Our findings point to the importance of management leadership and the mechanism of its influence on safety climate. To improve safety climate, the implication is that commitment by management on leading safety improvement needs to be demonstrated when it implements daily supportive actions for other safety dimensions. For future improvement, development of a management system that can facilitate two-way trust between management and staff over the long term is recommended.
BackgroundThis study aims to provide insights on how to incorporate the work experience of medical staff into safety climate management based on the relationships among several safety-related constructs such as teamwork climate, working condition, and job satisfaction.MethodsA cross-sectional study was conducted in a regional hospital in Taichung City, Taiwan using a Safety Attitude Questionnaire (SAQ)-based questionnaire. The relationships among the constructs were modeled by a structural equation model, and a multi-group analysis was performed. Among the employees participating in the survey, only physicians and nurses were considered in the analysis, accounting for 1596 out of 2277 responses. The key measures were the difference between the unconstrained and fully constrained structural models, the statistically different coefficients, and their strengths across the high and low-experience groups.ResultsOur multi-group analysis showed that the effects of management leadership on job satisfaction and of teamwork climate on safety climate were statistically stronger for low-experience medical staff, whereas the effect of working conditions on safety climate was statistically stronger for high-experience medical staff.ConclusionsThe findings demonstrate how to incorporate the work experience of medical staff into safety climate management. In summary, by focusing on different safety constructs for the less and more experienced staff—job satisfaction and teamwork climate for the less experienced, working conditions for the more experienced—management may be able to improve the organizational safety climate. Our suggestions in this study can be leveraged, should management implement the initiatives and action plans for safety climate improvement.
Background. The objectives of this study were to compare the risk factors for unplanned intensive care unit (ICU) transfer after emergency department (ED) admission in patients with infections and those without infections and to explore the feasibility of using risk stratification tools for sepsis to derive a prediction system for such unplanned transfer. Methods. The ICU transfer group included 313 patients, while the control group included 736 patients randomly selected from those who were not transferred to the ICU. Candidate variables were analyzed for association with unplanned ICU transfer in the 1049 study patients. Results. Twenty-four variables were associated with unplanned ICU transfer. Sixteen (66.7%) of these variables displayed association in patients with infections and those without infections. These common risk factors included specific comorbidities, physiological responses, organ dysfunctions, and other serious symptoms and signs. Several common risk factors were statistically independent. Conclusions. The risk factors for unplanned ICU transfer in patients with infections were comparable to those in patients without infections. The risk factors for unplanned ICU transfer included variables from multiple dimensions that could be organized according to the PIRO (predisposition, insult/infection, physiological response, and organ dysfunction) model, providing the basis for the development of a predictive system.
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