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Tag: In the Workplace

  • Five common money management mistakes

    Five common money management mistakes

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    Newswise — Many people gain their expertise in money management by trial and error. However, carefully monitoring your finances and giving them proper consideration can help avoid some common financial missteps, according to two Texas A&M University financial planners.

    Nathan Harness, Ph.D., director of the Financial Planning Program, and Nick Kilmer, lecturer, both in the Department of Agricultural Economics at the Texas A&M College of Agriculture and Life Sciences, discuss five of the most common mistakes when managing money and offer advice on how to avoid them.

    No. 1 — Being unaware of personal wealth

    Wealth is perhaps the most important financial figure in an individual’s life. It has a tremendous influence on a person’s financial security and freedom of choice. However, many Americans do not know how to calculate their own personal wealth.

    “Information is an incredibly valuable asset, often referred to as one of the most potent currencies available to individuals,” Harness said. “Financial freedom starts with the basics, such as understanding budgeting, saving, investing and debt management.”

    Kilmer suggests starting the process by considering the scenario of losing your job and having to sell assets to pay off your debts. However, he challenges you to think about needing to do that while still having money to sustain yourself until you find new employment.

    “This is too significant of a potentially life-changing situation to ignore until it happens,” Kilmer added. “You should update your budget and balance sheets on a regular basis to accurately reflect the current values of your assets and debts. You need to know for sure if you have a firm financial foundation to weather a sudden financial jolt and to be sure your wealth is trending in the right direction.”

    Harness suggested shaking yourself out of financial complacency by reading and learning more about personal finance, networking in personal finance forums and finding professionals like financial advisers who are able to provide you with both information and guidance.  

    No. 2 — Not setting financial goals

    An important step toward financial well-being – and one which many people ignore – is putting pen to paper and writing down financial goals. Financial goal setting adds purpose and drive to create wealth.

    “Financial goals are the roadmap for your financial journey,” Harness said. “One of the key benefits of having financial goals is they bring clarity to your aspirations. And when these are clearly defined, motivation can more easily exist now that something tangible is identified that you can work toward.”

    Kilmer said it is much harder to achieve goals if we don’t know specifically what we want to accomplish, so the details are crucial.

    “Ask yourself, ‘what is my financial goal?’” he said. “If it’s to buy a house, then ask yourself ‘when do I want to accomplish that?’ Next, ask how much money you’ll need for a down payment and closing costs, then calculate how much you need to set aside monthly to accomplish this goal in your timeframe. If it does not fit into your monthly budget, then you need to adjust your financial goal to where it can be attainable.”

    Both Harness and Kilmer said being unaware of where your money is spent can reflect a lack of ownership and control over your money, which can often lead to unwanted financial outcomes like excessive debt.

    “When you don’t set financial priorities and goals, a lot of money can be spent on frivolous or insignificant items that do nothing for your net worth,” Harness said.

    Kilmer said a good mental exercise is to project yourself into the future and set financial goals for that future self, such as buying a home, putting children through college, taking a dream vacation or preparing for retirement.

    No. 3 — Not using a budget to monitor your net income

    While not many people would consider it fun to build a budget, a plan for your income and expenses is the cornerstone to growing wealth.

    “Making a plan to grow your monthly income and, where necessary, cut back on your monthly expenses, will allow you a greater chance to grow your monthly net income,” Kilmer said. He explained monthly net income can be defined as the amount of money left over at the end of the month once all your bills have been paid.

    He said when you don’t track your spending, it can hinder your ability to save and know how much extra you have to invest at the end of the month. Without that clear picture of how much you can save and where your money is going, you would not be able to make informed financial decisions.

    “Taking control of your money by deciding where each dollar will be spent is key in winning financially,” he said.

    Kilmer said monthly savings can be used to buy income-bearing assets or pay down debts, growing your wealth and generating even higher net income for the next month, creating a wealth cycle.

    “If we allow lifestyle creep, or just poor planning, to cause our monthly spending to get out of control, our income may not be enough, forcing us to sell assets or take on new debts to cover our unpaid bills,” he said. “Don’t let this happen; find a budgeting method that works for you and stick with it.”

    Kilmer suggested tracking your spending for a month without changing the way you usually spend, then analyze where you can make corrections in how you budget and spend your money.

    Both experts also suggested that budgeting should include making accommodations for an emergency fund of up to $10,000 in the event of an unexpected financial setback, such as a hospital stay, vehicle accident or job loss.

    No. 4 — Paying interest versus earning interest

    “You want your money to work for you instead of you having to work just to pay off your debts,” Harness said. “Understanding how you can be earning interest instead of paying it is important to your financial freedom and future wealth.”

    Debt and interest on money owed are the enemy of positive wealth, so it’s important to be in a financial position where you are earning interest instead of paying it. However, financial experts agree it is important to build your credit since a good credit score can potentially save you thousands or even tens of thousands of dollars in future interest.   

    “Many young adults are naturally, and rightly, afraid of credit cards, but they are effective credit building tools when used correctly,” Kilmer said.

    He said long before purchasing a first car or home, people with low to no credit should obtain a credit card and use it to build their credit for at least one to two years.

    “Improved credit scores can provide better loan rates for such large loan balance items,” he said. “The trick with credit cards is to use them every month, wait for the credit card statement, then pay the statement balance in full — not just the minimum — before the billing due date. Repeating this process every month for a few years will build a solid credit history without charging you a dime in credit card interest.”

    On the subject of earning interest, Harness said consider investment accounts such as certificates of deposit, mutual funds, stocks and bonds.

    “Each person has to determine what investments are best for them and fit their investing style and comfort with risk,” Harness said. “With all investments, be sure to weigh the risk versus the potential benefit that comes with it. If you choose the right type of investment, your money will be working for you, building your net worth.

    No. 5 — Postponing retirement planning

    Time is undeniably our most valuable asset, Harness said.

    “As Benjamin Franklin famously noted ‘lost time is never found again,’” Harness said. “This truth holds a particular significance in the context of retirement planning.”

    He said by starting retirement planning early, you can tap into the power of compounding, make necessary adjustments to your strategies and reduce financial stress in the long run.  

    “With the general replacement of pensions by defined contribution plans, such as the 401k, preparing for retirement has fallen squarely in the laps of future retirees,” Kilmer said. “In fact, according to a recent report from Fidelity, more than half of Americans are not on track to comfortably pay for their future retirement.”

    Another major factor affecting retirement planning is the uncertainty of whether the Social Security Administration will have enough money to pay off scheduled benefits in the future.

    “Relying on your workplace or the government for the bulk of your retirement income can be a risky bet,” Harness said. “If your workplace has a retirement plan where they match your contributions, then you can invest in a 401(k) or 403(b). If not, you can set up a retirement fund, such as a Roth individual retirement account, on your own.”

    Kilmer said it is vital to identify and track which retirement funds you hope to utilize in retirement and start estimating how much money you’ll need to survive – or even thrive – every year in retirement.

    “You need to figure out just how big of a nest egg you need to accumulate,” he said “These types of financial calculations can be daunting for some. If you’re one of those people, then seek out the help of a professional financial planner sooner rather than later. They can walk you through this process and possibly give you some financial peace of mind.”

    Harness and Kilmer said avoiding these management mistakes will give you better control of your finances and help ensure a more financially stable future. They said it is vital to know as much as you can about your assets and debts so you can make corrections where necessary and stay on track toward financial freedom. 

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    Texas A&M AgriLife

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  • Being proactive alone is not a shortcut to good leadership

    Being proactive alone is not a shortcut to good leadership

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    Newswise — New research from the University of Adelaide demonstrates that being proactive could earn an individual a leadership position, but merely being proactive alone does not make for a good leader.  

    Individuals must be aware of their own leadership competencies to avoid the traps of the Peter Principle, which acknowledges that employees tend to be promoted to leadership positions based on their past performance as employees, not their competence in leading. 

    The University of Adelaide’s Associate Professor Chad Chiu, Adelaide Business School, is lead author on a recently published research paper titled Is leader proactivity enough: Importance of leader competency in shaping team role breadth efficacy and proactive performance. 

    “Proactive individuals are those who initiate change-oriented actions to cope with encountered challenges. In other words, proactive people are not satisfied with merely following the existing protocols to perform their jobs. Instead, they tend to seek new ways to achieve better outcomes,” Associate Professor Chiu said. 

    Previous research has shown a positive correlation between individuals’ proactive personalities and their marketability. Proactive employees are usually believed to have ‘leader-like’ abilities because they can come up with novel ideas to change the status quo.  

    “The modern business environment is more dynamic and unpredictable than ever, and nowadays being proactive is believed to be an essential leadership quality.” 

    However, Associate Professor Chiu warned that being proactive alone is simply not enough to demonstrate good leadership.  

    “Our new study provides empirical proof that having a proactive leader does not guarantee the building of a proactive team. When employees are dealing with a proactive yet incompetent leader, they tend to perceive the proposed proactive goals as too risky. They can become pessimistic about their own capabilities to be a proactive team,” he said. 

    “Our data also demonstrates that this type of leader is even worse than a passive and incompetent one, as the passive boss will not consistently generate impractical ideas that cannot be well executed. In addition, proactive leaders may rush to offer assistance that their followers do not need, which undermines the team.” 

    Yet proactive leaders are still a great asset to businesses if those individuals possess corresponding skills and competence to generate constructive outcomes.  

    “When leaders’ proactivity and competence are both high, their teams exhibit a higher level of collective confidence and, as a result, achieve better proactive performance,” Associate Professor Chiu said. 

    “The real issue lies in people’s lack of self-awareness regarding their own leadership capabilities. This phenomenon can be attributed to the Dunning-Kruger effect, whereby humans, especially those with low competencies, tend to unconsciously overestimate their abilities.” 

    Studies have shown that although 95 per cent of people think they are self-aware enough to critically evaluate their own performance, in fact only 10-15 per cent actually are. This effect is particularly prominent among organisational leaders who have succeeded in promotion competitions. 

    Associate Professor Chiu proposes that before granting managers full autonomy to be proactive, organisations should invest in training these managers to ensure they possess the necessary competence to demonstrate ‘wise proactivity’.  

    “Essential leadership competencies, including problem interpretation and analysis, gained via support, coaching, communication, and coordination, can equip managers to successfully execute proactive initiatives. We want to promote the idea of ‘wise proactivity’ within organisations.” 

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    University of Adelaide

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  • A Conversation with Caroline Genco, Tufts’ New Provost and Senior Vice President

    A Conversation with Caroline Genco, Tufts’ New Provost and Senior Vice President

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    Newswise — Caroline Genco, an established academic leader and a highly regarded immunologist with an active biomedical research program, has been named provost and senior vice president at Tufts University. As provost, she is the university’s chief academic officer.

    A professor and holder of the Arthur E. Spiller M.D. Endowed Professorship in Genetics at Tufts University School of Medicine, Genco has been the university’s provost ad interim since January 2022.

    Before her current role as interim provost, Genco served as the university’s vice provost for research for two years and, from 2015 to 2019, as chair of the Department of Immunology at the School of Medicine.

    Genco joined Tufts in 2015 from Boston University School of Medicine, where she was a professor of medicine and microbiology and research director of the Section on Infectious Diseases. At BU’s School of Engineering, she was also an affiliate faculty member in the biomedical engineering department. Prior to BU, she held academic appointments at Morehouse School of Medicine and Emory University.

    Genco’s research centers on host-pathogen interactions and the ways in which infectious agents cause inflammation and disease. One area of focus is understanding why some sexually transmitted infections are asymptomatic and others are symptomatic, as STIs disproportionally cause asymptomatic disease in women, with resulting reproductive complications.

    “I have had the opportunity to engage with Caroline closely during my transition over the past eight months,” said President Sunil Kumar. “Through those conversations, I appreciated her clear vision for the academic enterprise at Tufts and the collaborative approach with which she will achieve that vision.”

    In speaking with Tufts Now, Genco shared the impact she hopes to have through her role as provost—and why she stays closely connected to her research.

    Tufts Now: What does it mean to be Tufts’ chief academic officer?

    Caroline Genco: The provost is responsible for the academic strategy of a university. A provost’s scope can differ depending on a given university’s organizational model. At Tufts, we operate under a decentralized model. While I oversee all our schools and colleges, along with some of our cross-school programs, centers, and institutes, Tufts’ schools and colleges have independent control over their resources and programming.

    My responsibility is to guide institutional priorities that collectively advance Tufts’ mission as a student-centered, R1 university. [R1 is a classification given to certain universities with very high research activity.] Another part of my role is to work with central administrative leadership, in particular, Executive Vice President Mike Howard, to ensure that our resources support our academic priorities.

    Last but certainly not least, I work to remove barriers and create support systems so that we provide an environment for our students, faculty, and staff to succeed.

    In my interim role, in service of Tufts’ mission, I redefined the provost position and the way it operates by balancing the need for a university-wide approach to academic strategy and planning with the need to maintain each school’s uniqueness and honor their autonomy. Tufts’ schools are already strong, and by coming together across schools, our impact can be even greater.

    What did you learn from your interim period that will inform your work as provost?

    Tufts is large enough to make a significant impact on the world—but we’re not unlimited in scale. Our success lies in our ability—and our desire—to collaborate, to be greater than the sum of our parts. I’ve seen firsthand how strong the sense of community is at Tufts—it’s what allows us to pivot quickly as things change around us.

    I’ve also witnessed the competitive advantage in having faculty doing pioneering research and scholarship in disciplines ranging from the humanities to the sciences and policymaking. Our expertise, steeped in civic engagement and inclusive excellence, allows us to address complex societal challenges.

    Amid all the headlines about the issues facing higher education, what are the challenges you have to consider in leading an academic enterprise in the years ahead?

    Society is changing so fast that people need to make sure they’re prepared. And just as our learners need to respond to those changes, so does Tufts. Tufts is a nimble institution, and this key characteristic will allow us to adapt as things continue to change quickly.

    At Tufts, we innovate by listening to a range of perspectives and promoting more conversations across our community. This in turn creates opportunities to bring people together to capitalize on Tufts’ strengths and to foster creative responses to the complexities that we face.

    Tufts also has a deep commitment to civic engagement and inclusive access, and these values serve as pillars that help guide us in addressing new challenges.

    Earlier in your career, you were a fellow in an intensive, year-long training program aimed at expanding the pool of qualified women candidates for academic leadership. How do you now support a new generation of people who’ve often been underrepresented in leadership?

    During my leadership training, I had the chance to see the impact of bringing emerging women leaders from throughout the country together so they could inspire and empower one another. I’ve stayed connected to the women I met, and we continue to support each other both professionally and personally. This experience gave me a network of people whom I can trust with the problems I face and who can rely on me as well.

    And now, as provost, I can pay it forward by creating systems modeled on the experience I had, to provide individuals with the tools and resources they need for success.

    I believe deeply in the power of robust mentorship and, in partnership with my team, I am currently developing mentorship programs to support our faculty not only in their development as scholars, but also to cultivate them as institutional leaders.

    Just as I have benefited from programs and mentors that helped me to feel more like I belonged, I feel strongly in continuing to make Tufts a place where everyone feels that same sense of belonging, where they have the role models, mentors, and the confidence to push themselves outside their comfort zones into directions that benefit them and, in turn, all of us.

    Something about you that people don’t know?

    People are often surprised to know that I was the first person in my family to go to college. My parents were immigrants: my father worked in a steel plant, and my mother was a seamstress. I was able to attend a public university near my home and fell in love with the world of learning and discovery and saw the value of engaging with diverse perspectives. I feel very fortunate to have had that opportunity and to have been able to build on it to get to where I am today.

    Where do you think the biggest opportunities lie for Tufts?

    I think our embrace of lifelong learning is critical. We have terrific programs that prepare students at all phases of their professional journeys. Tufts is just the right size to be flexible in terms of what we offer to prepare learners for our ever-changing future.

    Even for students who focus on a traditional four-year college experience, we recognize their desire for more within those four years, whether it’s dual majors, more hands-on experience, or more interdisciplinary opportunities to change the way they look at—and solve—problems.

    For our research and scholarship enterprise specifically, the opportunity for us now is to promote Tufts not only nationally but globally in terms of our distinctive strengths. We have expertise in a variety of disciplines that, when combined, give us a competitive advantage.

    A critical priority for us is making certain that everyone understands the breadth of what we do here at Tufts. We are working at this locally and at the state and federal levels, and globally, to make our impact known.

    Speaking of research, why is it important to you to continue your research while you have a very full plate as provost?

    My research grounds me. It’s what brought me to higher education; it’ll always be at my core. Time and again, my research team exposes me to a diversity of perspectives that broadens my horizons and demonstrates the power of collaborating to solve big problems.

    Individual meetings with my graduate students and our lab meetings also keep me in tune with some of the challenges that students are facing today. As with our faculty, it’s important in my role as provost that I hear directly what’s standing in the way of their success and what’s important to them. Understanding where people are coming from helps me create opportunities to increase their ability to succeed.

    One example of the connection between research and the collaborative work that I support in my role as provost is an international conference to be held in Boston, which I helped to organize. In addition to faculty and student researchers from around the world, we’ve engaged representatives from the Bill and Melinda Gates Foundation, Sanofi, and the World Health Organization. At the same time, we are offering panels that spotlight our thriving local biotech industry. This is an opportunity to bring to bear a more innovative approach to information-sharing than at a more traditional scientific conference.

    What’s it like to work with a president who has himself been a provost?

    Having been provost at Johns Hopkins, Sunil Kumar understands and respects what is needed to run an institution’s academic enterprise. I am thrilled that he understands the role of provost so fully. He will be both a great mentor, as well as someone who will allow me the autonomy I need while also being available for advice.

    When your service as provost is complete, how would you hope that people characterize the legacy that you’ve left?

    I hope our community feels that I was able to bring together the skills and expertise of the faculty and staff to capitalize more fully on our collective potential.

    I hope I will have been able to put systems in place and remove barriers to ensure our individual and collective success. That’s the most important thing to me: that people feel like they have the tools they need to succeed. When they are successful, then I feel like I’ve done my job.

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    Tufts University

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  • Supportive managers reduce care home restraint use

    Supportive managers reduce care home restraint use

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    Newswise — A new Cochrane review finds that the use of physical restraints on care home residents can be reduced without increasing the risk of falls, when frontline care staff are empowered by supportive managers.

    Physical restraints are devices that restrict freedom of movement and are frequently used in residential care homes, such as nursing homes and assisted living facilities. Examples are bed rails or belts that prevent residents from getting out of bed unassisted. These restraints are ethically problematic as they are mostly used in people with dementia who are often unable to consent to their use.

    Physical restraints are often intended to prevent falls and fall-related injuries. However, the benefits are often small and come with important negative consequences. For example, the restriction of movement can have negative implications on physical functioning and mobility, actually increasing the risk of falls and care dependency. The measures can also trigger or increase fear or aggressive behaviour. For this reason, guidelines and experts recommend avoiding physical restraints in residential care settings.

    But how can this be implemented in practice? A Cochrane Review, first published in 2011 and recently updated to reflect the latest research, analyses the scientific evidence on interventions and strategies to reduce the use of restraints. The team of authors, led by Ralph Möhler of the University Hospital Düsseldorf, identified 11 studies with a total of 19,003 participants, evaluating different intervention approaches.

    In their evaluation, the authors found the best evidence for organizational interventions, which were investigated in 4 studies with a total of 17,954 participants. Organizational interventions to reduce the use of restraints consist of different components to function as a package. They aim to improve knowledge, skills, and strategies to prevent restraint use among both frontline care staff and managers. In three studies, employees designated as ‘champions’, were trained to develop and implement individual strategies to prevent the use of restraints within their facilities. Managers supported this, including by relieving them of other activities and provide them with sufficient time for their tasks.

    Such interventions probably reduce the number of residents with physical restraints in nursing homes by 14%. There was no overall change in the number of residents with falls or fall-related injuries and there was no increase in the prescription of psychotropic medication. In addition, there was no evidence of adverse effects of the interventions. Based on the study data, the authors calculated that the number of residents with physical restraints could be reduced from 274 to 236 per 1000 individuals, if such interventions were implemented. Focusing on changes on the organisational level seems to be important for achieving long-term effects.

    Six studies examined educational interventions addressing staff knowledge and attitudes regarding the use of restraints. The results of these studies were inconsistent and some of the studies had methodological limitations. Therefore, no clear conclusion on the effects of educational interventions can be drawn.

    “The results of this review show that physical restraints in nursing homes can be reduced without increasing falls or fall-related injuries,” says Ralph Möhler, lead author of the review. “There is no evidence in the reviewed studies that psychotropic medications were prescribed more often. However, education for frontline staff alone doesn’t seem to be enough; the support of care home managers plays a decisive role.”

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    Cochrane

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  • AANA Appoints Amy Sherwood as Chief Membership Officer

    AANA Appoints Amy Sherwood as Chief Membership Officer

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    Newswise — ROSEMONT, Ill. — The American Association of Nurse Anesthesiology (AANA) has named Amy Sherwood, CAE to serve as AANA’s Chief Membership Officer. She will report to Chief Executive Officer Bill Bruce.

    Sherwood is responsible for developing and executing the strategies necessary to support AANA’s state associations, their leadership and viability as well as AANA overall membership. 

    “With nearly two decades of association leadership experience, Amy is a proven association leader with experience not just in implementing best practices, but leading groups in continuous improvements and creating member value,” said Bruce. “Her vast association leadership knowledge will add value not just to AANA, but to all our state associations.” 

    Sherwood most recently served as the executive director for the Association of Pediatric Hematology/Oncology Nurses where she led the group through the development and execution of a multi-year strategy plan. From 2015-2020 she was the director of society management services at the American Academy of Orthopaedic Surgeons, orchestrating the management of 14 independent societies, including serving as interim executive director for several.

    Sherwood is a member of the American Society of Association Executives (ASAE) and the Association Forum of Chicagoland. She was honored by the Association Forum as an Inspiring Leader in 2022 and one of its Forty Under 40 in 2014.

    “I am honored to be chosen to lead the membership division of AANA and look forward to working with AANA members and staff to ensure our state association and member experience is consistent with the mission and core values of the organization,” Sherwood said. “Strong membership on both the state and national level is vital to the success of any association, and I am thrilled to be chosen to continue that work at AANA.”

    Sherwood earned a bachelor’s degree in organizational/corporate communications at Northern Illinois University in DeKalb and has achieved the Certified Association Executive credential from ASAE.

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    American Association of Nurse Anesthesiology

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  • Menlo Micro’s plans have ‘terrific synergy’ with Cornell semiconductor research

    Menlo Micro’s plans have ‘terrific synergy’ with Cornell semiconductor research

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    Menlo Micro announced on Tuesday plans to produce electronic switches in Tompkins County, a commitment worth tens of millions of dollars and promising dozens of new jobs in the area.

    Krystyn Van Vliet, vice president for research and innovation at Cornell University, says this aligns well with Cornell’s commitments to the goals of the CHIPS and Science Act.

    Van Vliet says:

    “Cornell University looks forward to welcoming Menlo Micro as a new neighbor in Upstate New York’s research and innovation ecosystem. Menlo Micro’s plans for a new fab to produce electronic switches in Tompkins County represent terrific synergy with Cornell’s commitments to the research and workforce development goals of the CHIPS and Science Act.

    “This move will help connect Menlo Micro experts to the innovative scientists, engineers, and technologists at Cornell’s unique semiconductor nanofabrication and materials characterization facilities in Ithaca.  

    “Cornell looks forward to strengthening research collaborations with Menlo Micro, as we grow the U.S. talent pipeline for advanced manufacturing.”

     

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    Cornell University

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  • Economics expert explains potential consequences of massive UPS walkout

    Economics expert explains potential consequences of massive UPS walkout

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    Newswise — Labor negotiations between UPS and the Teamsters Union have come to an angry standstill, with the possibility of 340,000 UPS employees going on strike next month looming more likely than ever. Should that happen, the economic consequences will take place on a national scale.

    Jadrian Wooten, a Virginia Tech professor of economics, answered questions about the circumstances that led to this impasse and what the effects could be should the strike go forward.

    Q: What’s at stake if UPS workers do go on strike?

    “There would be significant consequences. For some perspective, this would be the largest single-employer walkout in U.S. history. The most obvious initial impact would be a disruption to deliveries that would create an inconvenience for businesses and households. UPS delivers 19 million packages per day, which is about 25% of all packages in shipped in the U.S. That disruption could have ripple effects in the broader economy, with higher prices caused by the impact on the supply chain, or a reduction in consumer spending as a result of the uncertainty in delivery options.”

    Q: What issues have led to this impasse?

    “The union and UPS have already settled some of the issues around working conditions—namely, air conditioning in trucks—but the last remaining hurdle appears to be related to what can be considered fair compensation for drivers. Annual profits at UPS are about three times higher than they were pre-pandemic, and the Teamsters would like to see more of those profits trickle down to drivers.” 

    Q: What other aspects of this situation should we watch closely?

    “The union wants what just about every other union wants to achieve, but it’s likely not clear to many people just how important of a role UPS plays in the United States economy. UPS estimates that it moves 6% of the country’s gross domestic product in its trucks every day. Only the U.S. Postal Service moves more parcels than UPS, but they aren’t known for being incredibly efficient. FedEx and Amazon are the other two major carriers, but those three companies can’t easily pick up all of that business if UPS goes on strike.”

    About Wooten 
    Jadrian Wooten is collegiate associate professor with the Virginia Tech Department of Economics and is the author of Parks and Recreation and Economics. Read more about Wooten’s takeaway on the economic impact from the Canadian wildfire crisis and climate change in his Monday Morning Economist newsletter. Wooten has been featured in USA Today, Inside Higher Ed, WJLA ABC 7 Washington, D.C., and NBC News, among scores of other media outlets. Read more about him here.

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    Virginia Tech

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  • Find the latest expert commentary on the recent U.S. Supreme Court decisions here

    Find the latest expert commentary on the recent U.S. Supreme Court decisions here

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    This Thursday, the United States Supreme Court rejected affirmative action at colleges and universities around the nation, declaring that the race-conscious admissions programs at Harvard and the University of North Carolina were unlawful. Now on Friday, the Supreme Court decided to block the Biden administration’s student debt relief program and sided with a Christian web designer in Colorado who refuses to create websites to celebrate same-sex weddings out of religious objections. Despite their limited federal elected power, Conservatives have racked up more huge wins in the great political battles of the early 21st century.

    Newswise is your source for expert commentary. Below is a roundup of recent expert pitches concerning the United States Supreme Court.

    Sociologists Available to Discuss Affirmative Action Ruling in College Admissions

    – American Sociological Association (ASA)

    Law and diversity experts react to Supreme Court’s affirmative action decision

    – Tulane University

    Three important takeaways from SCOTUS decision in Groff v. DeJoy

    – University of Georgia

    SCOTUS decision on race-based admission: experts can comment

    – Indiana University

    U law expert available to comment on Supreme Court decision on affirmative action

    – University of Utah

    Recent SCOTUS decision puts to rest extreme 2020 presidential election claims, confirms state judicial input on states’ election rules

    – University of Georgia

     

     

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    Newswise

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  • Chulalongkorn University’s Faculty of Law and the Royal Thai Police Offer “Special LawLAB: Investigation in the Age of 5G” Gen 2

    Chulalongkorn University’s Faculty of Law and the Royal Thai Police Offer “Special LawLAB: Investigation in the Age of 5G” Gen 2

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    Newswise — On May 29, 2023, at the Surakiart Sathirathai Conference Room, Faculty of Law, Chulalongkorn University, Pol. Gen. Damrongsak Kittiprapas, Chief Commissioner of the Royal Thai Police, chaired and gave a lecture in the Special LawLAB “Young Lawyers – Police Engagement” (YLPE) Project (Law Chula and Royal Thai Police Season 2) on the topic of “Investigation in the Age of 5G,” along with Pol Maj. Gen. Noppasin Poolsawat, Deputy Commissioner of the Metropolitan Police Bureau, and Pol. Maj. Gen. Theeradej Thammasutee, Chief of Investigation of the Metropolitan Police Bureau. Asst. Prof. Dr. Pareena Srivanit, Dean of the Faculty of Law, Chulalongkorn University, welcomed the delegates, and students from the Faculty of Law, Chulalongkorn University, attended the training in both the 1st and 2nd batches, along with their mentors. 

    The Special LawLAB “Young Lawyers – Police Engagement” (YLPE) Project (Law Chula and Royal Thai Police Season 2) marks a collaborative effort between the Royal Thai Police and the Faculty of Law, Chulalongkorn University, to allow students to apply the knowledge they have learned in their practice. This is a pilot project for the Faculty of Law at Chiang Mai University, Khon Kaen University, and other universities across the country, with 24 student participants. The purpose is to prepare students with professional experience training before they perform their duties at the Metropolitan Police Station and in different divisions of the Metropolitan Police Bureau and the Investigation Division of Metropolitan Police Bureau. The works include handling documents, police reports, investigations, field visits, and emergency notice reports, which last for 14 days, including an exchange session with trainees from previous years.  

    Pol. Gen. Damrongsak Kittiprapas, Commissioner of the Royal Thai Police, gave an opening speech and a special lecture on the urgent tasks of the Royal Thai Police, including law enforcement issues, crimes, drugs, accidents during holidays, criminals, and call center gangs. Examples from foreign countries have been studied and the solutions from which have been adopted and adapted to the problems continuously. Also, the Cyber Vaccine Teacher Project has been implemented to create immunity in terms of technological crimes. The Commissioner also explained his vision of being a professional police officer who has worked proactively for the peace of the people, along with 10 policies for students participating in the project. 

     

                           

     

                            

     

                            

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    Chulalongkorn University

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  • Laughter: The Ultimate Medicine

    Laughter: The Ultimate Medicine

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    Laughter and humour are potent tools that can significantly impact our wellbeing, according to research conducted by the University of Warwick.

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    University of Warwick

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  • When Majority Men Respect Minority Women, Groups Communicate Better: A Neurological Exploration

    When Majority Men Respect Minority Women, Groups Communicate Better: A Neurological Exploration

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    Newswise — Kyle Emich, a professor of management at the Alfred Lerner College of Business and Economics, along with Rachel Amey and Chad Forbes, then with UD’s Psychology and Brain Sciences Department, were searching for clues about why women’s knowledge often gets ignored in the workplace and how to improve the situation. 

    Drawing on both a problem-solving group exercise and measurements of brain activity, their findings, now published by the journal Small Group Research, illustrate ways stereotypes and attitudes can stifle the benefits of diversity efforts. At the same time, the study also offers hope for solutions. 

    While women are often urged to fight for status, a key takeaway Emich and his colleagues highlighted from their research was that the onus should actually be placed on high-status men to respect and accept women’s expertise. 

    At the root of their research is the concept of diversity. It’s often touted not just as basic fairness, but a way to benefit companies or other organizations. People with different backgrounds and experiences, the reasoning goes, can offer fresh perspectives and a more complete view of the world that makes a team stronger. 

    It only works, though, if they not only share those fresh perspectives with the team, but the team listens. 

    Previous research shows that this is often not the case — people in minority positions, like a woman on an all-male team, are reluctant to go against the group by sharing knowledge that contradicts the narrative. 

    Emich and his collaborators looked for evidence of differing levels of respect for men and women, how that affects the group, and how attitudes shape respect for women. 

    Attitudes, diversity and their effects on a group can be hard to measure. But the researchers developed a novel way to do it, by measuring team members’ brain activity as they collaborated on solving a problem with a clear answer: a murder mystery.  

    How the study worked

    The researchers divided student volunteers into teams of three, always with a gender minority. Some teams were made up of two men and one woman, and some had two women and one man. In each case, the minority group member had clues key to solving the case, so to be effective the group had to draw on all its members’ knowledge and work together. 

    In a twist, the experimenters also hooked up participants to an EEG monitor so they could see how their brains were functioning as they participated in the group activity. The researchers had a theory: that men who were approach-oriented (focused on a positive goal like solving the murder), would be more inclusive than men who were avoidance-oriented (focused on a negative goal like staying away from risk).   

    “We just thought it would be a good application, because most (EEG) studies are either at the individual level or with only two people,” Emich said. “They’re not in actual interacting teams.” 

    With this approach, they didn’t have to rely on asking subjects to imagine being in the minority — they could put them in that position directly. 

    What they found

    Even though all the groups were diverse, it turned out that the teams made up of two men and one woman were less effective. 

    These women faced a double burden. First, women often struggle to speak up when they are in the minority. Emich and his fellow researchers also found that the more the minority women on these teams shared their unique information, key to solving the case, the less respect they got from their team.  

    “They kind of liked her better if she just sat there and was quiet, as opposed to trying to get into the discussion,” Emich said. 

    On teams with majority women, the man’s input was more valued, so these teams were more effective as they shared information to solve the problem. 

    Assessing the EEG readings gave more insight into men’s mental states. The men who did better at including women’s input were, in fact, those whose brain activity indicated their mindset was more approach-oriented, set on solving the problem rather than avoiding risk. 

    On the flip side, whether the women in the majority on their teams were more approach- or avoidance-oriented, as measured by the EEG, “they were sort of accepting the man’s information into their team,” Emich said. “And then the team ended up doing better.” 

    What does this mean?

    The findings, Emich and his team said, confirm the idea that a lack of respect for minorities undermines the benefit of diversity. They also argue that while the burden is often put on women to make sure they have a voice, men in power should also bear this responsibility. 

    Women are told, “You need to lean in, or you need to break the glass ceiling,” Emich said. “… And what we’re saying here is the onus is really on the men, because they have the power, right? So it’s difficult for the women in these teams to come out and kind of take over the team conversation, because they don’t have the power or status to do that.” 

    He’s not arguing that women shouldn’t assert their rights or “lean in,” but that to make real change, men (or people in power, generally) also have a responsibility to make space for minority perspectives. 

    The “approach” or “avoidance” mindsets they studied, Emich said, can be altered. That is, they aren’t an unavoidable part of someone’s personality. It’s not a matter of finding all the avoidance-oriented men in your office and banning them from teams. Rather, these terms describe a person’s motivation in a given moment, and that motivation can change. 

    In an avoidance mindset, Emich explained, people are worried about protecting themselves and staying away from things that might be dangerous. In business oriented, decision-making groups, unique information is seen as being risky. Adding to that, women are generally seen as lower status, he said, so men see the unique information they offer as being extra risky. 

    This is an outlook that can be changed with training and experience, Emich said. Responsibility falls on the group leader to “make the environment feel a little bit safer for people.” That comes both through the words leaders say and the actions they model. 

    Overall, “I think what this [research] does is it helps to highlight why we see this broad effect that lots of people have observed about women’s information not being listened to,” Emich said.

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    University of Delaware

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  • Employees with obesity may have higher loss of work productivity than those with normal weight

    Employees with obesity may have higher loss of work productivity than those with normal weight

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    Newswise — CHICAGO—People with obesity may have lower work productivity due to increased risk of illness, contributing to increased costs for employers, according to industry-supported research being presented Saturday at ENDO 2023, the Endocrine Society’s annual meeting, in Chicago, Ill.

    Obesity is a significant public health issue affecting approximately 42% of people in the United States. Employees with overweight or obesity are more likely to develop weight-related comorbidities such as type 2 diabetes, hypertension, sleep apnea, cardiovascular disease, and cancer, which all contribute to lower work productivity.

    “Employees with overweight and obesity may have higher loss of work productivity as measured by absenteeism, short and long-term disability, and worker’s compensation compared to employees with normal weight,” said Clare J. Lee, M.D., of Eli Lilly & Company in Indianapolis, Ind.

    Co-author Shraddha Shinde M.B.A, also of Eli Lilly & Company, added that, “Given the substantial burden of overweight and obesity on employee health and function that was demonstrated by this study, employers should focus on building tailored interventions that could be beneficial in improving the health of these individuals.”

    The researchers evaluated 719,482 employees with and without obesity in the MarketScan databases. They determined the percentage of employees with work loss, number of hours/days lost from work, and costs associated with productivity loss were higher among people with overweight or obesity. The loss of work productivity was greater with each higher Body Mass Index (BMI) category.

    The researchers found costs associated with absenteeism, short and long-term disability, and worker’s compensation were $891, $623, $41, and $112 higher per year (respectively) for people with obesity compared to those with normal weight.

    Funding for this study was provided by Eli Lilly and Company.

    # # #

    Endocrinologists are at the core of solving the most pressing health problems of our time, from diabetes and obesity to infertility, bone health, and hormone-related cancers. The Endocrine Society is the world’s oldest and largest organization of scientists devoted to hormone research and physicians who care for people with hormone-related conditions.

    The Society has more than 18,000 members, including scientists, physicians, educators, nurses and students in 122 countries. To learn more about the Society and the field of endocrinology, visit our site at www.endocrine.org. Follow us on Twitter at @TheEndoSociety and @EndoMedia.

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    Endocrine Society

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  • University of Illinois names new director of Division of Disability Resources and Educational Services

    University of Illinois names new director of Division of Disability Resources and Educational Services

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    Newswise — Heather Stout will join the College of Applied Health Sciences as the Director of Operations and Services with the Division of Disability Resources and Educational Services (DRES) in August. She will assume the responsibilities that have been so ably handled for the past few years by interim director Dr. Kim Collins, who will retire at the end of June.

    Heather currently serves as the Accessibility and Wellness Programs Coordinator in the St. Louis University School of Law. Her career has focused on equal access and inclusion of students with disabilities in higher education, and includes positions as Director/Associate Dean of the Disability Resource Center at Purdue, assistant director of The Learning Center/Disability Resources at Washington University, program director of disability services at St. Louis University, coordinator of disability services at UIC, and workplace possibilities consultant with Excel Managed Care and Disability. She earned an undergraduate degree in psychology at The Pennsylvania State University and a master’s degree in rehabilitation counseling at the University of Illinois Urbana-Champaign, where she completed several internships with DRES. She also has advanced training in rehabilitation counseling with deaf and hard of hearing adults, office ergonomics, and applied suicide intervention skills.

    Maureen Gilbert, Assistant Director, Non-Academic Support and Coordinator of the Campus Life division of DRES, will provide additional administrative support beginning today, and will serve as interim director during the transitional period.

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    College of Applied Health Sciences, University of Illinois Urbana-Champaign

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  • Ochsner Health Names New Chief Financial Officer and Treasurer

    Ochsner Health Names New Chief Financial Officer and Treasurer

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    Newswise — NEW ORLEANS, La. – Ochsner Health has named Jim Molloy as the organization’s next Executive Vice President, Chief Financial Officer and Treasurer. A leader at Citi bringing decades of extensive experience in healthcare finance, Molloy will oversee the organization’s accounting, financial planning and analysis, reimbursement and revenue cycle functions, as well as managed care contracting and treasury. He will also play a pivotal role in the continued development and execution of Ochsner’s strategy as the health system builds on its clinical excellence and spirit of innovation to evolve the future of healthcare delivery.

    In his current role as the Managing Director and Head of Municipal Banking at Citi, Molloy has been a key advisor to Ochsner for several years and has spent more than 16 years overseeing banking for all municipal-related activity, including public finance, healthcare, higher education and public-private partnerships.

    “I’ve had the great fortune to work with Ochsner Health for more than 20 years in various strategic and financial advisory roles and have always been awed by their dedication to providing high-quality care to millions of patients and families. I look forward to being able to dedicate all of my future efforts to help Ochsner further expand its impact on the communities it serves and am honored to have the opportunity to join such an amazing team of clinicians and employees,” said Molloy.

    Molloy brings 30+ years of healthcare experience, working with some of the largest health systems in the country. He has expertise in capital structure and strategic planning and has led the promotion of transparency and communication between non-profit health systems and the investor community. Prior to joining Citi, Molloy worked in senior positions in the consulting division of a Big 6 accounting firm and a rating agency.

    Molloy will join Ochsner in July 2023 and work side-by-side with Ochsner’s current CFO, Scott Posecai, who will retire as CFO in December 2023, following a 36-year career with Ochsner. Through a variety of financial and leadership roles, Posecai has been instrumental in Ochsner’s ability to serve more patients across the Gulf South region. The leaders will work together through the end of the year to ensure a seamless transition.

    “We are so excited to welcome Jim to the Ochsner family. He is the right person to lead Ochsner Health from a financial perspective as we work to transform healthcare for the communities we serve. We are confident our organization will benefit from his talents, expertise and passion for our mission,” said Ochsner Health Chief Executive Officer Pete November. “We also want to express our profound gratitude for Scott Posecai’s decades of leadership at Ochsner as the Chief Financial Officer and Treasurer, in addition to his impactful work to advance Ochsner’s value-based care initiatives through insurance product development, risk-based contract performance, Ochsner Health Network support and the recent start-up of the Ochsner Health Plan.”

    About Ochsner Health

    Ochsner Health is an integrated healthcare system with a mission to Serve, Heal, Lead, Educate and Innovate. Celebrating more than 80 years of service, it leads nationally in cancer care, cardiology, neurosciences, liver and kidney transplants and pediatrics, among other areas. Ochsner is consistently named both the top hospital and top children’s hospital in Louisiana by U.S. News & World Report. The not-for-profit organization is inspiring healthier lives and stronger communities through its Healthy State by 2030 initiative, a bold and collaborative plan to realize a healthier Louisiana. Its focus is on preventing diseases and providing patient-centered care that is accessible, affordable, convenient and effective. Ochsner Health pioneers new treatments, deploys emerging technologies and performs groundbreaking research, including 4,000 patients enrolled in 685 clinical studies in 2022. It has more than 37,000 employees and over 4,700 employed and affiliated physicians in over 90 medical specialties and subspecialties. It operates 46 hospitals and more than 370 health and urgent care centers across Louisiana, Mississippi, Alabama and the Gulf South; and its cutting-edge Connected Health digital medicine program is caring for patients beyond its walls. In 2022, Ochsner Health treated more than 1.4 million people from every state and 62 countries. As Louisiana’s top healthcare educator of physicians, Ochsner Health and its partners educate thousands of healthcare professionals annually. To learn more, visit https://www.ochsner.org/.

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    Ochsner Health

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  • Hackensack Meridian School of Medicine Commencement 2023: Ceremony Sends Graduates Into Residencies

    Hackensack Meridian School of Medicine Commencement 2023: Ceremony Sends Graduates Into Residencies

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    Newswise — June 8, 2023, Nutley, NJ – Eighty-five students from the Hackensack Meridian School of Medicine have received their medical degrees – and will now start their careers. 

    The medical students came from the 2019 cohort of the medical school (56 students) who graduated after four years; and also the 2020 cohort (29 students), who completed their education in three years. 

    The commencement’s keynote was delivered by New Jersey Governor Phil Murphy, who commended the school for its continuing commitment to medical education in the state.

    “It is a great honor to have the Governor deliver the speech at our first commencement as a fully-accredited institution,’’ said Robert C. Garrett, FACHE, CEO of Hackensack Meridian Health. “It further validates what our medical school is doing for the health of all New Jerseyans.”

    “The Governor’s words, as usual, are inspirational as we continue our mission to train the best, most compassionate doctors anywhere,” said Jeffrey Boscamp, M.D., dean and president of the School. 

    Fifty-seven percent of the Class of 2023 (48 students) will train in New Jersey for the first year of residency. Of these, 39 of the students matched into a Hackensack Meridian Health program. Other states where students matched for residency include New York (20 students) and California, Florida, and Pennsylvania (with three doctors apiece), among other states. 

    Residencies where this class has matched include: Brown University/Rhode Island Hospital; Montefiore Medical Center, Einstein Campus; New York Presbyterian Hospital, Columbia University Medical Center; New York University, Grossman School of Medicine; Tufts University Medical Center; Vanderbilt University Medical Center; and many others.

    The specialties the students matched into include: Internal Medicine (21); Psychiatry and Psychiatry-Neurology (13); General Surgery (6); and Anesthesiology, Emergency Medicine, Family Medicine, Orthopedic Surgery, and Pediatrics (5 each), Neurology (4),

    Obstetrics and Gynecology (3), Internal Medicine – Pediatrics (2) Radiology – Diagnostic (2)

    Dermatology (1) ,Ophthalmology (1) Otolaryngology (1),Physical Medicine & Rehabilitation (1), Plastic Surgery (1), Radiology – Diagnostic (2). 

    Applications and enrollments have increased since its founding. The School of Medicine’s inaugural class in 2018 included 60 students. The latest incoming class numbers more than 160, admitted from greater than 6,000 applicants.

    ABOUT HACKENSACK MERIDIAN SCHOOL OF MEDICINE 

    The Hackensack Meridian School of Medicine, the first private medical school in New Jersey in more than 50 years, welcomed its first class of students in 2018 to its On3 campus in Nutley and Clifton. Hackensack Meridian Health assumed its independent operation in July 2020. The school achieved full accreditation in February 2023. The school’s vision is that each person in New Jersey, and in the United States, regardless of race or socioeconomic status, will enjoy the highest levels of wellness in an economically and behaviorally sustainable fashion. The School’s unique curriculum focuses on linking the basic science with clinical relevance, through an integrated curriculum in a team-oriented, collaborative environment. The school prides itself on outreach, through programs like the Human Dimension, which is active in communities across New Jersey. 

    ABOUT HACKENSACK MERIDIAN HEALTH

    Hackensack Meridian Health is a leading not-for-profit healthcare organization that is the largest, most comprehensive and truly integrated health care network in New Jersey, offering a complete range of medical services, innovative research and life-enhancing care. The network has 18 hospitals and more than 500 patient care locations, which include ambulatory care centers, surgery centers, home health services, long-term care and assisted living communities, ambulance services, lifesaving air medical transportation, rehabilitation centers, urgent care centers, physician practice locations, and a fitness and wellness center. With more than 35,000 team members and 7,000 physicians, Hackensack Meridian Health is a distinguished leader in health care philanthropy and committed to the health and well-being of communities throughout New Jersey. To learn more, visit www.hmsom.org.

    The network’s notable distinctions include having more U.S. News-ranked hospitals than any other health system in New Jersey, as ranked by U.S. News & World Report, 2022-23. Hackensack University Medical Center is nationally-ranked by U.S. News & World Report in four specialties, more than any other hospital in New Jersey. Joseph M. Sanzari Children’s Hospital at Hackensack University Medical Center, and K. Hovnanian Children’s Hospital at Jersey Shore University Medical Center, are ranked #1 in the state and top 20 in the Mid-Atlantic Region by U.S. News & World Report’s 2022-23 Best Children’s Hospital Report. Additionally, their combined nephrology program ranks in the top 50 in the United States. To learn more, visit www.hackensackmeridianhealth.org.  

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    Hackensack Meridian Health

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  • Does evening recovery impact next-day work mood?

    Does evening recovery impact next-day work mood?

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    Newswise — The quality of recovery a person experiences on a given evening after work may impact their mood when they start their job again the next day, according to new research published in the Journal of Occupational and Organizational Psychology.

    The study, which was based on diary entries by 124 employees on 887 days, found that people who had higher quality recovery during the evening than usual had higher levels of wakefulness, calmness, and pleasantness when they started work the next day. However, people’s wakefulness and calmness tended to decline more strongly during the workday after evenings with higher quality recovery.

    These findings imply that employees benefit from daily recovery, but these benefits subside during the workday. Therefore, it’s important to engage in recovery on a daily basis.

    “Our study shows that daily recovery from work during off-job time is indeed beneficial for employees’ mood; however, these benefits do not last the entire workday. Thus, our findings highlight that the benefits of evening recovery are relatively short-lived,” said corresponding author Maike Arnold, MSc, of the University of Mannheim, in Germany. “We further found that some but not all of these benefits can be explained by a better sleep quality following good evening recovery.”

    URL upon publication: https://onlinelibrary.wiley.com/doi/10.1111/joop.12445

     

    Additional Information
    NOTE:     The information contained in this release is protected by copyright. Please include journal attribution in all coverage.

    The Journal of Occupational and Organizational Psychology aims to increase understanding of people and organizations at work including: industrial, organizational, work, vocational and personnel psychology; behavioral and cognitive aspects of industrial relations; ergonomics and human factors; and industrial sociology. Innovative or interdisciplinary approaches with a psychological emphasis are particularly welcome. So are papers which develop the links between occupational/organizational psychology and other areas of the discipline, such as social and cognitive psychology.

    About Wiley
    Wiley is one of the world’s largest publishers and a global leader in scientific research and career-connected education. Founded in 1807, Wiley enables discovery, powers education, and shapes workforces. Through its industry-leading content, digital platforms, and knowledge networks, the company delivers on its timeless mission to unlock human potential. Visit us at Wiley.com. Follow us on Facebook, Twitter, LinkedIn and Instagram.

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    Wiley

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  • Debt ceiling blues. Find political experts on the debt negotiations and the presidential bids in the Politics channel

    Debt ceiling blues. Find political experts on the debt negotiations and the presidential bids in the Politics channel

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    The House is on track Wednesday afternoon to begin considering a bipartisan plan to suspend the nation’s debt ceiling and limit spending, with the nation facing the risk of default if the debt ceiling is not raised by June 1st. The two parties remain deeply divided about how to rein in the federal deficit, with Democrats arguing wealthy Americans and businesses should pay more taxes while Republicans want spending cuts.

    More contenders enter the Republican presidential nominees’ list with Gov. DeSantis and Sen. Tom Scott declaring their bids to run. Do they have enough support to take on the front-runner, former President Donald Trump?

    Below are some of the latest expert pitches posted in the Politics channel.

    DeSantis to launch 2024 presidential campaign on Twitter, expert discusses implications for democracy

    -Virginia Tech

    GW Experts on Ron DeSantis Presidential Campaign Launch

    -George Washington University

    University of West Florida Expert Available to Interview on the Debt Ceiling

    -University of West Florida

    University of West Florida Expert Available to Discuss Gov. Ron DeSantis’ Looming Presidential Campaign

    -University of West Florida

    University at Albany Experts Available to Discuss U.S. Debt Ceiling Crisis

    -University at Albany, State University of New York

    GW Experts on Tim Scott 2024 Presidential Campaign

    -George Washington University

    Social media expert discusses consequences of changes for TikTok, Twitter

    -Virginia Tech

    University of West Florida professor available to interview about Gov. DeSantis’ potential run for President

    -University of West Florida

    Media Availability: Experts to Comment on New Hampshire’s First-in-the-Nation Primary Status

    -University of New Hampshire

    Looming debt ceiling deadline: Expert says economic impact could be significant if deal is not reached by June 1

    -Virginia Tech

    After Title 42: Limited Access to Asylum, Increased Discrimination, Rapid Deportation, predicts SMU Expert

    -Southern Methodist University

    Politics Experts in the Expert Directory 

    Yphtach Lelkes, PhD
    Associate Professor of Communication at the University of Pennsylvania, Annenberg School for Communication

    Yphtach (Yph) Lelkes’s interests lie at the intersection of political communication, public opinion, and political psychology.

    		 Jennifer Chudy, PhD

    Jennifer Chudy, PhD
    Knafel Assistant Professor of Social Sciences; Assistant Professor of Political Science at Wellesley College

    Dr. Chudy focuses on White racial attitudes generally and the attitude of racial sympathy – defined as White distress over Black suffering – specifically.
    Adam Cayton, Ph.D.

    Adam Cayton, PhD
    Associate Professor, Government Department at the University of West Florida

    Dr. Adam Cayton conducts research on representation in Congress, legislative institutions, campaign effects, institutional change, and other topics.

    		 Megan Goldberg, Ph.D.

     Megan Goldberg, PhD
    Assistant Professor of American Politics at Cornell College

    Her work examines the dynamics of state politics in an increasingly nationalized context, studies how governors and state parties shift their rhetoric and ideologies towards elections, and how often governors use national politics to frame issues.
    Adam Cayton, Ph.D.

    Neil O’Brian, PhD
    Assistant Professor of Political Science at the University of Oregon

    Neil can comment on public opinion and political participation in Oregon’s congressional and statewide races as well as national politics. His research agenda and expertise also include the partisan politics of abortion in the United States.

    		  

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    Newswise

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  • Romantic relationships between coworkers may deteriorate workplace culture

    Romantic relationships between coworkers may deteriorate workplace culture

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    Newswise — Workplace ostracism refers to an employee’s perception of being excluded, ignored, or rejected in the workplace. A study published in PLOS ONE by Jun Qiu at School of Nanchang, Institute of Technology, Nanchang, Jiangxi, China and colleagues suggests that romantic relationships between coworkers are associated with perceived ostracism and knowledge sabotage by other colleagues.

    Workplace romance can impact employees’ work-related attitudes and behaviors, such as performance outcomes and job satisfaction. However, the relationship between workplace romance and workplace ostracism is unclear. 

    To better understand whether romantic relationships between coworkers can lead them to ostracize others, social science researchers conducted a multisource, time-lagged research design to collect data from service sector employees in Pakistan. They administered questionnaires to participants every eight weeks, three times, ultimately collecting responses from 343 individuals for a response rate of 69%. The surveys questioned participants about their relationship status, and attempted to measure workplace ostracism, such as being ignored at work, as well as knowledge sabotage, for example, a coworker supplying the wrong information or document. After collecting the final surveys, researchers analyzed the data using statistical software.

    The researchers found that romantically involved coworkers were associated with feeling ostracized and sabotaged by other employees who may view their relationship unfavorably. However, future studies are needed to determine the generalizability of the experiment as the participants were all employed in Pakistan’s service sector, which could be confounded by cultural variables. Additionally, the researchers did not state how many of the 343 individuals were currently involved in a workplace romance. Gender may also play a role in perceived ostracism. Future studies should also consider examining whether perceived ostracism increases after a workplace relationship ends.

    According to the authors, “Though workplace romance should be a cornerstone of organizational interventions, a review of existing literature accentuates that only a few organizations maintain a workplace romance policy. Workplace romance is a committed and consensual relationship among two members and can have a range of implications on the constructive spectrum, too. Organizations should conduct interpersonal training, which helps employees discern acceptable versus unacceptable behaviors in the workplace”. 

    The authors add: “An intimate relationship may disrupt an intimate flow of knowledge in the absence of appropriate HR policies.” 

    #####

    Press-only preview: https://plos.io/3o1POfB 

    In your coverage please use this URL to provide access to the freely available article in PLOS ONE: https://journals.plos.org/plosone/article?id=10.1371/journal.pone.0285837

     

    Citation: Qiu J, Sultana F, Iqbal S, Ayub A (2023) Intimate but not intimate: The perils of workplace romance in fostering knowledge sabotage. PLoS ONE 18(5): e0285837. https://doi.org/10.1371/journal.pone.0285837

     

    Author Countries: China, Pakistan

     

    Funding: The authors received no specific funding for this work.

     

    Competing Interests: The authors have declared that no competing interests exist.

     

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    PLOS

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  • Hackensack Meridian Mountainside Medical Center Announces New Chief Financial Officer

    Hackensack Meridian Mountainside Medical Center Announces New Chief Financial Officer

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    Newswise — MONTCLAIR, New Jersey (May 31, 2023) – Todd Huffman has been appointed as the chief financial officer for Hackensack Meridian Mountainside Medical Center, bringing with him over 10 years of valuable experience in healthcare finance. Huffman’s journey in the healthcare industry began at Portneuf Medical Center, where he initially served as the director of medical practice finance. Through his dedication and expertise, he quickly advanced to the position of controller and eventually assumed the role of assistant chief financial officer.

    Huffman most recently held the position of chief financial officer for Hackensack Meridian Pascack Valley Medical Center, where his outstanding contributions laid a solid foundation for the organization’s growth in the Pascack Valley and Northern Valley region. Under his capable leadership, the hospital was honored with the prestigious 2022 MAP Awards for High Performance in Revenue Cycle by the Healthcare Financial Management Association.

    Continuing his journey as a financial leader, Huffman will now serve as the CFO for Ardent Health Service’s New Jersey market. This expanded role will enable him to provide financial guidance and expertise across the network of hospitals and medical group practices.

    Tim O’Brien, chief executive officer of Mountainside Medical Center, expressed his enthusiasm for Huffman’s appointment, highlighting his extensive financial acumen and the value he will bring to the organization. “Todd’s appointment signifies the hospital’s commitment to strong financial leadership and its dedication to providing exceptional healthcare services to the community.”

    Huffman’s educational background includes completing his undergraduate studies at Idaho State University, where he earned a Bachelor of Business Administration in Accounting. He furthered his education by obtaining a Master of Taxation from the University of Denver, enhancing his expertise in financial management and taxation.

    About Mountainside Medical Centers

    Mountainside Medical Center has been serving Montclair and its surrounding New Jersey communities since 1891. The hospital provides patients immediate access to innovative and effective treatment alternatives at specialized centers within the hospital that focus on imaging, women’s health, cancer care, surgery, obesity, stroke and chronic kidney disease. Mountainside Medical Center is designated as a Primary Stroke Center by the NJ State Department of Health and Senior Services and is one of only a few community hospitals licensed by the State to perform emergency cardiac angioplasty. To learn more about Mountainside Medical Center visit www.mountainsidehosp.com.

     

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    Hackensack Meridian Health (Mountainside Medical Center)

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  • UK maternity services staffing crisis calls for rethinking induced labor rates

    UK maternity services staffing crisis calls for rethinking induced labor rates

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    Newswise — A new study suggests that increasing rates of induction of labour (IOL) of pregnant women and people in the UK, without considering the accompanying, real-world impact on staffing workloads and patient care, may have unintended consequences.

    The study from City, University of London, the University of Edinburgh and others highlights the limited evidence around the delivery of home-based IOL services, which were seen as an important step to reducing maternity staff workload.

    It finds large gaps in knowledge on how to deliver home-based care, with workload perceived to be increased in some cases, relative to hospital-based services.

    Around one-third of pregnant women and people underwent IOL in the UK in 2021.  Rates have surged in recent years due to new evidence on safety and efficacy, and vary considerably between maternity services, with some rates as high as fifty per-cent.

    However, earlier this year, a survey reported by the Royal College of Midwives (RCM) found that UK senior midwives are relying significantly on the goodwill of staff working extra hours to ensure safe services, amidst plummeting staff retention and recruitment rates that they say have reached “boiling point”.

    The RCM said that midwives are leaving the profession “because they cannot deliver the quality of care they so desperately want to because of their falling pay, and because they are exhausted, fragile and burnt-out.”

    IOL, or starting labour artificially, is offered when the risks of the pregnancy continuing are believed to outweigh the risks of artificially starting labour. For those deemed at lower risk, maternity services are offering this as an ‘outpatient’ service where the woman returns home in the first stage of induction, despite limited evidence on its acceptability to pregnant women, birth partners and maternity staff, and how different approaches work in practice.

    The current study explored IOL from the perspectives of 73 clinicians: including 49 midwives, 22 obstetricians and two other maternity staff from five maternity services across the UK. Specifically, it investigated the recommended first stage of induction known as “cervical ripening” (CR) and the option of the pregnant person to return home from hospital during that process.

    CR is either the use of topical medication (prostaglandin) or mechanical means (balloon catheter or osmotic dilator) to help dilate the pregnant person’s cervix.  Following this first stage, further steps are generally necessary to stimulate the onset of labour.

    In the study, clinicians were either interviewed directly by the researchers or took part in focus groups to elicit their views, which then formed part of a thematic analysis to reveal common themes in their responses.

    A wide range of practices and views regarding induction were recorded, suggesting that the integration of home CR into care is far from straightforward, and demonstrating that whether provided at hospital or home, IOL care is complex and represents a significant workload to maternity services staff.

    The study follows closely on the heels of findings of a sister study which surveyed 309 women who had undergone IOL in the UK, and which was published earlier this month. The women reported receiving little information about IOL and being routinely impacted by delays at every stage of the care pathway, which they widely attributed to staffing shortages.

    Professor Christine McCourt leads the Centre for Maternal and Child Health Research at City, University of London, and co-authored the study. She said:

    “This study shows that well-intentioned interventions may have unintended consequences for quality of care and staff workload. Efforts are needed to target induction of labour effectively and ensure genuine informed choice; meanwhile, maternity services must be adequately resourced to ensure safe care.”

    The study is published online in the journal, PLOS ONE.

    ENDS

     

    City, University of London

    • City, University of London is a global higher education institution committed to academic excellence, with a focus on business and the professions and an enviable central London location.
    • City’s academic range is broadly-based with world-leading strengths in business; law; health sciences; mathematics; computer science; engineering; social sciences; and the arts including journalism and music.
    • City has around 20,000 students (46% at postgraduate level) from more than 160 countries and staff from over 75 countries.
    • In the last REF, City doubled the proportion of its total academic staff producing world-leading or internationally excellent research.
    • More than 140,000 former students from over 180 countries are members of the City Alumni Network.
    • The University’s history dates from 1894, with the foundation of the Northampton Institute on what is now the main part of City’s campus.  In 1966, City was granted University status by Royal Charter and the Lord Mayor of London became its Chancellor. In September 2016, City joined the University of London and HRH the Princess Royal became City’s Chancellor.

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    City University London

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