the health care industry lost 20% of its workforce.6'7 Thus, the "Great Resignation" is considered one of the most significant sequalae of the COVID-19 pandemic. The Great Resignation today As I write this in February 2023, we continue to wear masks in our offices, work with significant clerical and clinical staff reductions, see more patients daily than we did prepandemic, and regularly see patients with mental health issues who need therapy. Many visits, such as for rashes, mental health and atten-tion-deficit/hyperactivity disorder medication checks, weight checks, conjunctivitis, and follow-up illness visits, are appropriate for virtual care.

The impact of corruption on victim teachers during promotion processes in South Africa's basic education system

South African teachers are faced with corruption during teacher promotion processes, and this remains unabated. This qualitative paper used three purposively selected case studies of victim teachers to investigate the impact of this corruption on victim teachers. The paper used the Crisis Intervention Theory to underpin the theoretical framework for the analysis. Key informant interviews (Kils) were administered on a senior union member to solicit crucial data while the primary participants (n=3) were interviewed on face-to-face approach to collect data. Relevant literature was also used to provide supportive and corroborative scientific propositions. The paper discovered that corruption during teacher promotion processes in the South African Basic Education sector was reality. However, in some instances, such claims could not be backed by sustainable evidence. Victim teachers have suffered traumatic experiences resulting in stress, health challenges, relational challenges with colleagues and resignations. The department did not assist victim teachers needing emergency counselling and psychological rehabilitation to cope with the emanating pressure. It is recommended that authorities punish perpetrators of corruption. Victim teachers need to be assisted through professional resolving of their grievances and therapeutical intervention.

IN THE Wake

ASQ survey shows how job seekers, employers alike leverage online tools and new credentials to navigate a sometimes-choppy, challenging job market created by COVID-19 Maybe you're a quality professional wondering whether your career is all it can be. To learn more about those effects, ASQ sent out a pulse survey to 7,400 members in March to reach below the surface and take a closer look into how this historic phenomenon is affecting hiring practices and career development in the quality arena. [...]the infographic, "The Next Wave" (pp. 20-21), highlights the valuable ASQ resources that can help improve your abilities and credentials, buoying your chances for a successful job search or promotion. An estimate from late March had 44% of U.S. citizens currently seeking a new position.1 The pulse survey suggests, however, that the wave of resignations may not be slamming the quality profession as hard as it has hit other parts of the economy.

The Great Resignation: the great knowledge exodus or the onset of the Great Knowledge Revolution?

PurposeThe purpose of this Real Impact Viewpoint Article is to analyze the phenomenon of the Great Resignation from the knowledge management perspective.Design/methodology/approachIt applies the knowledge-based view of the firm to the notion of the Great Resignation, reviews the extant literature and relies on secondary data.FindingsThe Great Resignation has created numerous knowledge-related impacts on the individual, organizational and national levels. On the individual level, because of an accelerating adoption of freelancing, the future may witness an expansion of the category of the knowledge worker and a growing need for personal knowledge management methods and information technologies. Organizational effects include knowledge loss, reduced business process efficiency, damaged intra-organizational knowledge flows, lower relational capital, lost informal friendship networks, difficulty attracting the best human capital, undermined knowledge transfer processes and knowledge leakage to competition. Countries may also witness the depletion of national human capital.Practical implicationsManagers should learn how to use the available human capital more efficiently;realize the importance of universal succession planning programs;automate knowledge-centric business processes;facilitate knowledge-based IT initiatives by implementing self-functioning virtual communities, including enterprise social networks;restructure organizations to optimize intra-organizational knowledge flows;adjust strategies, products and target markets based on the available human capital;and create telecommuting conditions for people with disabilities who cannot be physically present. Knowledge management scholars are presented with a unique opportunity to convert the numerous theoretical insights accumulated within the boundaries of their discipline into practical application to facilitate the Great Knowledge Revolution.Originality/valueThis viewpoint offers managerial recommendations and inspires future Great Resignation investigations.

Burnout - An Exponential Rise

Mental health at workplaces has taken a new dimension since the pandemic spread across the world. This research paper is an exploratory paper to understand the impact of COVID-19 on workplaces and their employees in the context of mental health. The pandemic highlighted the need to look at human beings as a whole self. Mental health became a reality as felt in waves of the Great Resignation movement. Burnout was experienced by many employees who were working already in high-pressure jobs pre-COVID. This study explores the impact of pandemic on health care workers (HCW) in hospitals and academics working in the tertiary sector in Australia. This is a qualitative study based on secondary research and partly based on the lived experience of the author. This paper delves into the causes of workplace stress and its impact on well-being of the workforce. Some strategies for managing these issues are recommended. Limitations of the paper include limited research and only two industry sectors in Australia are explored as part of this research.

Playlist: Work

[...]as we dream of different futures, we face multiple, competing narratives of post-pandemic work: mass refusal, as we recognize how much of life work steals from us;individual "pivots" to new careers vaunted in the media;the tantalizing possibility of universal social benefits;the cruel reality that a return to "normal" means a return to exploitation, inequality, and the daily grind of capitalism. Facing stagnating wages, poor conditions, and pandemic risks, workers across the continent are collectively organizing into unions, building solidarity, and waging successful strikes and job actions, including baristas, graduate students, video game developers, journalists, and warehouse workers. Yet, they argue, "intellective and physical labour are required to produce messages and the technologies used to disseminate them" (p. 493), encouraging a turn to labour in media and communication studies that has produced a rich and dynamic body of literature examining work and labour as it intersects with media, technology, and culture. A search of the CJC archive using the terms work and labour results in many articles on a range of work-related issues, a selective index of which could read: * care work (labour, technology-mediated work) * creative and cultural industries (working conditions, contracts, collective organizing, policy) * gender and technology (deskilling, intensification, power) * journalists (professional routines, working conditions, unions) * knowledge work (theories of, ideologies of, gendered divisions, deskilling, surveillance, rationalization, resistance) * labour, unions, strikes (media coverage of) This playlist features four articles that hold enduring lessons about work for the pandemic and beyond. The so-called minority union, which represents a small part of the company's workforce, aims to engage in worker activism rather than to bargain a collective agreement, as its wall-to-wall model includes workers outside of the standard employment relationship.

The Relationship between Nurses' Fear and Anxiety During the Covid-19 Pandemic Process and their Professional Commitment

Aims: The aim of this study is to determine the relationship between nurses' fear and anxiety during the pandemic process and their professional commitment. Methods: The research population consisted of nurses working in hospitals affiliated to the Ministry of Health in Istanbul Province. The sample of the descriptive and correlational research included 315 nurses willing to participate in the study. The study was approved by the ethics committee and the written informed consent of the nurses participating in the study was obtained. Descriptive statistics (frequency, percentage, mean, standard deviation) were used in the analysis of the data, and Kruskal-Wallis H test, Mann-Whitney U test and Spearman Correlation test were used for comparisons. Results: It was found that there was a positive correlation between age, professional experience, work experience in the unit and fear of coronavirus and anxiety level;a negative correlation between age, professional experience, work experience in the unit and the level of professional commitment. It was determined that there was a moderate positive correlation between fear of coronavirus and anxiety level, and a weak negative correlation between professional commitment and anxiety level. Conclusion: Assessing and effectively managing nurses' fear of coronavirus and anxiety levels can be beneficial in increasing nurses' professional commitment and reducing resignations.

Are State-Level Policies Supporting Community Health Worker Employment? The Jury Is Still Out

In AJPH and elsewhere, a steady stream of research articles, blogs, and opinion pieces have been published supporting the expansion of the community health worker (CHW) workforce.1 As frontline public health workers, CHWs have played an important role in COVID-19 response and prevention.2 Moreover, there is ever-increasing evidence of their effectiveness in promoting access to primary and preventive care, building bridges between communities and health care systems, and improving health outcomes for chronic conditions, particularly in underserved communities.3 Workforce growth is predicated upon sustainable, dedicated financing mechanisms. In the United States, CHW employment often relies on grants and other short-term resources.1,4 Long-term flexible funding models are important for both workforce development and program continuity.5 Medicaid coverage for CHW services has been identified as a potential solution for the constraints to CHW program sustainability.4 Similarly, occupational certification for CHWs provides a pathway for career development and higher earning potential while encouraging workforce growth and integration.6 Although Medicaid coverage and certification are commonly touted as enablers of workforce growth, we actually know very little about how these two policies affect the CHW labor force. Jones et al. state that low wages are the main predictor of resignations among frontline health workers, but they did not examine how wages affect turnover. Because of data limitations, turnover in this study was narrowly defined as leaving the CHW workforce altogether;job transitions within the field were not captured.

THE GREAT DESIGNATION: AN EDITORIAL ESSAY ON THE NECESSITY OF SCHOLAR-PRACTITIONERS

In this editorial essay, the author explores literature on scholarship in practice for student affairs from 2001 to 2022. Her review reveals previously held assumptions that there are low levels of engagement in scholarships by practitioners may be misguided. She highlights literature that reveals the potential cost that practitioners might encounter in engaging scholarship that may lead them away from being scholar-practitioners or potentially push them out of the field altogether. She concludes with suggestions for improving conditions to foster practitioners' engagement with scholarship including better socialization practices, collaborative interdisciplinary efforts, and improved working conditions.

Sri Lanka sees scientists’ exodus amid economic crisis

The war in Ukraine only served to worsen the situation as Russia is Sri Lanka’s third biggest export market for tea and, together with Ukraine, are major sources of tourist arrivals. <span data-mce-type="bookmark" style="display: inline-block;width: 0px;overflow: hidden;line-height: 0;" class="mce_SELRES_start"></span> In April, the Rajapaksa government announced that it would default on payment to creditors totalling a staggering US$51 billion and begin a loan restructuring process. Vithanage, who is doing research on chronic kidney disease that affects farmers in remote rural areas, says it has become prohibitively expensive to do basic work, such as collecting water samples and talking to patients. “Initially, we cooked at our boarding house, but now we are forced to buy food from outside due to shortage of gas, but buying food outside is costly as prices doubled over a year,” says Madushika Sewwandi, a chemical technology graduate student from Matara, a town in southern Sri Lanka.

Healthcare Worker Shortages and Potential Solutions

[...]in 2019, the National Academies of Medicine (NAM) reported that as many as "54% of nurses and physicians and 60% of medical students and residents suffered from burnout. Furthermore, the long-term RN supply looks bleak. Since 2019, Health Affairs noted a 4% reduction in RNs younger than 35, compounding worry that as the baby boomer nurses retire, the healthcare industry will struggle to replace them.3 Lower-wage healthcare workers are also in decline due to a lower opportunity cost for workers without extensive healthcare credentials/licensing to transition from healthcare to similar clerical roles in other industries. U.S. Department of Health & Human Services. https:// www.hhs.gov/about/news/2022/05/23/new-surgeon-general-advisorysounds-alarm-on-health-worker-burnout-and-resignation.html.

Employee Turnover: Why Medical Practices Lose Good Employees

[...]physician owners emerged as both a critical enabler and a critical barrier for employee retention. A recent poll by the Medical Group Management Association (MGMA) found that nearly half of medical practices saw increasing turnover rates in the last quarter of 2021, leaving many practices short of adequate operational and clinical staff.1 To maintain operational continuity, managing employee turnover rates is more important than ever, because lack of adequate staffing impedes a practice's ability to provide adequate patient care. An unexpected result emerged within the data: although succession planning and leadership development are key factors in employee retention and turnover, organizational structure and medical practice owners play a key role as well. [...]organizational structure emerged as a barrier for retaining high-performing high-potential employees.

The CEO Is Leaving. Now What?

An increasing number of CEOs are deciding to leave their posts on their own terms in the wake of COVID-19, for factors ranging from burnout to a need to take stock of their lives. Others are simply coming to the end of their agreed-upon term in office. Here, Gillespie and Simpson discuss how to navigate the last 100 days of a CEO's tenure.

AVOIDING A PIE IN THE FACE

Antitrust law has been here before. About fifty-five years ago, inflation was just beginning to creep up. Political and labor unrest characterized a national dissatisfaction with the status quo. And antitrust enforcers were pressing the law to its edges--and winning. These were just a few of the ingredients that would change US politics over the next two decades. Here, Walter offers a word of caution: tread carefully. To the extent that reformers still want to address concentrated labor markets through antitrust law, they should proceed mindful of reform's fragile political support and potential backlash.

Pandemic-Related Workplace Violence and Its Impact on Public Health Officials, March 2020–January 2021

Objectives. To characterize the experience and impact of pandemic-related workplace violence in the form of harassment and threats against public health officials. Methods. We used a mixed methods approach, combining media content and a national survey of local health departments (LHDs) in the United States, to identify harassment against public health officials from March 2020 to January 2021. We compared media-portrayed experiences, survey-reported experiences, and publicly reported position departures. Results. At least 1499 harassment experiences were identified by LHD survey respondents, representing 57% of responding departments. We also identified 222 position departures by public health officials nationally, 36% alongside reports of harassment. Public health officials described experiencing structural and political undermining of their professional duties, marginalization of their expertise, social villainization, and disillusionment. Many affected leaders remain in their positions. Conclusions. Interventions to reduce undermining, ostracizing, and intimidating acts against health officials are needed for a sustainable public health system. We recommend training leaders to respond to political conflict, improving colleague support networks, providing trauma-informed worker support, investing in long-term public health staffing and infrastructure, and establishing workplace violence reporting systems and legal protections.

Harassment of Health Officials: A Significant Threat to the Public's Health

Local and state public health officials, who before the pandemic mainly worked behind the scenes to protect the public's health, were quickly thrust into the spotlight alongside their governors, mayors, and county commissioners to explain public health mitigation efforts such as business and school closures, mandatory mask orders, and social distancing recommendations. Before COVID-19, state and territorial health officials faced opposition from members of the public for supporting efforts to ban youth vaping and the sale of flavored e-cigarettes, for failing to support (and in some states for supporting) the use of cannabis for medical or recreational use, for enforcing vaccination requirements for school entry, or for supporting taxes on sugar-sweetened beverages. A VIEW FROM THE FIELD As the executive director of the Association of State and Territorial Health Officials (ASTHO), I have seen firsthand the stress, strain, and cognitive dissonance that results from the denigration and defamation of our public health leaders. By November 2021, almost every state legislature has seen the introduction of a bill to weaken or remove the emergency powers of governors and/or local or state health officials.11 Successful efforts to reduce the power of public health authorities are a Pyrrhic victory: knee-jerk reactions that incite one's political base but with potentially deadly consequences for all of us when health officials' hands are tied in new outbreaks.

The Great Realization

EMPLOYEE SATISFACTION The COVID-19 pandemic caused people to yearn to be happier, more fulfilled at work by Henry J. Lindborg Conducting employee surveys to assess quality improvement, strategic alignment, cultural values, and employee satisfaction and engagement showed me that widespread overwork without adequate recognition often coexists with quality aspirations. While teaching a graduate-level class for educators that included a values inventory and detailed time diary, I learned that the burdens of teaching and administration-especially in urban schools-consumed lives, but change was possible for individuals even in failing systems. Ireland, for example, "launched a National Remote Work Strategy in January 2021, intended 'to ensure that remote working is a permanent feature in the Irish workplace' in order to maximize economic, social and environmental benefits.