جستجوی مقالات مرتبط با کلیدواژه « نگهداشت » در نشریات گروه « پزشکی »

The purpose of this study was to provide a model for recruiting and retaining human resources of medical sciences universities in Mazandaran province under the conditions of the epidemic of the disease of covid-19.

The current research was a mixed type of research. The statistical population of the qualitative section included 25 human resources experts from Mazandaran University of Medical Sciences, who were selected by a purposeful random method using a snowball sampling method. The statistical community of the quantitative department included 600 senior expert managers in the field of human resources at Mazandaran University of Medical Sciences, 148 of whom were selected as the statistical sample of the quantitative department from a random sampling. To collect information, a semi-structured interview tool and a questionnaire obtained from the interview were used.

According to the research results, 2 general dimensions of attracting and maintaining human resources were identified. Also, 11 components were identified, out of a total of 62 identified indicators, 17 indicators were assigned to recruitment and 45 indicators were assigned to human resources maintenance, and the value of the GOF index equal to 0.669 was obtained, which is suitable.

In general, it can be stated that the senior management of medical sciences universities must pay attention to the categories that are effective in maintaining human resources so as not to face a shortage of human resources.

The present research was conducted with the aim of identifying the talent management components of Iranian elementary teachers with a qualitative-descriptive approach in an exploratory way and with thematic analysis technique of a comparative type. The research area included 41 electronic and written scientific resources and the text of 10 semi-structured interviews. After identifying the components according to the theoretical literature and interviews, first based on the theoretical framework in the field of talent management, the main categories of recruitment and identification, selection, employment, development and maintenance were considered as overarching themes, then according to Overarching themes 40 basic themes were identified and counted, the extracted basic themes were categorized and named under the categories of overarching themes in the next step, and in this way organizing themes were formed. The content validity of the findings was confirmed using the content validity index (CVR) based on the opinions of a number of human resource managers and primary education experts and a few experts in the field of educational sciences, a total of 15 people. The reproducibility of the findings using The Holstein coefficient was estimated to be 99/. Finally, the findings based on the theoretical framework include 5 comprehensive themes (recruitment and identification, selection, employment, development and maintenance), 10 organizing themes including identifying elite people, creating motivation to attract elites, matching the person with the job, merit selection , all-round utilization of people, provision of implementation conditions, individual knowledge enhancement, promotion of job and professional skills, excellence and well-being of teachers, and integration of people with teaching profession and 40 basic themes. Therefore, in order to make optimal use of teachers in the primary period, education and training should implement talent management in employing teachers in this period based on the indicators revealed in the current research.

 From the beginning of the Covid-19 epidemic, a number of recommendations were made by health organizations, such as maintaining social distance, using masks, and hand hygiene. Hand washing with soap or alcohol-based disinfectants and high hygiene as a precautionary measure to prevent the spread of this emerging virus is widely promoted, and almost all people follow these recommendations. Although hand washing and hygiene are more serious than ever before, and is certainly helpful in preventing the spread of Covid-19, but there is the question of how this can affect different people who have not previously had obsessive-compulsive disorder, and also peoples with mild and sub-threshold symptoms (1,6). The Covid-19 epidemic in the late winter of 2019 / spring 2020 became a global crisis and spread widely and rapidly across borders and continues to this day (3). Covid-19 disease may have different effects on people with different socioeconomic status, as shown in several studies (11,9,8,20,21,22). Very little is known about the impact of the emerging Covid-19 disease on the prevalence or development of mental disorders, and little research has been done in this area. The aim of this study was to evaluate the prevalence of obsessive-compulsive disorder in recovered hospitalized patients with Covid-19 six months after discharge from the hospital, evaluate the existence of a statistically significant relationship between the prevalence of obsessive-compulsive disorder, socioeconomic status and demographic variables such as gender, age, level of education and marital status.

In this cross-sectional study, 479 patients with a history of definitive diagnosis of Covid-19 and subsequent hospitalization were studied. The participation of all sample members in this study was completely voluntary and the present study has been approved by the ethics committee of Kermanshah University of Medical Sciences, Iran. The sample members were selected using random number generation software and through a completely random selection from the list of hospitalized patients. After selecting the sample, they were invited to participate in the study by telephone. After initial satisfaction, research questionnaires were provided to the sample members face to face. In this study, Maudsley Obsessional Compulsive inventory (MOCI), Ghodrat Nama et al. Socio-Economic Status Questionnaire (GHSESQ) were used. The validity and reliability of these questionnaires have been studied in Iran and both of them are valid and reliable. Also, after completing the questionnaires, each member of the sample was examined through a short face-to-face supplementary interview (maximum 10 minutes) for the presence of DSM5 diagnostic criteria for obsessive-compulsive disorder and the results were recorded. After data collection, the overall point prevalence of obsessive-compulsive disorder was calculated.   Also, the point prevalence of obsessive-compulsive disorder were obtained based on each of the classes of demographic variables in the study. Descriptive statistics, chi-square test, one-way analysis of variance and Tukey test were used in this study. SPSS 21 statistical software was used for data analysis.

After reviewing and analyzing the completed questionnaires and the results of the supplementary interview, 92 members of the sample were diagnosed with obsessive-compulsive disorder. The overall prevalence of obsessive-compulsive disorder in all samples was 19.20%. According to the results of statistical analysis, there was a significant relationship between gender and obsessive-compulsive disorder and this disorder was more common in women than men (χ2 = 5.3793; P-value = 0.020378; p≤0.05). There was a significant relationship between age variable and obsessive-compulsive disorder and the prevalence of this disorder was more common in other age groups of 38-58 and 18-38, respectively (χ2 = 10.3501; P-value = 0.015813 ; p≤0.05). There was no significant relationship between education and disorder (χ2 = 2.9693; P-value = 0.562976; p≤0.05). Finally, in the case of marital status, there was no significant relationship between marital status and obsessive-compulsive disorder (χ2 = 4.4587; P-value = 0.107601; p≤0.05). The prevalence of obsessive-compulsive disorder was 12.16% in very low socio-economic status, 15.16% in low socio-economic status, 18.12% in medium socio-economic status, 35.84% in high socio-economic status and 40.00% in very high socio-economic status. The results of this study showed that there was a significant relationship between socioeconomic status and obsessive-compulsive disorder in recovered hospitalized patients with Covid-19 (χ2 = 20.7756; P-value = 0.000351; p≤0.05). The prevalence of obsessive-compulsive disorder has increased with increasing in level of socioeconomic status. The highest prevalence of disorders was in very high and high socio-economic status. One-way analysis of variance (one-way ANOVA) was performed to compare the mean scores of obsessive-compulsive disorder in different socioeconomic statuses and the value of F was 4.67467, Which shows that there is a significant difference in the mean scores of obsessive-compulsive disorder between socio-economic statuses. The results of Tukey test on the mean scores of obsessive-compulsive disorder in different socioeconomic statuses showed that the differences between very low and high socioeconomic status (p = 0.00597), very low and very high socioeconomic status (p = 0.00179), low and high socioeconomic status (p = 0.03153) were statistically significant.

Evidence from research to date suggests that anxiety and fear of being infected by a person or family member, as well as fear of death and threat to life at the time of infection, especially in hospitalized cases, can lead to or the trigger for mental disorders such as obsessive-compulsive disorder. Hospitalized people who have experienced a severe illness and whose life and health are seriously threatened can be one of the groups with the highest rates of mental disorders caused by this epidemic. It is suggested that institutions and organizations related to the maintenance and promotion of mental health in the community take the necessary plans and measures to prevent the occurrence or exacerbation of mental disorders and reduce the psychological consequences of this epidemic in the general population and especially high-risk populations, like people who have experienced the intense and critical state of Covid-19. Considering that the prevalence of obsessive-compulsive disorder in recovered hospitalized patients with Covid-19 is much higher than the prevalence of this disorder in the general population, it can be concluded that covid-19 infection and subsequent hospitalization can lead to obsessive-compulsive disorder. prevalence of Covid-19 exacerbates obsessive-compulsive behaviors and thoughts related to cleanliness and avoidance of the virus. In addition to threatening people's physical health, Covid-19 also threatens their mental health.

 Today in the context of Covid 19 disease, completely changing conditions and governing organizations, increasing competition, and the need for its effectiveness in such conditions, reveals their need for a valuable generation of employees. Today, completely changing conditions and governing organizations, increasing competition, and the need for its effectiveness in such conditions, reveal their need for a valuable generation of employees. A generation that is referred to as organizational soldiers. Undoubtedly, these employees are the distinguishing feature of effective organizations. Financial and technological resources are not the only advantage of organizations, having talented and capable people can not only be considered a competitive advantage of the organization but can also compensate for the lack or disadvantage of other resources. In the current competitive situation and in an environment where continuous change and continuous innovation is its main feature, only organizations that understand the strategic role of human resources and have skilled, knowledge-based, competent, competent, elite human resources will succeed. And be capable. Organizations that can not design appropriate mechanisms and measures for the retention of their talents must inevitably watch their departure. Organizations always spend a lot of money to attract the best staff; so if they can not maintain these forces, they have wasted those costs. Dismissal of key employees can be considered detrimental to organizations in terms of replacement costs and disruptions. The intention to leave an employee affects both the organization and other employees; therefore, thinking is important to minimize the negative effects of leaving the service on the performance of the organization. Leaving the service is very costly, and given the recent recession, the importance of retaining key employees for the success of the organization has been emphasized. Due to the conditions of Covid-19, in Mazandaran University of Medical Sciences, which is an important system in the field of medical education, the need for human capital, especially doctors and paramedics, has intensified. In addition, the heterogeneous population pyramid of the organization in this university, which was due to the inability to maintain and train specialized human resources in previous years, has created a deep gap in this area and therefore the university decided to attract and retain human capital. To be able to intelligently choose the right way of working and the best ideas. The general indicators presented in previous studies are not appropriate or effective for universities and especially medical universities and the result is not satisfactory; therefore, the results of the present study, which is specifically conducted at Mazandaran University of Medical Sciences, can provide more accurate and appropriate guidance. Therefore, the researcher pursues this research to determine the factors affecting the absorption and retention of human resources of Mazandaran University of Medical Sciences with an emphasis on crisis management.

The present research is based on the purpose of applied research and based on the method of data collection in qualitative research and the terms of implementation method are descriptive-survey research. The statistical population of the study included 25 human resources experts of Mazandaran University of Medical Sciences who were selected by purposive random sampling method using a snowball sampling method. In the content analysis section, first, by conducting interviews with experts under the title of open-ended questions, the information required for content analysis was collected. Conducting interviews with experts After 25 experts, the comments were saturated and at this stage, the interview was completed. In the next step, content analysis, coding, and indexing were performed. In the second stage of content analysis, the indicators were assigned to the components, based on which the identified indicators were divided between several components. In the next stage of content analysis, the determining components were assigned to different dimensions. In the second part, the Delphi technique was used to confirm the identified indicators. In the next step, using the Delphi technique and CVR index, validation and elimination of insignificant indicators were performed. The Delphi technique was also examined in two stages. In the first stage of this section, a closed questionnaire consisting of identified indicators was scored using a 5-point Likert scale and distributed among experts and was performed in two stages of the Delphi technique. The results of content analysis and the Delphi technique are stated below.

According to the results of the study, two general dimensions of human resource absorption and retention were identified. Also, 11 components were identified, out of a total of 62 identified indicators, 17 indicators were allocated to absorption and 45 indicators to human resources retention.

The result is that 11 components of recruitment or talent search operations, volunteer forces, selection operations, distribution operations, social resource socialization operations, service compensation system, organizational support, quality of work-life, safety and health, guidance and counseling and leadership, In crisis conditions (prevalence of Covid disease 19) is effective in attracting and retaining human resources of Mazandaran University of Medical Sciences. In general, the main features of the model of attracting and retaining human resources in Mazandaran University of Medical Sciences are: Specific innovations of this model in comparison with other existing models in the field of attracting and retaining human resources in Mazandaran University of Medical Sciences; In this research, two dimensions of human resources absorption and retention were identified, which are considered as innovations in this research; and The possibility of establishing the recruitment and retention of human resources in Mazandaran University of Medical Sciences in terms of components identified for the recruitment and retention of human resources in Mazandaran University of Medical Sciences in this study can show the ability of this university in attracting and retaining human resources to confirm. Therefore, it is suggested to prepare documents from the system of attracting and retaining human resources in times of crisis so that they can be used in the future and subsequent crises. Also, conferences and seminars on human resource management in times of crisis should be held at the University of Medical Sciences.

Undoubtedly a huge amount of hospital funds are spent on purchase and renovation of medical equipment, which requires correct operation by users in order to preserve national capital. Improving the quality of health services, increases the efficiency and effectiveness of equipment and optimal use of funds depends on the planning and implementation of standard systems of equipment maintenance. This study aimed to analyze the situation of equipment maintenance management and to determine its relation with the annual cost of hospitals. In this cross-sectional descriptive-analytical study, the maintenance status of medical equipment of 15 university hospitals in four indicators of purchase, repairments, quality control and technical force was checked and rated by field visits and using a medical equipment maintanance checklist that its validity and reliability were approved by the Iranian Medical Equipment General Office. Also, the cost of each indicator was obtained from hospitals and compared with the scores of the same indicator and their correlation was calculated using Pearson's test. Correlation coefficients between maintenance score and reducing purchasing costs (0.49), reducing the cost of repairments (0.29) and quality control costs (0.60) showed a significant positive relation between the status of maintenance of medical equipment and costs (P <0.05). Correct implementation of medical equipment maintenance management and quality assurance of measures related to maintenance in medical centers, help reduce costs in the areas of purchasing, repairments and quality control of medical equipment.

Faculty members are considered the most important elements of higher educational systems; so their recruitment and retention is one of the success factors for universities. Theoretically, social capital is one of the factors that may affect on faculty retention. This study was aimed to study the relation between organizational social capital and retention of faculty members in Kerman University of Medical Sciences during year 2011. This was a cross- sectional and descriptive-analytical study. It was conducted in all colleges of Kerman University of Medical Sciences. A sample of 150 faculty members was selected via multistage sampling. They completed two valid and reliable questionnaires already developed by others. Data were analysed by regression models and path analysis. In this study, the mean of social capital and retention among the faculty members of Kerman University of Medical Sciences were 3.16±.96 and 3.13±.61 respectively (out of 5). The results showed that there is a direct and positive bilateral (r=0.65) correlation between social capital and retention of faculty members in Kerman University Medical Sciences. There are positive and significant relashionship between social capital and retention of fculty members; in other words, the increse of social capital among faculty members will accompany an increase in the probability of their retention. Social capital is one of the factors that may strongly affect faculty retention, so managers can rely on the factors affecting the improvement of social capital to increase their retention, but other factors should not be neglected at all.