Darbo tikslas: išanalizuoti personalo organizavimo ypatumus Lietuvos bendrojo pobūdžio ligoninėse. Tyrimo metodika: Vienmomentinė apklausa buvo vykdoma Lietuvos bendrojo pobūdžio ligoninėse nuo 2009 m. birželio 20 d. iki 2009 m. spalio 20 d. Tyrimo metu buvo apklausti asmenys atsakingi už personalo organizavimą Lietuvos bendrojo pobūdžio ligoninėse. Statistinėje analizėje buvo naudotos 58 teisingai užpildytos anketos (90,6 proc. visų išdalintų anketų). Rezultatai: Tyrimo rezultatai atskleidė, kad bendrojo pobūdžio ligoninėse vykdomi ne visi personalo organizavimo etapai. Rečiausiai vykdomi personalo organizavimo etapai yra darbuotojų karjeros planavimas (36,8 proc.) ir reguliaraus darbuotojų vertinimo atlikimas (40,4 proc.). Tyrimo metu nustatyta, kad dažniausiai (82,5 proc.) darbuotojų kaita ligoninėse yra nedidelė – iki 5 proc. darbuotojų per metus. Absoliuti dauguma bendrojo pobūdžio ligoninių turi parengtus darbo vietų aprašymus (pareigybines nuostatas), tačiau keturiose (7,0 proc.) bendrojo pobūdžio ligoninėse yra parengti ne visų darbuotojų darbo vietų aprašymai. Lietuvos bendrojo pobūdžio ligoninėms ieškant darbuotojų dažniau pritrūksta kvalifikuotų darbuotojų nei nekvalifikuotų. 71,9 proc. ligoninių vadovų ir asmenų, atsakingų už darbuotojų organizavimą, teigė, kad yra sunku surasti naujoms darbo vietoms tinkamos kvalifikacijos gydytojus. Didžioji dalis (79,3 proc.) tiriamųjų teigė, jog norėtų pagilinti savo žinias personalo organizavimo srityje. Labiausiai norėtų... [toliau žr. visą tekstą] / The aim of the work: to analyze the peculiarities of staff organization in general hospitals of Lithuania. Research methods: Cross-sectional survey was carried out in general hospitals of Lithuania from 20th June 2009 till 20th October 2009. Persons responsible for the staff organization in general hospitals of Lithuania were interviewed. The statistical analysis was performed using 58 correctly filled questionnaires (90.6 % of all distributed questionnaires). Results: The results revealed that not all stages of staff organization were implemented in general hospitals. The rarest implemented stages of staff organization are the planning of employees’ career (36.8 %) and the regular evaluation work performance (40.4 %). The study assessed that employee turnover in hospitals is low mostly (82.5 %) – up to 5 % employees during the year. The absolute majority of general hospitals have prepared job descriptions, meanwhile four (7.0 %) hospitals have had job descriptions not for all positions. General hospitals of Lithuania were lacking of skilled workers more often than unskilled workers. 71.9 % of hospital directors and persons, responsible for staff organization, stated that it is difficult to find appropriate and qualified physicians for new workplaces. The majority (79.3%) of respondents said they would like to increase their knowledge in the area of personnel organization. The most disrere topics were indentifies the analysis of workplaces, personnel training and evaluation... [to full text]

Introduction (Purpose) - The main purpose for this study is to study internal communication challenges from a managerial and employee perspective in two interrelated IT departments. Furthermore this study aims to give suggestions for how organizations can improve their internal communication within and between departments. Design/methodology/approach - The research setting took place in a Swedish telecom company where data was collected during 10 weeks. An abductive scientific approach was used with an extension of mixed methods with a triangulation design. Interviews and survey were made to both managers and employees as primary data, whereas different kinds of observations, informal interviews and meetings, intranet and employee satisfaction scores were used as secondary data. Findings - Findings show several internal communication challenges, such as different definitions of what internal communication stands for, too many media channels put strains on the internal communication within and between IT departments which results in unsynchronization. The organizational structure itself creates internal communication challenges as a result of not sharing common goals and strategies, but also responsibility issues which leads to misunderstanding and conflicts. To improve internal communication challenges between the departments, some of the following examples were found; the need of overcoming unsynchronization, shared goals and strategies, common messages from head managers in order to reduce problems related to co-operation between the departments and desideration of an interactive communication tool. Practical implications – Deal with misunderstandings to prevent internal communication challenges. Interrelated departments should strive for alignment through common goals and strategies. More interactive communication tools such as social networks could promote more effective internal communication. Originality/value – Rich data collection by using mixed methods resulted in empirical findings that address internal communication challenges between two IT departments with an organizational structure that reminds of a line-and-staff organization from a managerial and employee perspective. / <p>This thesis has been professionally proofread</p>

No / McIntosh and Watt focus on a recent research that many female registered nurses who return from a career break at a lower grade relative to their experience and training. They note that the reintegration of the most highly trained and experience registered nurses will not only reduce the need and cost of training but will critically enhance the quality of delivery. The NHS must make greater use of these highly skilled and experienced registered nurses, not just for sound economic reasons but for improved health outcomes as well. Patients and clients all deserve the most skilled, experienced and able registered nurses, regardless of their life circumstances.; Many female registered nurses return from a career break at a lower grade relative to their experience and training, which has a detrimental implication for the National Health Service in terms of operational efficiency. It is imperative that human resources are used to the maximum benefit of the nursing service. Adapted from the source document.

This dissertation originates in research project Potřeby a podpora pracovníků poskytujících paliativní péči v hospicích (FHS_P19_2014_068) (Paliative Hospices Care Staff Needs and Support) which was implemented in 2015. The dissertation deals with needs of hospices staff. These are derived from demands and requirements placed on the staff and correlate with their workload. I express management strategies and attitudes related to staff support. In the theoretical part of the dissertation I survey organization culture and ways and means of staff care. One of the care forms may be supervision. I⁠ focus on its possible form (shape) and supervisor's function. The empirical part of the dissertation is based on the research performed in two hospices. I focus on facility description and provided care. It is based on conversations with staff and management of these facilities. I try to depict the way management views the staff support, demanding situations they are exposed to and their idea of management support. Last but not least I⁠ focus on the supervision area, the way the staff perceives it, to what extent they see it as a contribution (benefit) and what do they expect of it. Powered by TCPDF (www.tcpdf.org)