Добірка наукової літератури з теми "Physical culture (PC)"

Survival rates for pediatric cancer have improved significantly over the past few decades. However, the journey from diagnosis to treatment and then follow-up is challenging. Families of children with cancer struggle with an acute life-altering disease as well as with long-term possible chronic complications. In most types of pediatric cancer, the duration of the treatment is long and both the child and caregivers may spend many months in the hospital, which affects the child, their entire family, and those close to the child. The care of a child with cancer must be family-centered, and it is essential to understand the cultural background of the family. Cultural differences should be respected throughout all interactions—while informing the patient and family of the diagnosis, during treatment, and at the end of life. Psychosocial support must be provided to the child, family, and health care staff. Palliative care (PC) is a set of approaches that aims to improve the physical, social, and psychological well-being of both the patient and the family. PC should begin at diagnosis and continue throughout treatment until the end of life. Health care professionals should be sensitive to and tolerant of various traditions or religious beliefs in order to meet the needs of patients and families.

Electronic human resource management (e-HRM) is the process of using online technology for human resource management activities, such as recruitment, training, performance appraisal and benefits (Rudich, 2000). The goal of this article is to discuss the origins of e-recruitment and address some challenges of e-recruitment in emerging economies like India and Mexico as multinationals seeks to establish strong presence in these countries. E-recruitment originated in the form of independent job sites called bulletin board systems in the 1980s. Initially only the U.S. universities and military had access to Internet facilities. However, the PC revolution that embraced the world in the early 1990s changed the corporate landscape completely (Rudich, 2000). Today more than three-fourths of the Fortune 500 companies use online recruiting and approximately about 18 million people are posting their resumes on Internet portals such as Monster.com (Feldman & Klaas, 2002). Corporations are aggressively seeking the best talent worldwide. Internet recruiting allows organizations to tap a huge talent beyond their own national boundaries (Birchfield, 2002). E-recruitment has several advantages such as its low cost (Galanaki, 2002; Rudich, 2000), quick response time (Hays, 1999), wide range of applicants (Sessa & Taylor, 2000), and worldwide accessibility (Galanaki, 2002; Vinutha, 2005). Specifically to recruitment, it has demonstrated a shorter recruitment cycle and lower cost-per-hire (Jasrotia, 2001; Pollitt, 2005; Sridhar, 2005). For instance, Nike has demonstrated with the use of e-recruitment the average time to fill job positions reduced from 62 to 42 days and the recruitment costs reduced by 54% (Pollitt, 2005). From the employees’ perspective, is that it has made the recruitment process a very proactive one—now passive applicants post their resumes online in anticipation of an interview (Mollison, 2001). Further, online recruitment allows applicants the luxury of accessing jobs online at their own convenience 24 hours 7 days a week. It provides the comfort of scrutinizing jobs without physically going through the stress of an interview. Finally, it allows applicants to get a thorough understanding of the organization and its culture before joining the organization (Vinutha, 2005).