Polly Christine Ford-Jones and Tamara Daly
Paramedics increasingly attend to mental health-related emergencies; however, there has been little evaluation of the mental health training for paramedics. This study aims to…
Abstract
Purpose
Paramedics increasingly attend to mental health-related emergencies; however, there has been little evaluation of the mental health training for paramedics. This study aims to analyze the fit between paramedicine pedagogy, patient needs and the conditions for paramedics’ skill development.
Design/methodology/approach
Data were collected in a single, qualitative, critical ethnographic case study of pre-hospital mental health and psychosocial care in paramedicine in Ontario, Canada. Transcripts from interviews (n = 46), observation (n ∼ 90h) and document analysis were thematically analyzed using a constant comparative method. The study is theoretically grounded in a feminist political economy framework.
Findings
Tensions are explored in relation to the pedagogy of paramedicine and the conditions of work faced by paramedics. The paper presents challenges and insufficiencies with existing training, the ways in which certain work and training are valued and prioritized, increased emergency care and training needs and the limitations of training to improving care.
Research limitations/implications
Recommendations include more comprehensive didactic training, including the social determinants of health; scenario training; practicum placements in mental health or social services; collaboration with mental health and social services to further develop relevant curriculum and potential inclusion of service users.
Originality/value
This paper addresses the lack of mental health pedagogy in Ontario and internationally and the need for further training pre-certification and while in the workforce. It presents promising practices to ameliorate mental health training and education for paramedics.
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A distinction must be drawn between a dismissal on the one hand, and on the other a repudiation of a contract of employment as a result of a breach of a fundamental term of that…
Abstract
A distinction must be drawn between a dismissal on the one hand, and on the other a repudiation of a contract of employment as a result of a breach of a fundamental term of that contract. When such a repudiation has been accepted by the innocent party then a termination of employment takes place. Such termination does not constitute dismissal (see London v. James Laidlaw & Sons Ltd (1974) IRLR 136 and Gannon v. J. C. Firth (1976) IRLR 415 EAT).
The paper explores the application and value of facilities management concepts in medium‐sized UK hotels. Using the results of recent research into the extent and context of…
Abstract
The paper explores the application and value of facilities management concepts in medium‐sized UK hotels. Using the results of recent research into the extent and context of application of facilities management in hotels, some apparent advantages of the approach are identified. Facilities management is not a term commonly applied in hotels and the paper considers its value in this field. The hotel manager is in the business of generating revenue from space. If this space is well managed, in a strategic manner, there is considerable scope for improving not only revenue, but also profit. The research uses personal construct theory and repertory grid analysis to identify the aspects of managing facilities which are perceived as important by the owners/managers themselves. A model is then developed of the suggested application of facilities management within the medium‐sized hotel sector.
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Many innovations have taken place in the teaching‐learning strategies for organisational behaviour (OB), in the School of Management over the past 18 months. This paper describes…
Abstract
Many innovations have taken place in the teaching‐learning strategies for organisational behaviour (OB), in the School of Management over the past 18 months. This paper describes the impetus for these changes (i.e. budget pressures) and the search for alternative teaching‐learning strategies suitable for organisational behaviour. It documents the journey of lecturers, part‐time staff and students who took part in this adventure. The change process involved a team of eight full‐time and ten part‐time staff members and over 800 students in a multicultural environment. During the first meeting, students had to negotiate their roles, desirable group norms and the gradations of penalties they would use if these ground rules were not adhered to. Each week the roles of facilitator, facilitator’s buddy, time‐keeper and scribe were rotated. Students learnt to work with “dominators”, “quiet members”, “social loafers”, “poor timekeepers”. Some learnt to confront conflict, others decided to ignore it. Student assignments included a creative learning log and a report describing in depth what they learnt themselves and working in groups and relating their experiences to models and theories of organisational behaviour.
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The week before Christmas, with staff winding down at a quiet celebration, might not be the most appropriate time to embark on a ground‐breaking system to revolutionize a top…
Abstract
The week before Christmas, with staff winding down at a quiet celebration, might not be the most appropriate time to embark on a ground‐breaking system to revolutionize a top company’s management‐recruitment procedures. But a telephone call five days before Christmas Eve from one of the world’s best‐known hotel chains – Hilton International – to business‐psychology consultancy Human Factors International (HFI) signaled the go‐ahead for a project they had been talking about for two years.
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The Council of the ICT has recently made a grant to a member in respect of its training courses following the introduction of the scheme earlier in the year.
Life is made up of debits and credits, as Kipling wrote, long accounts have to be paid — mistakes, misconduct, misdeeds, all the mischief and harm they cause, exact payment which…
Abstract
Life is made up of debits and credits, as Kipling wrote, long accounts have to be paid — mistakes, misconduct, misdeeds, all the mischief and harm they cause, exact payment which has to be met by someone, not necessarily those that cause the trouble; all too often by innocent victims. The recent industrial strife, destruction and violence, despite the plausible excuses for it, will have disastrous results, a colossal debit in the nation's accounts; and the mass of the people, the vulnerable groups including several millions of elderly pensioners, the handicapped and sick, are under no illusions who will have to pay. The posturing defiance — “heads held high”, bands playing martial music — the complete lack of concern or regret for others will make no difference to the overtaking retribution.