This paper assesses the impact of perceived HRM practices on organisational citizenship behaviour (OCB) and whether leader membership exchange (LMX) mediates this relationship. The required research data were retrieved from four different departments within a logistics and supply chain management organisation. The results show that there is a significant relationship between the HRM practices as perceived by a subordinate and their level of organisational citizenship behaviour. The relationship that subordinates have with their frontline manager (LMX) acts as a significant mediator. In the final section, of this paper the findings are discussed and recommendations for future research and practical implications are given.
Background The global nursing shortages exacerbated by the COVID-19 pandemic necessitated a drastic reorganization in nursing practices. Work routines, the composition of teams and subsequently mundane nursing practices were all altered to sustain the accessibility and quality of care. These dramatic changes demanded a reshaping of the nurses’ work environment. The aim of this study was to explore how nurses reshaped their work environment in the early stages of the COVID-19 pandemic. Methods A descriptive study comprising 26 semi-structured interviews conducted in a large Dutch teaching hospital between June and September 2020. Participants were nurses (including intensive care unit nurses), outpatient clinic assistants, nurse managers, and management (including one member of the Nurse Practice Council). The interviews were analysed with open, axial, and selective coding. Results We identified five themes: 1) the Nursing Staff Deployment Plan created new micro-teams with complementary roles to meet the care needs of COVID-19 infected patients; 2) nurse-led adaptations effectively managed the increased workload, thereby ensuring the quality of care; 3) continuous professional development ensured adequate competence levels for all roles; 4) interprofessional collaboration resulted in experienced solidarity, a positive atmosphere, and increased autonomy for nurses; and, 5) supportive managers reduced nurses’ stress and improved work conditions. Conclusions This study showed that nurses positively reshaped their work environment during the COVID-19 pandemic. They contributed to innovative solutions in an environment of equal interprofessional collaboration, which led to greater respect for their knowledge and competencies, enhanced their autonomy and improved management support.
Background The global nursing shortages exacerbated by the COVID-19 pandemic necessitated a drastic reorganization in nursing practices. Work routines, the composition of teams and subsequently mundane nursing practices were all altered to sustain the accessibility and quality of care. These dramatic changes demanded a reshaping of the nurses’ work environment. The aim of this study was to explore how nurses reshaped their work environment in the early stages of the COVID-19 pandemic. Methods A descriptive study comprising 26 semi-structured interviews conducted in a large Dutch teaching hospital between June and September 2020. Participants were nurses (including intensive care unit nurses), outpatient clinic assistants, nurse managers, and management (including one member of the Nurse Practice Council). The interviews were analysed with open, axial, and selective coding. Results We identified five themes: 1) the Nursing Staff Deployment Plan created new micro-teams with complementary roles to meet the care needs of COVID-19 infected patients; 2) nurse-led adaptations effectively managed the increased workload, thereby ensuring the quality of care; 3) continuous professional development ensured adequate competence levels for all roles; 4) interprofessional collaboration resulted in experienced solidarity, a positive atmosphere, and increased autonomy for nurses; and, 5) supportive managers reduced nurses’ stress and improved work conditions. Conclusions This study showed that nurses positively reshaped their work environment during the COVID-19 pandemic. They contributed to innovative solutions in an environment of equal interprofessional collaboration, which led to greater respect for their knowledge and competencies, enhanced their autonomy and improved management support.
Wildlife crime is an important driver of biodiversity loss and disrupts the social and economic activities of local communities. During the last decade, poaching of charismatic megafauna, such as elephant and rhino, has increased strongly, driving these species to the brink of extinction. Early detection of poachers will strengthen the necessary law enforcement of park rangers in their battle against poaching. Internationally, innovative, high tech solutions are sought after to prevent poaching, such as wireless sensor networks where animals function as sensors. Movement of individuals of widely abundant, non-threatened wildlife species, for example, can be remotely monitored ‘real time’ using GPS-sensors. Deviations in movement of these species can be used to indicate the presence of poachers and prevent poaching. However, the discriminative power of the present movement sensor networks is limited. Recent advancements in biosensors led to the development of instruments that can remotely measure animal behaviour and physiology. These biosensors contribute to the sensitivity and specificity of such early warning system. Moreover, miniaturization and low cost production of sensors have increased the possibilities to measure multiple animals in a herd at the same time. Incorporating data about within-herd spatial position, group size and group composition will improve the successful detection of poachers. Our objective is to develop a wireless network of multiple sensors for sensing alarm responses of ungulate herds to prevent poaching of rhinos and elephants.
Meaningful applications in education, healthcare and media. The first spearhead concerns the use of virtual humans (AI-driven, digital people) in various sectors of society such as education, healthcare and media. The shortages of labour affect all sectors and the use of AI and virtual humans can contribute to solutions. Think of a virtual 'buddy' for lonely elderly people, a virtual teacher for education and training of digital coaches and assistants. But also of serious games that measure or influence behaviour and digital twins (digital copies of objects, systems or plans) for better decision-making. The second pillar of the project focuses on the further growth of the region as an innovation district. To this end, collaborations between knowledge institutions, organisations and companies established in the Spoorzone are stimulated. The result is that (young) talent is committed to the region; also one of the objectives of the Regio Deal Midden-Brabant.Societal issueCombating a digital divide so that the (digital) society remains accessible and fair for everyone - even if you are not very technically minded - is also a spearhead. Benefit for societyBy developing the innovation district for society, we create a magnet function for:Socially involved experts (knowledge institutions), companies, social organizations, citizens and investors. Students/young talent with innovative power who are challenged to new solutions and entrepreneurship. Companies that want to bring new solutions to the market, that invest in R&D and want to establish themselves close to talent;o Attractive jobs in the companies mentioned so that young talent commits to the region and can “work for the best brands” there.In addition to structural reinforcement by the innovation district, the technology of virtual humans is being researched in the practice of health, care, welfare, education and media. The concrete projects in this proposal are already achieving initial results in this area; applications that meet social needs or that provide social solutions.
