Training Physicians in Geriatric Care: Responding to Critical Need Greg O’Neill Patricia P. Barry As the nation’s older population grows‚ the U.S. will require a well-trained workforce of health care providers with expert knowledge in geriatric medicine. Compared with younger adults‚ older Americans use a disproportionately larger share of health care services provided by physicians‚ nurses‚ pharmacists‚ physical therapists‚ and other practitioners. While people over age 65 represent 12 percent of
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Certificate of need provisions in sections 36 to 40 have existed for 10 years but had not been signed into law until recently. The aim of the provisions is to ensure the equitable spread of health professionals across South Africa. The President of the Republic quietly signed law sections of the National Health Act that prevented doctors and other health professionals from opening private practices where they chose to. This is essence meant that all health professionals wishing to open a private
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The Role of the Marketing Staff DONALD R. LONGMAN Business management [S increasingly dependent upon marketing to gain enduring competitive advantage. This article describes the rich opportunities for success presented by a change rn the approach to marketing stafF work and acquisition of professional personnel for it. GREAT DEAL has been written in recent years about the marketing concept. We may expect to see much more; for competition in American industry is increasingly centered
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skilled‚ knowledgeable workforce with employees who are adaptive‚ flexible‚ and focused on the future (University of California‚ 2015). For the employees to be competitiveness‚ companies would often send their staffs for training. When management send their staffs for training‚ the staffs are given opportunities for to develop the knowledge‚ skills‚ abilities‚ behaviour and opportunities to be successful in their job and future career (University of California‚ 2015). As a result‚ it improves
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January 2010 A systematic review of the effectiveness of training & education for the protection of workers About this report: Authors: Lynda Robson1‚ Carol Stephenson2‚ Paul Schulte2‚ Ben Amick1‚ Stella Chan1‚ Amber Bielecky1‚ Anna Wang1‚ Terri Heidotting2‚ Emma Irvin1‚ Don Eggerth2‚ Robert Peters2‚ Judy Clarke1*‚ Kimberley Cullen1‚ Lani Boldt2*‚ Cathy Rotunda2‚ Paula Grubb2 Affiliations: 1 Institute for Work & Health 2 National Institute for Occupational Safety and Health‚ Centers for
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to reach their full potenial‚ you need to develop a training system that is streamed-lined‚ effective‚ and efficient and gives your new employees the skills needed to be a good employee without overburdening them with too much information. Finding the balance between too much and too little information is the key to designing the most effective training system for your company. Step One: Determine what training is needed. The first step in designing a training system for your company is to determine
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based on their participation in the training. Confidence and commitment are the new world additions linked to self-efficacy of trainees as they relate to a trainee’s belief that they can do it as well as intention to apply learning on the job (Kirkpatrick & Kirkpatrick; 2015: 8). Learning encompasses cognitive‚ skill-based‚ affective‚ and results outcomes. The data presented in this section is concerned with the learning that may be assigned to Restless Leaders training. The interviews were done post-course
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Executive Summary Healthy Lifestyle Hospital (HLH) is a healthcare provider under the National Healthcare Group. Since its beginnings in the early1980s it has grown rapidly to establish itself as acute-care hospital. HLH houses over 3000 professional staffs and is a comprehensive hospital with more than 800 beds‚ 22 clinics‚ 3 dental and 6 paramedical departments on top of the many specialist outpatient clinics and specialized service centres. The organization prides itself on its focus on patients as
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COSMOPOINT Sdn Bhd Employee Handbook TABLE OF CONTENTS 1. Introduction About This Employee Handbook Company Vision‚ Mission & Shared Values Categories of Staff Staff Grade 2. Appointments 3. Probation and Confirmation 4. Promotions 5. Termination of Employment 6. Retirement Age 7. Working Days and Hours Non-Academic Staff Academic Staff Clock In and Clock Out Teaching Hours Requirement of Academic Employee 8. Overtime 9. Gazetted Public Holidays 10. Leave 10.1. Annual Leave 10.2. Medical
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Staff Retention Policy Contents 1. Introduction 2. Purpose and Aims 3. Scope What Motivates 4. Induction 5. Flexible Working 6. Acting Act/Career Progression 7. Supervisions & Appraisals 8. Communication 9. Exit Interviews 10. Staff Development & Continuous Professional Development 11. Staff Benefits 1. Introduction The retention policy is to ensure that all procedures and benefits relating to this policy are carried out and to maintain a workforce that is valued for their skills and/or experience
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