Sickness absenteeism among flight crews is a pervasive problem disruptive to operations and costly for the employer. According to literature, exposure to certain schedule attributes has been associated with adverse health issues. However, the relationship between schedule characteristics and sickness absenteeism remains unclear. Therefore, the aim of this study is to identify schedule characteristics increasing the odds of sickness absenteeism based on historical data. Here, data records for each flight crew member were obtained from a Dutch low-cost airline in the period between 1 January 2018 and 24 January 2020. Schedule characteristics with an adverse effect on both the circadian and/or social rhythm, as identified in literature, were extracted from the available data, and included in the model. Exploration on these potential harmful schedule attributes was done using two generalised additive models. After adjusting for the socio-demographic and work-related confounding variables, simulations revealed that employees exposed to night shifts, backward, and forward rotations over a thirty-day period were significantly more likely to report sick. Furthermore, employees who flew four sectors showed higher odds to call in sick compared to employees who flew two sectors. Based on the results, it is recommended to schedule either sufficient rest periods after exposure or limit the occurrence of the identified schedule attributes.
DOCUMENT
The Internet is changing the way we organise work. It is shifting the requirement for what we call the ‘schedule push’ and the hierarchical organisation that it implies, and therefore it is removing the type of control that is conventionally used to match resources to tasks, and customer demand to supplies and services. Organisational hierarchies have become too expensive to sustain, and in many cases their style of coordination is simply no longer necessary. The cost complexity of the industrial complex starts to outweigh the benefits and the Internet is making it redundant.
DOCUMENT
The Internet is changing the way we organise work. It is shifting the requirement for what we call the ‘schedule push’ and the hierarchical organisation that it implies, and therefore it is removing the type of control that is conventionally used to match resources to tasks, and customer demand to supplies and services. Organisational hierarchies have become too expensive to sustain, and in many cases their style of coordination is simply no longer necessary. The cost complexity of the industrial complex starts to outweigh the benefits and the Internet is making it redundant.
DOCUMENT
Het internet verandert de manier waarop we werk organiseren. Het maakt de 'schedule push' en de hiërarchische organisatie die het impliceert, overbodig en daarmee verdwijnt het type van control dat van oudsher wordt gebruikt om resources en taken, en klantvraag, levering en services op elkaar af te stemmen. Organisatorische hiërarchieën zijn te duur geworden om te blijven bestaan, en in veel gevallen is de manier waarop ze zaken coördineren gewoon niet meer nodig. De ingewikkeldheid van de kosten van het industriële complex begint de opbrengsten te overtreffen en het internet maakt het overbodig.
DOCUMENT
The aim of this paper is to design and test a smartphone application which supports personalized running experiences for less experienced runners. As a result of a multidisciplinary three-step design approach Inspirun was developed. Inspirun is a personalized running-application for Android smartphones that aims to fill the gap between running on your own (static) schedule, and having a personal trainer that accommodates the schedule to your needs and profile. With the use of GPS and Bluetooth heart rate monitor support, a user's progress gets tracked. The application adjusts the training schedule after each training session, motivating the runner without a real life coach. Results from three user studies are promising; participants were very satisfied with the personalized approach, both in the profiling and de adaptation of their training scheme.
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Most people with dementia (PwD) are cared for by unpaid family carers, many of whom must balance caring with paid work. This regularly entails dealing with care-related emergencies (CRE). This study aims to explore the impact of carers’ autonomy at work regarding breaks, schedule, and place on their ability to manage CRE, and use technology to that end. We conducted interviews with 16 working carers of PwD in Scotland. Data were analysed thematically to identify key themes. Autonomy at work appeared on a spectrum from no to complete autonomy. Carers’ position on this spectrum was often dynamic and determined by the nature of their work, their workplace culture and regulations, and their line managers’ support – or clients in the case of self-employed carers. Break autonomy allowed carers to use technology to be notified of and delegate the CRE response. Schedule autonomy allowed for an in-person response to CRE. Place autonomy allowed carers to work and care simultaneously, which enabled them to manage CRE immediately but presented them with additional challenges. Distance between workplace and PwD’s residence impacted carers’ ability to manage CRE, despite having complete autonomy. Implications for healthcare professionals, service providers, employers, policymakers, and technology developers are presented.
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What tips would you give to your fellow students or to your study programme? These can be tips relating to well-being, online education or studying at home. We asked this question in the international well-being questionnaire. All of the tips have been analysed and organised into tips for fellow students, teachers and bachelor programmes. On top of that, we compared the tips with our previous well-being survey from 2018. It is clear that, while many of the tips for students are the same, there is now a greater emphasis on mutual contact and studying together. Creating a fixed daily schedule was mentioned many times as well this time. For lecturers personal contact seems to be even more important now, especially amongst students in their final year. Other frequently mentioned topics include online interaction, flexibility and support with planning. For the bachelor programmes clarity and information were already important before, but these seem to be absolute necessities during the corona crisis.
DOCUMENT
The Internet is changing the way we organize work. It is shifting the requirement for what we call the ‘schedule push’ and the hierarchical organisation that it implies, and therefore it is removing the type of control that is conventionally used to match resources to tasks, and customer demand to supplies and services. Organisational hierarchies have become too expensive to sustain, and in many cases their style of coordination is simply no longer necessary. The cost complexity of the industrial complex starts to outweigh the benefits and the Internet is making it redundant.
MULTIFILE
1e en 2e alinea column: Een beetje analyse over hoe ik denk dat het verder gaat in bedrijfsleven en politiek. Met accent op de interne logica van de ontwikkeling zodat je mijn redenering kan zien, eventueel overnemen en voorbereid bent op the next move. Om dit extra toe toelichten heb ik een figuur toegevoegd. Maatschappelijk, in de business en in de politiek zijn twee grote bewegingen aan de gang. Een van ‘top down’ naar ‘bottom up’ dingen regelen. En de ander, van aanbodsturing naar vraagsturing. Van schedule push naar reality pull. Het concept van één jaarlijks Business plan, met innovatieparagraaf, waarin je vastlegt welke leuke dingen je allemaal van plan in je business is typisch een aanpak links boven in het figuur. Daar ga je gaat uit van maakbaarheid en dingen doen vόόr de klant in plaats van met de klant. Rechtsonder heet co-creëren, community-based samen leuke dingen doen. Traditionele marketing, linksboven in de plaat, verdampt in hoog tempo ten gunste van slimme sales. Branding wordt steeds belangrijker want ‘wie niet gezien is is weg’. The rest of it is sales: iedereen wordt verkoper.
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The Internet is changing the way we organize work. It is shifting the requirement for what we call the ‘schedule push’ and the hierarchical organization that it implies, and therefore it is removing the type of control that is conventionally used to match resources to tasks, and customer demand to supplies and services. Organizational hierarchies have become too expensive to sustain, and in many cases their style of coordination is simply no longer necessary. The cost complexity of the industrial complex starts to outweigh the benefits and the Internet is making it redundant.
MULTIFILE
