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The article discusses the significance of human performance improvement (HPI) in achieving a sustainable safety excellence in the U.S. According to the article, promoting HPI covers an injury process that is deep and broad. It also ensure that true root causes of human error are exposed and solutions are suitable and permanent. It cites the cross-disciplinary focus of HPI which offers a unique toolbox of infinite options which link identified gaps. Furthermore, it notes that the ability to creatively solve industrial problems is through management asset.

The article focuses on the adoption of the policy governance model for effective regional health administration in the U.S. The research describes the policy governance model as an effective alternative in evaluating the functional performance of medical boards and personnel in providing healthcare services or customer service. The implementation of the policy governance model in large academic medical center help enhance not only the knowledge of the healthcare administrator and personnel but also improve the services of the business. The study proves that policy governance is one of the most effective model for the administration of Regional Hospital.

Explorations of the police work world in the USA typically involve non-random, unrepresentative samples of widely dispersed law enforcement agencies. Questions about officer selection, training and performance standards make comparisons of agency-based studies - especially among large city, small town, and rural law enforcers - difficult. In the present study, unique region-specific comparisons (i.e. metropolitan vs small-town vs rural duty stations) of the New Zealand Police (NZP) add to this body of knowledge for several reasons. First, the sample includes both sworn and non-sworn personnel, a rarity in US policing studies. Second, the "police agency" under study is a unified, national policing organization. This fact minimizes the vagaries of recruitment, selection and training found in the USA. Third, the data represents a random stratified sample of all official personnel who provide a wide range of police-related services in New Zealand, achieving a level of representativeness that is rare in police studies. Fourth, the shared common law tradition and more recent focus on community-oriented policing provide a unique opportunity to examine topics relevant to both New Zealand and the USA. The policy and practical implications of the findings are discussed. [ABSTRACT FROM AUTHOR]

Forty-six empirical studies directly investigating the effects of three classes of non-verbal variables (demographic cues, physical appearance, non-verbal behaviours) on performance appraisal were reviewed. In addition, relevant social psychological and communication research in the areas of person perception and impression formation was highlighted. The review indicated that the effects of non-verbal cues on person perception in general. acid performance appraisal in particular, are significant and varied. The review also revealed that (a) the majority of performance appraisal literature has exclusively examined demographic cues, (b) potential interactions among the three classes of non-verbal variables have been generally ignored. and (c) most of the research is non-theoretical. In an attempt to remedy this situation, a conceptual framework within which to examine the impact of non-verbal cues on the performance appraisal process was proposed. [ABSTRACT FROM AUTHOR]

The article discusses some of the process improvement that companies used to reduce costs as well as increase the efficiency while maintaining the quality ad performance standards as expected by consumers in the U.S. First is to identify the areas wherein improvement opportunities were visible by starting with a problem statement. Then, identify the key process input variables of the company. It further stresses that costs, which are related to restricted workers and lost-time cases is the resulting outcome of many input variable. Moreover, it notes that those inputs must be evaluated and prioritized to ensure that precious resources are not being wasted.

The article reports on the changing of several controversial proposals that has been made in February by the U.S. National Institutes of Health (NIH) as part of a year-long effort to overhaul the agency's peer-view system in the U.S. The author stated that the agency will spend at least $200 million annually over the next five years to foster groundbreaking, investigator-initiated research as part of the Enhancing Peer Review. Moreover, one of the controversial proposals shelved by the agency is the recommendation that all applications will be treated as new, without reviewer access to prior reviews.

Defines the competence and competency processes used in management to gauge the job performance of hospital employees in the United States. Domains of learning affecting various instructional methods to achieve competence; Distinction between competence assessment and competency assessment; Cost of competency in patient care.