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Journal articles on the topic 'Medical personnel Medical personnel'

Author: Grafiati

Published: 4 June 2021

Last updated: 16 February 2022

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1

Ogoshi, Kazuei, Taiji Akamatsu, Hiroyasu Iishi, Daizo Saito, Nobuhiro Sakaki, Chihiro Sekiya, Akira Matsuura, Kenichi Fujita, and Tatsuzo Kasugai. "H. Medical Treatment Personnel." Digestive Endoscopy 12, no. 4 (October 2000): 381. http://dx.doi.org/10.1046/j.1443-1661.2000.00056-8.x.

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2

Misdaq, M. A., H. Harrass, H. Saikouk, and A. Matrane. "Dose to Medical Personnel." Health Physics 118, no. 2 (February 2020): 129–35. http://dx.doi.org/10.1097/hp.0000000000001140.

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3

Lee, Ryung-Ah. "Violence to Medical Personnel." Ewha Medical Journal 36, no. 2 (2013): 77. http://dx.doi.org/10.12771/emj.2013.36.2.77.

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4

Vashadze, Sh, and M. Kekenadze. "Burnout syndrome in medical personnel." EMERGENCY MEDICINE, no. 1.96 (January 1, 2019): 118–20. http://dx.doi.org/10.22141/2224-0586.1.96.2019.158757.

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5

Abiteboul, D. "VIH et personnel non medical." Médecine et Maladies Infectieuses 19 (April 1989): 249–52. http://dx.doi.org/10.1016/s0399-077x(89)80085-x.

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6

Öhman, Ulla, Per-Olof Bylund, and Ulf Björnstig. "Impairing Injuries among Medical Personnel." Western Journal of Nursing Research 24, no. 7 (November 2002): 788–802. http://dx.doi.org/10.1177/019394502762476988.

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7

Ryan, M. "Remuneration of Soviet medical personnel." BMJ 294, no. 6583 (May 23, 1987): 1340–41. http://dx.doi.org/10.1136/bmj.294.6583.1340.

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8

Lee, Joseph C., Nitin Kapur, and Jia W. Chong. "Managing burnout in medical personnel." Journal of Paediatrics and Child Health 55, no. 6 (June 2019): 728–29. http://dx.doi.org/10.1111/jpc.14471.

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9

Saleha, Nurmukaromatis, Rina Delfina, Nurlaili Nurlaili, Fourni Ardiansyah, and Mercy Nafratilova. "Online Affirmation and Peer Support are Effective for Reducing Medical Personnel Stress in Dealing with Covid-19 Patients." Unnes Journal of Public Health 10, no. 2 (July 15, 2021): 151–61. http://dx.doi.org/10.15294/ujph.v10i2.42861.

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The Covid-19 outbreak has psychological impacts on frontline medical personnel at risk of infection. Therefore, this study aimed to evaluate the effect of online affirmations and peer support on medical personnel stress level in dealing with Covid-19 patients, as well as social support and spiritual intelligence's influence. It was a quasi-experiment with pre- and post-test administered to 25 and 30 medical personnel as the intervention and control groups, respectively. The intervention was carried out on WhatsApp group for 4 weeks. The stress level pair T-test results showed p = 0.000 in the intervention group and p = 0.238 in the control, while the independent T-test results showed p = 0.009. Social support did not affect medical personnel’s stress (p=0.978), but the effect of spiritual intelligence was significant (p=0.000). According to the results of multiple regression test conducted using the Enter method, the coefficient value (R2) = 0.584. This intervention was effective in helping medical personnel to manage stress. Hence, hospital managers need to carry out stress management training to maintain medical personnel’s mental health.

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10

Houghton, F. "Medical and non-medical personnel in public health." Irish Journal of Medical Science 172, no. 3 (July 2003): 154. http://dx.doi.org/10.1007/bf02914507.

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11

Karlsson, Sofia, Britt-Inger Saveman, and Lina Gyllencreutz. "The medical perspective on mining incidents." International Journal of Emergency Services 8, no. 3 (October 31, 2019): 236–46. http://dx.doi.org/10.1108/ijes-02-2019-0006.

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Purpose The purpose of this paper is to examine emergency medical service (EMS) personnel’s perceptions and experiences of managing underground mining injury incidents. Design/methodology/approach In total, 13 EMS personnel were interviewed according to a semi-structured interview guide. The interviews were transcribed verbatim and analyzed using qualitative content analysis. Findings An underground mining environment was described as unfamiliar and unsafe and, with no guidelines for operational actions in an extreme environment, such as underground mines, the EMS personnel were uncertain of their role. They therefore became passive and relied on the rescue service and mining company during a major incident. However, the medical care was not considered to be different from any other prehospital care, although a mining environment would make the situation more difficult and it would take longer for the mine workers to be placed under definitive care. Originality/value This study complements earlier studies by examining the EMS personnel’s perceptions and experiences of major incidents.

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12

Terashima, Kuzuhiko, Seiichi Takenoshita, Jun Miura, Ryosuke Tasaki, Michiteru Kitazaki, Ryo Saegusa, Takanori Miyoshi, et al. "Medical Round Robot – Terapio –." Journal of Robotics and Mechatronics 26, no. 1 (February 20, 2014): 112–14. http://dx.doi.org/10.20965/jrm.2014.p0112.

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We have developed an innovative medical-personnel rounds-assistance robot called Terapio for use in hospital support, mainly in medical materials delivery and personnel rounds data recording. Terapio’s omnidirectional mobility and personnel tracking control during doctors’ rounds realize the smooth transfer of medical supplies from the nurses’ station to a patient’ bedside, for example. Vital information collected during medical personnel rounds is automatically recorded by a CCD camera and a voice recorder. This important information is then stored through the use of a touch panel.

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13

Arbeene, Bob. "Anesthesia Personnel." AORN Journal 57, no. 4 (April 1993): 826. http://dx.doi.org/10.1016/s0001-2092(07)69084-x.

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14

Petrova, Natalya G., and Sarkis G. Pogosyan. "Motivation of medical personnel as an important element of personnel management." Science and Innovations in Medicine 5, no. 2 (June 15, 2020): 105–10. http://dx.doi.org/10.35693/2500-1388-2020-5-2-105-110.

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Objective - to analyze the structure of motivational attitudes of nurse personnel and their career orientations. Materials and methods. The study was conducted on the basis of three multidisciplinary medical organizations in St. Petersburg. Nurses were asked to complete two questionnaires, including an assessment of motivation and career orientations. The total number of questionnaires processed was 162. The average length of service of the respondents was 10.5 years. According to age, the respondents were distributed as follows: 62.0% were people aged 20-29 years, approximately equal shares were people 30-39 years old (18.6%) and 40 years and older (19.4%). The study of the motivation of professional activity was carried out according to the methodology of K. Zamfir (modified by A. Rean). Also, the methodology used to diagnose the value orientations in the career was ''Career Anchors'' (the method of E. Shein in adaptation by V.A. Chiker and V.E. Vinokurov). The questionnaires contain certain points and clues, allowing one to evaluate, respectively, the nature of motivation and preferred orientations. The statistical processing of collected data was performed with the Microsoft Office 2016 programs: Microsoft Word, Microsoft Excel. Results. It was established that in the structure of motivation, 40.2% is an external positive motivation (positive incentives in the organization), 30.1% is an internal motivation (satisfaction with work and its results), 19.7% is an external negative motivation (punishment). The main value orientations in a career are as follows. In the first place - the integration of lifestyles (in 73.2% of cases, this orientation scored maximum points); on the second -stability of work (62.0%); in the third place - ministry (52.4%). The ratio of value orientations varies somewhat among people of different ages. Conclusion. The identified features of motivation and value orientations of nurses should be taken into account both as a whole (to develop a system of motivation in the organization) and personally, taking into account the individual characteristics of each employee. The study of motivation should be carried out by psychologists of medical organizations, and the results should be transmitted to managers to form a reasonable personnel policy.

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15

Molinar, Staci, Kathleen Yancosek, and Laurel Smith. "Musculoskeletal Injury Reporting by U.S. Army Medical Command (MEDCOM) Personnel." Texas Orthopaedic Journal 1, no. 2 (November 30, 2015): 71–80. http://dx.doi.org/10.18600/toj.010208.

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16

Chng, Chwee Lye, and Starr Eaddy. "Sensation Seeking as It Relates to Burnout Among Emergency Medical Personnel: A Texas Study." Prehospital and Disaster Medicine 14, no. 4 (December 1999): 36–40. http://dx.doi.org/10.1017/s1049023x00027709.

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AbstractIntroduction:Burnout among emergency medical personnel (emergency medical personne) is suspected, but largely unsupported in the literature. An investigation of the phenomenon of burnout and factors contributing to its existence are essential steps in designingeffective interventions.Research Questions:Three research questions were proposed: 1) Are EMP sensation seekers as measured by Arnett's Inventory of Sensation Seeking? 2) Are EMP burnt out as measured by Revicki's Work-Related Strain Inventory? 3) Is there a relationship between sensation seeking and burnout among EMP?Methods:Emergency medical personnel attending a statewide conference in Texas, USA in late 1996 completed 425 survey instruments measuring sensation seeking and burnout as well as demographic items. Survey instruments were included in each registrant's conference package. Completed surveys were deposited anonymously in labeled receptacles throughout the statewide conference site. Data collection ceased at the end of the conference.Results:Emergency Medical Personne had significantly higher sensation–seeking total and intensity sub–scale scores than the general public. Full–time employees reported more sensation–seeking than volunteers or part–time employees. The younger the Emergency Medical Personne, the greater were their reported sensation seeking tendencies. Emergency Medical Personne reported more burnout in 1996 than in 1991. The older the Emergency Medical Personne, the lower was the reported level of burnout. Emergency Medical Personne who sought counseling for a work–related event reported more burnout than those who did not. Paid full–time Emergency Medical Personne reported higher burnout than did volunteers. There was a weak but positive correlation between sensation seeking and burnout, suggesting that these two dimensions may be unrelated.Conclusion:The field of emergency medical services attracts sensation seekers, and Emergency Medical Personne today report more burnout than their counterparts did in 1991. Although Emergency Medical Personne appear to be high in sensation seeking, this dimension alone does not protect them from the effects of burnout.

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17

Karaseva, Larisa Arkadyevna, and Tatyana Vladimirovna Bessonova. "Effects of labor satisfaction of medical personnel for the quality of providing medical care." Medsestra (Nurse), no. 6 (May 26, 2021): 65–72. http://dx.doi.org/10.33920/med-05-2106-09.

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The aim of the study the influence of job satisfaction of medical personnel on the quality of medical care. Results: the role of the nurse-leader in increasing the job satisfaction of medical personnel was studied; a comparative analysis of the attitude to work of medical personnel and their satisfaction in commercial and non-commercial medical organizations was carried out; formulated practical recommendations aimed at increasing the job satisfaction of medical personnel and the quality of medical services. Conclusion: formulated practical recommendations aimed at increasing job satisfaction of medical personnel and improving the quality of medical services provided to them.

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18

Rutayisire, Erigene, Jean Aime Nsabimana, and Michael Habtu. "Knowledge and Practice for Bio-Medical Waste Management among Healthcare Personnel at Kabgayi District Hospital, Rwanda." Journal of Public Health International 1, no. 4 (September 13, 2019): 36–44. http://dx.doi.org/10.14302/issn.2641-4538.jphi-19-3005.

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Background Globally, about 10 to 25% of the volume of bio-medical waste from hospitals and healthcare institutions presents a serious health risks to patients, healthcare personnel, and anybody who comes in contact with it. The waste management practices in Rwanda healthcare facilities are poor and need improvement. Objectives To assess the knowledge and practices regarding bio-medical waste management among healthcare personnel at Kabgayi district hospital in Southern Province of Rwanda. Materials and Methods A cross-sectional study design was conducted. A total of 200 healthcare personnel were selected randomly out of 400 target population including doctors, nurses, social workers, and cleaners. Structured questionnaire was used to collect data. Descriptive analysis using frequency and proportions were used. Chi-Square test was used to determine the association between the variables and level of significance was set at p ≤ 0.05. Results The study found that about half (49.0%) of healthcare personnel had good knowledge about waste management. We found that the majority of healthcare personel 133(66.5%) had poor practices towards bio-medical waste management. The factors associated with good practice were better knowledge on bio-medical waste management (p=0.013) and older age group (p=0.001). Conclusion/Recommendations The level of in both knowledge and practice towards bio-medical waste management among healthcare personnel was low. Continuing education and training programmes and short courses on bio-medical waste management should be carried out to improve the knowledge and practices towards bio-medical waste management among healthcare personnel.

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19

O'Malley, Robert, and Mary Osborn. "Reasons air medical personnel attend AMTC." Air Medical Journal 15, no. 3 (July 1996): 145. http://dx.doi.org/10.1016/s1067-991x(96)90076-0.

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20

Name and address supplied. "During Turkish protests, medical personnel targeted." Lancet 381, no. 9883 (June 2013): 2067. http://dx.doi.org/10.1016/s0140-6736(13)61223-4.

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21

Iacopino, V., V. Nathanson, O. Kloiber, E. Chrispin, M. Heisler, D. Dunevant, E. Young, et al. "Attacks on medical personnel in Turkey." BMJ 347, aug07 1 (August 7, 2013): f4933. http://dx.doi.org/10.1136/bmj.f4933.

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22

Volak, Patrick. "Maintaining Positive Relationships Between Medical Personnel." Gastroenterology Nursing 30, no. 2 (March 2007): 165. http://dx.doi.org/10.1097/01.sga.0000268040.17861.d4.

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23

MAHONEY, DIANA. "PTSD Seen in Deployed Medical Personnel." Family Practice News 35, no. 18 (September 2005): 38. http://dx.doi.org/10.1016/s0300-7073(05)71752-7.

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24

Boyas, Javier, and Pamela A. Valera. "Determinants of Trust in Medical Personnel." Hispanic Health Care International 9, no. 3 (September 1, 2011): 144–52. http://dx.doi.org/10.1891/1540-4153.9.3.144.

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25

Sahin, Berna, Sengul Gaygisiz, Fethi Murat Balci, Derya Ozturk, Muge Bedriye Sonmez, and Cemil Kavalci. "Violence Against Emergency Medical Personnel Assistant." Turkish Journal of Emergency Medicine 11, no. 3 (2011): 110–14. http://dx.doi.org/10.5505/1304.7361.2011.87597.

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26

MURRAY, DENNIS L. "Vaccine-Preventable Diseases and Medical Personnel." Archives of Internal Medicine 150, no. 1 (January 1, 1990): 25. http://dx.doi.org/10.1001/archinte.1990.00390130041001.

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27

Pavlenko, Olena, Vitalii Sukalenko, Oleksii Shkulipa, and Meena Sunildutt Sharma. "Personnel management features of medical institutions." Health Economics and Management Review 2, no. 1 (2021): 44–53. http://dx.doi.org/10.21272/hem.2021.1-05.

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This article summarizes the arguments and counter-arguments within the scientific discussion on personnel management in health care organizations. The study’s main purpose is to identify opportunities to improve the efficiency of medical staff through innovative forms of labor organization and HR management. Systematization of scientific background and approaches on personnel management in health care showed that staff development is a priority in health care. The authors emphasized the high competition in the Ukrainian services market. Thus, improving the service quality is the key element for successful any business activity. The relevance of solving this scientific problem is a need to regulate the organization’s personnel policy. To achieve this goal, the study was conducted in the following logical sequence: 1) investigation of the theoretical advances devoted to personnel management of health care facilities and features of this process; 2) analysis of the activity and organizational structure of the University Clinic of Sumy State University; 3) assessment of the motivation and satisfaction of the medical staff of the University Clinic of Sumy State University; 4) identification of the main motives, incentives, and reasons to work; 5) analysis and generalization of the available personnel management tools of the University Clinic of Sumy State University regarding identifying the responsible for personnel management and determining main motivation methods of medical staff. The methodological tools of the study are statistical methods and questionnaires. The study involved data for 2019-2020. The object of the study is the personnel management system of the University Clinic of Sumy State University. The empirical analysis results showed a relationship between several problems, including personnel, organizational and economic. The study empirically confirms and theoretically proves that personnel management affects the effectiveness of health care services. With the study findings, the authors proposed a set of measures to improve the efficiency of the existing personnel management system of the University Clinic of Sumy State University.

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28

Joo, Ho No. "Obligation of Medical Personnel Under the Medical Law(1)." Journal of the Korean Medical Association 45, no. 1 (2002): 100. http://dx.doi.org/10.5124/jkma.2002.45.1.100.

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29

Joo, Ho No. "Obligation of Medical Personnel Under the Medical Law (IV)." Journal of the Korean Medical Association 45, no. 11 (2002): 1378. http://dx.doi.org/10.5124/jkma.2002.45.11.1378.

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30

Joo, Ho No. "Obligation of Medical Personnel Under the Medical Law(III)." Journal of the Korean Medical Association 45, no. 8 (2002): 1048. http://dx.doi.org/10.5124/jkma.2002.45.8.1048.

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31

Kaprina, I. A. "PERSONNEL PROCESSES IN MEDICAL ORGANIZATIONS: THE STATE AND DIRECTIONS OF REGULATION." Research'n Practical Medicine Journal 4, no. 3 (September 21, 2017): 108–14. http://dx.doi.org/10.17709/2409-2231-2017-4-3-11.

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Results of sociological research of problem questions of regulation of personnel processes in the medical organizations are presented in this article. The problem of reforming medical organizations is characterized. Proposals on the solution of currently important problems of personnel regulation in medical organizations are formulated.The purpose of the research is to substantiate the directions of improving the management of personnel processes in modern medical organizations based on the sociological analysis of personnel processes and relations in medical organizations.Materials and methods. The paper presents the results of a sociological study of the condition and problems of regulation of personnel processes in medical organizations. The survey involved 240 respondents from among the employees of medical organizations and 97 qualified medical experts.Results. It is proved that the successful functioning of medical organizations is possible with a scientific approach to the management of personnel processes and relations, including analysis of personnel policy issues, sociological support of personnel processes regulation, development of human resources technologies in modern medical organizations.Conclusions. Successful functioning of medical organizations is possible with a scientific approach to the management of personnel processes and relations, including analysis of personnel policy issues, sociological support of personnel processes regulation, development of modern personnel technologies in medical organizations. Achievement of effective management of personnel processes in medical organizations requires the development and implementation of scientifically sound human resources policy in the health care system, improving the regulatory and organizational support for the regulation of personnel processes, enhancing the role of self-regulatory organizationsin the management of personnel processes in medical organizations.

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32

Podsiadło, Paweł, Adam Nogalski, Sylweriusz Kosiński, Tomasz Sanak, Kinga Sałapa, Robert Gałązkowski, and Tomasz Darocha. "IS AN EMERGENCY DEPARTMENT A SAFER PLACE FOR HYPOTHERMIC VICTIMS THAN AN AMBULANCE? A COMPARISON OF THE KNOWLEDGE OF MEDICAL PERSONNEL CONCERNING HYPOTHERMIA." Wiadomości Lekarskie 72, no. 2 (2019): 209–15. http://dx.doi.org/10.36740/wlek201902113.

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Introduction: Improper initial management of a victim in severe hypothermia is associated with a risk of cardiac arrest. At the same time, an uncontrolled drop in core body temperature in trauma victims is an independent risk factor for mortality. Medical personnel require a thorough understanding of the pathophysiology and treatment of hypothermia. Gaps in this understanding can lead to serious complications for patients. The aim: To compare knowledge concerning hypothermia between medical personnel working in emergency departments (ED) and emergency medical services (EMS). Materials and methods: A total of 5,362 participants were included in the study. In this study, EMS and ED personnel were encouraged to participate in an e-learning course on hypothermia. Subsequently, the scores of a pre-test, lesson tests and post-test completed by participants of this course were compared. Results: Pre-test scores were significantly higher among personnel working in EMS compared with those working in EDs. Nurses employed in EDs had significantly more failures in completing the course than EMS nurses. The most difficult topics for all practitioners were post-traumatic hypothermia and hypothermia-related clotting disorders. Conclusions: EMS personnel have a higher level of knowledge of hypothermia than ED personnel. Moreover, an e-learning course is an effective tool for improving medical personnel’s knowledge of hypothermia.

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33

Hanson, Robert L., and Allen H. Nelson. "OR Personnel Functions." AORN Journal 42, no. 3 (September 1985): 376–87. http://dx.doi.org/10.1016/s0001-2092(07)63664-3.

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34

Knebel, Pat. "Personnel Shortages." Laboratory Medicine 38, no. 8 (August 1, 2007): 506. http://dx.doi.org/10.1309/9kg0k5039h5xpmpr.

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35

Myroshnychenko, Ganna, and Yuliya Polegenka. "ТЕОРЕТИЧНИЙ БАЗІС ФОРМУВАННЯ СИСТЕМИ УПРАВЛІННЯ ПЕРСОНАЛОМ МЕДИЧНОГО ЗАКЛАДУ." Economical 1, no. 1(22) (2020): 97–105. http://dx.doi.org/10.31474/1680-0044-2020-1(22)-97-105.

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In modern market economy, among the variety of problems associated with the normal and efficient development of enterprises and organizations, one of the main problem is the personnel management. In the near future, the best development will be achieved by those organizations that focus on human resources and their management. Data shows that strategic personnel management in the current context of health care reform will increase the competitiveness of medical institutions. The paper analyzes the state of staffing in the healthcare sector. It was determined that there is a tendency to reduce medical facilities, and the outflow of highly qualified personnel to other sectors of the economy. Thus, since 1990, the number of hospitals has decreased by 43.5%, from 3.6 thousand to 1.1 thousand. Due to this, the number of hospital beds per 10,000 population decreased at the end of 2017, the number of beds decreased by 53.9%. The analysis revealed that in Ukraine there is a problem of layoffs. It is established that in the period from 1990 to 2017 there was a decrease in the number of paramedics in the health care system by a total of 32.1 people per 10,000 population, which is 27.3% of the total number of paramedics in 1990. Research shows that the movement of health workers depends on the movement of labor migration from districts to large cities, and is common in all countries, but in Ukraine there is a tendency to reduce the average number of medical staff at a faster rate than the reduction of doctors. This is due to difficult economic conditions in the country. The analysis of the personnel potential of health care institutions of Ukraine was carried out, which determined a significant reduction of medical staff, especially in the part of paramedical staff. It decreased by 27.3% of the total number of paramedics in 1990. It is determined that the main factors reducing the human resources of health care institutions of Ukraine are the inadequacy of staff training to modern requirements in the field of health care, insufficient material and social security of staff. An effective system of personnel management of a medical institution has been developed, which is based on the formation of human resources and the effective use of the personnel of the medical institution, which includes an analysis of the labor potential of the medical worker; planning and selection of staff depending on the demand for medical services of the institution; development of rules for hiring staff in accordance with labor legislation; application of methods of adaptation of medical staff; application of a transparent method of personnel certification. The characteristics of the functioning of the health care sector, which influence the formation of the personnel management system of medical institutions, have been identified. Directions for improving the personnel management system of medical institutions have been identified, which will ensure high quality of medical services with sufficient material security of medical institution staff and promote the retention of highly qualified personnel in medical institutions, which in turn will increase the efficiency of the health care system as a whole.

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Ziabina, Yevheniia, Aleksy Kwilinski, and Tatiana Belik. "HR management in private medical institutions." Health Economics and Management Review 2, no. 1 (2021): 30–36. http://dx.doi.org/10.21272/hem.2021.1-03.

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The article summarizes the arguments and counter-arguments within the scientific discussion on improving the HR management system in medical centers through HR policy tools. The study’s main purpose is to form proposals and focus on the prospects for the development of HR management in medical institutions. Systematization of learned treatises and approaches on the development of HR management systems showed problems in HR management’s current methods and systems. The urgency of solving this scientific problem is that the improvement of HR policy could effectively form and modernize medical organizations’ personnel management systems. The study of improving the HR management system in medical centers was carried out in the following logical sequence: considering the basics of personnel management in the private organizations; studying the methods and current trends in personnel management; analyzing the current system of HR management and personnel management on the example of medical institutions of Ukraine; developing recommendations for improving the HR policy of medical centers have been formed considering the obtained results. The methodological tools of the study were the methods of comparison, the BSC system of Kaplan and Norton, the fundamental provisions of personnel management, the calculation method and the method of data analysis, and the Gantt chart. The object of the study is the HR policy of medical institutions in Ukraine. The article presents the empirical analysis results based on the identified problems of organizing a personnel management system. The essence and features of the HR policy of medical centers were determined. In the study, the authors considered the state of medical centers’ staffing and HR management methods in health care. To investigate the organizational structure and personnel in the current situation of HR management of medical centers, the analysis of personnel and financial indicators was conducted. The findings showed the deficiencies in the personnel document management and HR management system of medical centers and the reasons for staff turnover. The comparison method, Kaplan and Norton’s BSC system, Gantt chart, calculation, and data analysis allowed identifying the ways to improve the existing HR management system in organizations.

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37

Ebrahimian, Abbasali, Seyed-Mahdi Esmaeili, Arash Seidabadi, and Ali Fakhr-Movahedi. "The Effect of Psychological Hotwash on Resilience of Emergency Medical Services Personnel." Emergency Medicine International 2021 (August 20, 2021): 1–7. http://dx.doi.org/10.1155/2021/4392996.

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Introduction. Emergency medical services (EMS) personnel are exposed to stress. Job stress in EMS personnel can reduce their resilience and have adverse effects on their clinical performance and mental health, thus reducing the quality of their work. The present research was performed to determine the effect of psychological hotwash on resilience of emergency medical services personnel. Methods. This study was a quasiexperimental. Sixty-four EMS personnel were randomly divided into two groups of hotwash and control. The psychological hotwash program was performed in the intervention group for a month based on the protocol; however, the control group continued their usual work and received no intervention. A day and six weeks after the psychological hotwash in the intervention group, the resilience of the EMS personnel was remeasured in both groups. Results. Before the intervention, the participants’ mean resilience score was 138.37 ± 7.04 in the intervention group and 137.34 ± 8.48 in the control group. There was a statistically significant difference between the mean scores of resilience in the intervention and control groups a day after the intervention ( P = 0.003 ). There was no statistically significant difference between the mean scores of resilience in the intervention and control groups 6 weeks after the intervention ( P = 0.102 ). Conclusion. The EMS personnel’s attendance at psychological hotwash sessions could increase their resilience. Nevertheless, the sessions should not be interrupted because the 6-week interruption of the sessions caused the nonsignificant scores of resilience in the hotwash and control groups. Hence, it is recommended to continue the investigation of the effects of hotwash on resilience, stress reduction, and job burnout reduction in EMS personnel by other researchers in different settings.

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38

Mokhnacheva, Т. Е., Y. Y. Monogarova, and Zh L. Varakina. "Preparedness of medical personnel to work with medical information systems." Manager Zdravoochranenia, no. 7 (2020): 74–80. http://dx.doi.org/10.37690/1811-0185-2020-7-74-80.

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39

Hobgood, C. "Do Emergency Medical Services Personnel Identify and Disclose Medical Errors?" Academic Emergency Medicine 12, Supplement 1 (May 1, 2005): 164. http://dx.doi.org/10.1197/j.aem.2005.03.466.

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Jung, Hyun Chae. "Death Education for Medical Personnel Utilizing Cinema." Korean Journal of Gastroenterology 60, no. 3 (2012): 140. http://dx.doi.org/10.4166/kjg.2012.60.3.140.

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Feng, Zhan-hui, Yong-ran Cheng, Juan Chen, Lan Ye, Meng-Yun Zhou, and Ming-Wei Wang. "Chinese medical personnel against the 2019-nCoV." Journal of Infection 80, no. 5 (May 2020): 578–606. http://dx.doi.org/10.1016/j.jinf.2020.02.011.

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Perrin, Pierre. "Training medical personnel: HELP and SOS courses." International Review of the Red Cross 31, no. 284 (October 1991): 505–12. http://dx.doi.org/10.1017/s0020860400070170.

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The early 1980s marked a turning point for humanitarian aid. During those years most of the major emergency relief agencies became aware that steps were needed to heighten the efficiency of their assistance to disaster victims.New policies were therefore introduced to:• promote preventive measures,• codify assessment methods,• standardize medicines and equipment,• rationalize intervention criteria, and• improve coordination among humanitarian organizations.

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MAHONEY, DIANA. "Deployed Combat Medical Personnel Vulnerable to PTSD." Clinical Psychiatry News 33, no. 10 (October 2005): 2. http://dx.doi.org/10.1016/s0270-6644(05)70845-6.

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Bassett, Mark L., Wayne P. Ramsey, and Christopher C. A. Chan. "Improving medical personnel selection and appointment processes." International Journal of Health Care Quality Assurance 25, no. 5 (June 8, 2012): 442–52. http://dx.doi.org/10.1108/09526861211235937.

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Evans, T., D. Brock, K. Wick, and F. J. Gianola. "FORMER MILITARY MEDICAL PERSONNEL: MEDEX NORTHWEST GRADUATES." Journal of Physician Assistant Education 16, no. 2 (2005): 128. http://dx.doi.org/10.1097/01367895-200516020-00024.

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Trimpop, Rüdiger, and Bruce Kirkcaldy. "Stress indicators among medical personnel in Germany." Journal of Managerial Psychology 13, no. 1/2 (February 1998): 22–27. http://dx.doi.org/10.1108/02683949810201683.

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Rottman, Steven J., David Rasumoff, Ron D'Acchioli, Baxter Larmon, and Curtis V. Reynolds. "Principles of Field Extrication for Medical Personnel." Prehospital and Disaster Medicine 2, no. 1-4 (1986): 175–77. http://dx.doi.org/10.1017/s1049023x00030740.

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In the United States, pre-hospital immediate care generally is practiced by paramedical personnel. These individuals are either firemen or civilians who have specific training in the assessment and management of acutely ill or injured patients outside the hospital. In most systems, once the initial evaluation of the patient is made, radio or telephone communication occurs between the pre-hospital team and a hospital-based physician or specially trained nurse. These hospital-based personnel are the responsible medical authority for the care delivered by the paramedical staff. Based on data reported by the field unit, the hospital team gives medical direction and specific therapeutic orders to the paramedics. This style of immediate care seems to work well for us in America although it is different in many ways from immediate care schemes elsewhere in the world, in that the physician or nurse is rarely on the scene, able to assess firsthand and provide medical care to the victims.

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Joob, Beuy, and Viroj Wiwanitkit. "Medical personnel, COVID-19 and emotional impact." Psychiatry Research 288 (June 2020): 112952. http://dx.doi.org/10.1016/j.psychres.2020.112952.

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Speirs, Joshua N., Matthew I. Lyons, and Bert E. Johansson. "Emergency Medical Service Personnel Recognize Pediatric Concussions." Global Pediatric Health 4 (January 2017): 2333794X1771918. http://dx.doi.org/10.1177/2333794x17719187.

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HARDING, L. K. "Radiation Protection for Medical and Allied Personnel." Nuclear Medicine Communications 11, no. 7 (July 1990): 521–22. http://dx.doi.org/10.1097/00006231-199007000-00008.

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