Ehsan Bakhshi; Reza Kalantari; Hamed Parnikh; Samaneh Dehghan Abnavi; Mehdi Hasanshahi; Sanaz Farhadpour; Somayeh Gheysari
Abstract
Background: Healthcare staff are at the heart of the covid-19 pandemic and play an important role in controlling this disease. Operating room practitioners could be contaminated by a coronavirus, which imposes a high pressure on them, affecting their need for recovery from work. This study aimed to compare ...
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Background: Healthcare staff are at the heart of the covid-19 pandemic and play an important role in controlling this disease. Operating room practitioners could be contaminated by a coronavirus, which imposes a high pressure on them, affecting their need for recovery from work. This study aimed to compare the need for recovery in the operating room practitioners with and without covid-19 infection history.Methods: This cross-sectional study was conducted in the operating room department of a public hospital on 217 operating room practitioners, including Operating room technicians, anaesthesiologists, and service staff. The data collection tools were a demographics questionnaire and the need for recovery scale. Descriptive statistics, independent sample t-test, and oneway ANOVA were used for data analysis.Results: T he m ean a nd s tandard d eviation o f t he n eed f or recovery score in the studied population were 71.30±21.40. The practitioners with covid-19 infection history had a significantly higher need for recovery (P=0.001) than those without covid-19 history. In addition, the service staff had a higher percentage of covid-19 infection and had more need for recovery than operating room technicians (P=0.014).Conclusion: The operating room practitioners with a history of covid-19 infection had a significantly higher need for recovery than those without a history of infection. Therefore, protecting the operating room practitioners against covid-19 infection is the first step in preventing the excessive need for recovery levels. In addition, increasing the number of operating room staff, reducing the number of working hours, and paying more attention to their work-life quality can help reduce their need for recovery.
Mohammad Khammarnia; Aziz Kassani; Mostafa Peyvand; Fatemeh Setoodezadeh
Volume 4, Issue 1 , January 2016, , Pages 27-31
Abstract
Abstract:Background: Systemic thinking can provide practice in multidisciplinary team working and improve the organizational efficacy. This study aimed to determine the association between systemic thinking and partnership working in the employees of a medical sciences university in the south of Iran.Methods: ...
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Abstract:Background: Systemic thinking can provide practice in multidisciplinary team working and improve the organizational efficacy. This study aimed to determine the association between systemic thinking and partnership working in the employees of a medical sciences university in the south of Iran.Methods: A cross-sectional study was performed in Zahedan University of Medical Sciences (ZAUMS) in 2015. The study population consisted of all employees in ZAUMS; 370 participants were selected through stratified random sampling. Two standard questionnaires were used for data gathering. The data were analyzed in SPSS (v21) using Pearson, One way ANOVA, and logistic regression. The level of significance was considered as 0.05.Results: In this study, 225 participants (60.8%) were female and their mean age was 34.7±8.7. The score of partnership working for 362 participants was higher than the mean standard (40). Systemic thinking had a positive association with partnership working (p=0.001) and married status of the participants (p=0.04). Partnership working in male and older staff was more than others in ZAUMS (p<0.001 and p=0.01, respectively). Conclusion: Systematic thinking had a positive association with the employees’ working partnership. Moreover, the male staff had better systematic thinking. It is recommended that the managers should promote systematic thinking in staff, especially in females, for better partnership and efficacy in organizations.