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The COVID-19 pandemic allowed for widespread implementation of telehealth as a delivery method for occupational therapy (OT) services. The purpose of this study was to investigate the perceptions of novice telehealth OT practitioners regarding telehealth as a delivery method for OT services. Quantitative data was collected through a modified version of the Telehealth Usability Questionnaire and analyzed via descriptive statistics. Qualitative data was collected by open-ended questions and analyzed via thematic analysis. OT practitioners' responses revealed four major themes: logistics of telehealth practice, role of client champions, capacity of the OT practitioner, and styles and approaches. The study revealed that OT sessions delivered via telehealth increased access to clients and continuity of services. Client champion engagement, effective coaching strategies, and practitioner flexibility supported the success of OT telehealth sessions. © 2023, University Library System, University of Pittsburgh. All rights reserved.
ABSTRACT
To cope with global crises, organizations go through various internal changes and adopt different survival strategies. Several researchers and practitioners have highlighted that employees are the key factors in implementing such changes. However, organizations often face difficulties in managing manpower effectively due to the complexities and ambiguities related to the said changes. To address this challenge, the present study proposes a comprehensive model to manage organizational change to effectively respond to global crises. This study highlights that "employee change-championing behavior” (ECB) – also known as effective change-supportive behavior of employees – is the key to successfully implementing the necessary organizational changes to tackle global crises. Utilizing the 3-Stage Lewin's Model of Change as the foundation for analysis, this study proposes for "transformational leadership style” to substitute the "unfreezing stage,” "trust in leadership and work engagement” to substitute the "moving stage,” and "employee change championing behavior” to substitute the "refreezing stage.” Additionally, this study found that transformational leadership (TL) influences employee change-championing behavior, while employee trust in leadership (ETL) influences employee work engagement (EWE). Moreover, trust in leadership and work engagement individually and sequentially mediate the relationship between TL and employee change-championing behavior. This study offers a unique perspective for business leaders on how to manage organizational changes during global crises. © 2022 Wiley Periodicals LLC.
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BACKGROUND With the outbreak of COVID-19 the emotional health problems of healthcare workers have been further aggravated. If now left unaddressed this can lead to distress as well affect their effectiveness at work. It becomes essential to look at those specific emotional needs of healthcare workers, enabling them experience emotional well –being at different levels. OBJECTIVE This study examines the Human Resource (HR) Champion approach in combating the emotional health problems of healthcare workers. The objectives of the study included identifying the different emotional needs of Health care workers, mapping the various Human Resource Champion roles towards each of the identified emotional needs of workers and the different levels of emotional well-being. The study further looks at the feasibility/availability of the various identified employee champion roles in healthcare. METHODS Based on a mini review the purpose of the paper is to create a unique synthesis and proposal for utility of healthcare organizations The exploration included terms of search in combination and in particular related to emotional fitness of healthcare workers, COVID-19, HR role in managing employee stress, workplace stress, employee champion and HR champion. The potential chances of subjectivity in selection of the papers cannot be overlooked though the various databases used for review include Google Scholar, Web of Science, Semantic Scholar which provides the most cited work RESULTS The study reports a negative influence of pandemic on HCW's mental health. The identified needs of healthcare workers during the pandemic include caring, protecting, hearing, preparing and supporting them. The identified needs have been mapped towards the various HR champions i.e., physical, social, financial, emotional, work-life integration and meaning in work champion. The various practices that were available and were considered feasible have also been evaluated. The fulfillment of the specific emotional needs of HCW's can lead to emotional well- being at different levels including essentials, belonging, purpose and flourishing. But the fact remains that many of the champion roles are way far from being implemented in healthcare due to the nature of work and to an extent attitude of the management. CONCLUSIONS The findings of the study reveal that different employee champions can nurture the specific emotional needs of healthcare workers thereby leading to fulfillment of their emotional well-being at different levels. Some champion roles are more visible (physical and financial champions) as compared to work- life integration, social, emotional, meaning in work champions in healthcare organizations. © Australasian College of Health Service Management. All rights reserved.
ABSTRACT
To cope with global crises, organizations go through various internal changes and adopt different survival strategies. Several researchers and practitioners have highlighted that employees are the key factors in implementing such changes. However, organizations often face difficulties in managing manpower effectively due to the complexities and ambiguities related to the said changes. To address this challenge, the present study proposes a comprehensive model to manage organizational change to effectively respond to global crises. This study highlights that "employee change-championing behavior” (ECB) – also known as effective change-supportive behavior of employees – is the key to successfully implementing the necessary organizational changes to tackle global crises. Utilizing the 3-Stage Lewin's Model of Change as the foundation for analysis, this study proposes for "transformational leadership style” to substitute the "unfreezing stage,” "trust in leadership and work engagement” to substitute the "moving stage,” and "employee change championing behavior” to substitute the "refreezing stage.” Additionally, this study found that transformational leadership (TL) influences employee change-championing behavior, while employee trust in leadership (ETL) influences employee work engagement (EWE). Moreover, trust in leadership and work engagement individually and sequentially mediate the relationship between TL and employee change-championing behavior. This study offers a unique perspective for business leaders on how to manage organizational changes during global crises. © 2022 Wiley Periodicals LLC.
ABSTRACT
The purpose of this study is to comprehensively review previous studies and discover implications for the sustainable growth engines of middle market enterprise (MME) of Korea using meta-analysis. Since Germany’s hidden champion companies are considered as benchmarking targets because their economic environment and size are similar to those of Korean MMEs, a meta-analysis was conducted on the previous studies of them. As a result of integrating the effect sizes of input and output factors according to the process of the Program Logic model from the viewpoint of dynamic capabilities, 198 in Germany and 229 in Korea were derived. It was found that, unlike Korean companies, the number of skilled workers, labor productivity, CEO experience, and Innovation activities within the firm had a significant impact on Germany’s hidden champion companies. In addition, industry and region-oriented innovation networks and family businesses were identified as important variables. Meta-analysis collects a large number of individual studies in order to integrate the results and statistically assess the data. As a result, it will be used as basic data for developing models for academic research in the future. In addition, it will provide implications for sectors in which Korean MMEs should concentrate their efforts in order to create an innovative ecosystem.
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The World Health Organization and Centers for Disease Control and Prevention consider the global increase in multidrug-resistant organisms (MDROs) to be one of the greatest modern threats to public health. Limited treatment options exist for microorganisms such as carbapenem-resistant Enterobacterales and Candida auris; as a result, infected patients may experience poor outcomes. Perioperative nurses should use infection prevention measures (eg, contact precautions) to prevent the spread of emerging MDROs when transporting patients to and from procedures, caring for patients during procedures, and completing between-procedure cleaning. Because nurses are involved with all phases of perioperative care, they are well-positioned to serve as infection prevention champions and provide education to personnel, patients, and caregivers. This article describes actions and steps the perioperative nurse should take during implementation of contact precautions to prevent the transmission of MDROs-specifically, emerging pathogens carbapenem-resistant Enterobacterales and C auris.
Subject(s)
Cross Infection , Candida auris , Drug Resistance, Multiple, Bacterial , Humans , Infection ControlABSTRACT
BACKGROUND: Community engagement and volunteering are essential for the public response to COVID-19. Since March 2020 a large number of people in the UK have been regularly doing unpaid activities to benefit others besides their close relatives. Although most mutual aid groups emerged from local neighbourhoods and communities, official public institutions also fostered community volunteering, namely through the community champions scheme. By considering a broad definition of COVID-19 volunteering, this article describes a systematic review of the literature focused on one broad question: What have we learned about COVID-19 volunteering both at the UK national level and the more local community level? METHODS: A rapid review of the literature in peer-reviewed databases and grey literature was applied in our search, following the PRISMA principles. The search was conducted from 10 to 16 of October 2020, and sources were included on the basis of having been published between January and October 2020, focusing on COVID-19 and addressing community groups, volunteering groups, volunteers, or community champions in the UK. RESULTS: After initial screening, a total of 40 relevant sources were identified. From these, 27 were considered eligible. Findings suggest that food shopping and emotional support were the most common activities, but there were diverse models of organisation and coordination in COVID-19 volunteering. Additionally, community support groups seem to be adjusting their activities and scope of action to current needs and challenges. Volunteers were mostly women, middle-class, highly educated, and working-age people. Social networks and connections, local knowledge, and social trust were key dimensions associated with community organising and volunteering. Furthermore, despite the efforts of a few official public institutions and councils, there has been limited community engagement and collaboration with volunteering groups and other community-based organisations. CONCLUSIONS: We identified important factors for fostering community engagement and COVID-19 volunteering as well as gaps in the current literature. We suggest that future research should be directed towards deepening knowledge on sustaining community engagement, collaboration and community participation over time, during and beyond this pandemic.
Subject(s)
COVID-19 , Community Participation , Female , Humans , SARS-CoV-2 , United Kingdom , VolunteersABSTRACT
Long-term care facilities (LTCFs), retirement homes (RHs), and other congregate care settings in Canada and worldwide have experienced significant COVID-19 outbreaks. As a health system response, our acute care hospital in Toronto, Ontario, Canada, developed and mobilized an onsite Infection Prevention and Control (IPAC) SWAT team (IPAC-SWAT) to regional settings on outbreak and implemented a strategy of support through education, training, and engagement. Between April 28, 2020, and June 30, 2020, IPAC-SWAT assessed 7 LTCFs and 10 RHs for IPAC preparedness and actively managed 10 of 13 COVID-19 outbreaks (LTCF n=5; RH n=5). IPAC-SWAT strategies were multi-interventional and intended to mitigate further viral transmission or prevent outbreaks. Dedicated training of local "IPAC champions" was facilitated at 7 sites (LTCF = 5; RH = 2) using a "train-the-trainer" approach to promote local knowledge, autonomy, and site-led audits and feedback.