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Article
Publication date: 1 February 2022

Abbeygail Jones, Shuo Zhang, Amy Woodburn, Sarah Dorrington, Alison Beck and Helen Winter

The health and well-being of healthcare staff came into focus during the coronavirus disease-2019 (COVID-19) pandemic as already strained workforces responded to new and…

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Abstract

Purpose

The health and well-being of healthcare staff came into focus during the coronavirus disease-2019 (COVID-19) pandemic as already strained workforces responded to new and additional challenges. Organisational support services made efforts to adapt staff support provision. However, most literature and recommendations are centred on surveys of medical and clinical staff. The present study included staff across clinical and non-clinical workforces within a mental health trust over the course of the COVID-19 pandemic to date, and aimed to understand workforces' access to and experiences of organisational support.

Design/methodology/approach

The current study was a qualitative one using convenience and purposive sampling. Semi-structured individual and group interviews were conducted using a topic guide. Reflexive thematic analysis was used in a phenomenological framework to analyse data.

Findings

35 staff, broadly representative of the trust workforce, were recruited. Six global themes summarised the experiences of staff in relation to work practices, personal well-being and support access over the first year of the COVID-19 pandemic: COVID-19 disease, interpersonal relationships, individual considerations, change, working environment and support.

Practical implications

The findings from the study have implications for organisational support provisions for healthcare workers and the dissemination of these services.

Originality/value

Acknowledging the multi-various experiences of different workforces within National Healthcare Service organisations and how these change over time will facilitate innovative changes to staff support provision.

Details

International Journal of Workplace Health Management, vol. 15 no. 2
Type: Research Article
ISSN: 1753-8351

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Article
Publication date: 1 March 1904

The action taken by the Council of the British Medical Association in promoting a Bill to reconstitute the Local Government Board will, it is to be hoped, receive the strong…

23

Abstract

The action taken by the Council of the British Medical Association in promoting a Bill to reconstitute the Local Government Board will, it is to be hoped, receive the strong support of public authorities and of all who are in any way interested in the efficient administration of the laws which, directly or indirectly, have a bearing on the health and general well‐being of the people. In the memorandum which precedes the draft of the Bill in question it is pointed out that the present “Board” is not, and probably never was, intended to be a working body for the despatch of business, that it is believed never to have met that the work of this department of State is growing in variety and importance, and that such work can only be satisfactorily transacted with the aid of persons possessing high professional qualifications, who, instead of being, as at present, merely the servants of the “Board” tendering advice only on invitation, would be able to initiate action in any direction deemed desirable. The British Medical Association have approached the matter from a medical point of view—as might naturally have been expected—and this course of action makes a somewhat weak plank in the platform of the reformers. The fourth clause of the draft of the Bill proposes that there should be four “additional” members of the Board, and that, of such additional members, one should be a barrister or solicitor, one a qualified medical officer of health, one a member of the Institution of Civil Engineers, and one a person experienced in the administration of the Poor‐law Acts. The work of the Local Government Board, however, is not confined to dealing with medical, engineering, and Poor‐law questions, and the presence of one or more fully‐qualified scientific experts would be absolutely necessary to secure the efficient administration of the food laws and the proper and adequate consideration of matters relating to water supply and sewage disposal. The popular notion still exists that the “doctor” is a universal scientific genius, and that, as the possessor of scientific knowledge and acumen, the next best article is the proprietor of the shop in the window of which are exhibited some three or four bottles of brilliantly‐coloured liquids inscribed with mysterious symbols. The influence of these popular ideas is to be seen in the tendency often exhibited by public authorities and even occasionally by the legislature and by Government departments to expect and call upon medical men to perform duties which neither by training nor by experience they are qualified to undertake. Medical Officers of Health of standing, and medical men of intelligence and repute are the last persons to wish to arrogate to themselves the possession of universal knowledge and capacity, and it is unfair and ridiculous to thrust work upon them which can only be properly carried out by specialists. If the Local Government Board is to be reconstituted and made a thing of life—and in the public interest it is urgently necessary that this should be done—the new department should comprise experts of the first rank in all the branches of science from which the knowledge essential for efficient administration can be drawn.

Details

British Food Journal, vol. 6 no. 3
Type: Research Article
ISSN: 0007-070X

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Article
Publication date: 5 May 2021

Deborah E. Swain and Patrick Roughen

This paper aims to describe how knowledge management (KM) in planning can support the sustainability of innovation in a hybrid, joint-use facility. The case study research studies…

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Abstract

Purpose

This paper aims to describe how knowledge management (KM) in planning can support the sustainability of innovation in a hybrid, joint-use facility. The case study research studies ImaginOn, a 15 year-old children’s library and theater for young people in Charlotte, NC.

Design/methodology/approach

This research used KM model analysis of qualitative data about tacit-explicit knowledge, intellectual capital (IC) and cognitive modes of collaboration. Both historic documents and primary data (from field study observations, interviews and a questionnaire) were analyzed for informal KM practices. Semi-structured and unstructured interview questions about innovation were used.

Findings

This study found evidence of tacit knowledge sharing, the growth of IC and the operationalization of collaboration to promote innovation. Although traditional KM terms were not used by staff, an integrated model framework demonstrates how KM practices promote innovation in planning joint-use facilities.

Practical implications

Although a study of a diverse cultural collaboration rather than two libraries, the KM practices that supported innovation and collaboration in this hybrid, joint-use facility might be applied to libraries. Future KM model research on joint-use organizations could investigate merged businesses, government programs and non-profits.

Social implications

The library and theater institutions in ImaginOn impact the lives of children and parents in meaningful ways that support community understanding, art, diversity and social interaction.

Originality/value

Research on joint-use libraries began in the 1960s. This case study provides unique model analysis of KM practices in a hybrid, joint-use facility (a library and theater). The innovative success and sustainability of ImaginOn illustrates the application of KM for strategic planning and aligning IC and business assets.

Details

Journal of Knowledge Management, vol. 25 no. 10
Type: Research Article
ISSN: 1367-3270

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