Lived experiences and insights into the advantages important to rural recruitment and retention of general practitioners
- Terry, Daniel, Nguyen, Hoang, Schmitz, David, Baker, Ed
- Authors: Terry, Daniel , Nguyen, Hoang , Schmitz, David , Baker, Ed
- Date: 2018
- Type: Text , Journal article
- Relation: Rural and remote health Vol. 18, no. 3 (2018), p. 1-16
- Full Text:
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- Description: INTRODUCTION: Despite existing studies in this field, community factors behind recruiting and retaining rural general practitioners (GPs) are not fully understood. To address this issue, the Community Apgar Questionnaire (CAQ) was developed to extend the understanding of communities' assets and capabilities that impact GP recruitment and retention. However, more in-depth insights are vital to develop a comprehensive approach. METHODS: This mixed methods study was administered using face-to-face structured interviews with a total of 40 health service representatives. All interviews lasted 35-40 minutes and were audio-taped. Qualitative data were generated from the extended responses to the structured questions of the CAQ and later transcribed. Thematic analysis was conducted in relation to explanations, elaborations, and relevant strategic approaches to improving workforce retention. RESULTS: The qualitative findings illuminated the most important advantages of recruiting and retaining GPs were linked to medical support, hospital and community support, and economic factors, while the challenges were related to geographic factors. The underlying reasons for and nature of those advantages and challenges reinforce that health professionals' decisions to stay or leave are complex and multifactorial. CONCLUSION: The originality of the study rests on the administration of the CAQ accompanied by the opportunity for participants to provide extended responses, which gives critical insights into the complexities of rural recruitment and retention. As such, the results confirm the need for a flexible multifaceted response to improving rural GP workforce and informs decision-making in terms of addressing workforce issues within the scope of available resources and capacity.
- Authors: Terry, Daniel , Nguyen, Hoang , Schmitz, David , Baker, Ed
- Date: 2018
- Type: Text , Journal article
- Relation: Rural and remote health Vol. 18, no. 3 (2018), p. 1-16
- Full Text:
- Reviewed:
- Description: INTRODUCTION: Despite existing studies in this field, community factors behind recruiting and retaining rural general practitioners (GPs) are not fully understood. To address this issue, the Community Apgar Questionnaire (CAQ) was developed to extend the understanding of communities' assets and capabilities that impact GP recruitment and retention. However, more in-depth insights are vital to develop a comprehensive approach. METHODS: This mixed methods study was administered using face-to-face structured interviews with a total of 40 health service representatives. All interviews lasted 35-40 minutes and were audio-taped. Qualitative data were generated from the extended responses to the structured questions of the CAQ and later transcribed. Thematic analysis was conducted in relation to explanations, elaborations, and relevant strategic approaches to improving workforce retention. RESULTS: The qualitative findings illuminated the most important advantages of recruiting and retaining GPs were linked to medical support, hospital and community support, and economic factors, while the challenges were related to geographic factors. The underlying reasons for and nature of those advantages and challenges reinforce that health professionals' decisions to stay or leave are complex and multifactorial. CONCLUSION: The originality of the study rests on the administration of the CAQ accompanied by the opportunity for participants to provide extended responses, which gives critical insights into the complexities of rural recruitment and retention. As such, the results confirm the need for a flexible multifaceted response to improving rural GP workforce and informs decision-making in terms of addressing workforce issues within the scope of available resources and capacity.
Academic leaders' perspectives on adopting ePortfolios for developing and assessing professional capabilities in Australian business education
- Holt, Dale, McGuigan, Nicholas, Kavanagh, Marie, Leitch, Shona, Ngo, Leanne, Salzman, Scott, Watty, Kim, McKay, Jade
- Authors: Holt, Dale , McGuigan, Nicholas , Kavanagh, Marie , Leitch, Shona , Ngo, Leanne , Salzman, Scott , Watty, Kim , McKay, Jade
- Date: 2016
- Type: Text , Journal article
- Relation: Australasian Journal of Educational Technology Vol. 32, no. 5 (2016), p. 1-18
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- Description: This paper represents a major stage of data collection and reporting on an Australian Office for Learning and Teaching Innovation and Development grant investigating the adoption of ePortfolios for developing and assessing professional capabilities in Australian undergraduate business education. Assessing desired capabilities with and through ePortfolios does not have strong traction in business education courses and disciplines. The status of ePortfolio use in business education in the sector is profiled through the perspectives of academic business leaders. The reasons why ePortfolio use is limited are explored, along with the possible benefits through greater and more systematic use in the curriculum. Various technological, training and support implementation issues are highlighted. The framing of key elements of effective implementation are summarised at the end of the paper. © 2016 Australasian Journal of Educational Technology.
- Authors: Holt, Dale , McGuigan, Nicholas , Kavanagh, Marie , Leitch, Shona , Ngo, Leanne , Salzman, Scott , Watty, Kim , McKay, Jade
- Date: 2016
- Type: Text , Journal article
- Relation: Australasian Journal of Educational Technology Vol. 32, no. 5 (2016), p. 1-18
- Full Text:
- Reviewed:
- Description: This paper represents a major stage of data collection and reporting on an Australian Office for Learning and Teaching Innovation and Development grant investigating the adoption of ePortfolios for developing and assessing professional capabilities in Australian undergraduate business education. Assessing desired capabilities with and through ePortfolios does not have strong traction in business education courses and disciplines. The status of ePortfolio use in business education in the sector is profiled through the perspectives of academic business leaders. The reasons why ePortfolio use is limited are explored, along with the possible benefits through greater and more systematic use in the curriculum. Various technological, training and support implementation issues are highlighted. The framing of key elements of effective implementation are summarised at the end of the paper. © 2016 Australasian Journal of Educational Technology.
How important is the role of the chancellor in the appointment of Australian vice-chancellors and university governance?
- O'Meara, Bernard, Petzall, Stanley
- Authors: O'Meara, Bernard , Petzall, Stanley
- Date: 2007
- Type: Text , Journal article
- Relation: International Journal of Educational Management Vol. 21, no. 3 (2007), p. 213-231
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- Description: Purpose - This paper seeks to investigate the role of the university chancellor in the appointment of Australian vice-chancellors. Design/methodology/approach - Prior to this research it was evident that little research had been undertaken on the role of the chancellor. While the chancellor chairs Council, the incumbent also presides over quite a complex selection process, including chairing the selection Panel, when the need to appoint a new VC arises. Research into the recruitment and selection practices used to appoint vice-chancellors in Australia, undertaken as part of a PhD, yielded a wide range of useful material. The research also exposed some unexpected surprises, one of which was the role of the chancellor in the appointment process. Findings - The chancellor not only appeared to lead these processes, as would be expected, but was viewed as the key, if not sole, person who determined the successful candidate. It was found that the relationship between the chancellor and vice-chancellor was crucial and this was evident both in determining successful candidates and the decision for incumbents to seek a role elsewhere. However, in almost all cases the chancellor made the final decision when appointing a new VC. In some cases it appeared that selection panels considered their role as being simply to assist the chancellor to make a decision. This contrasted with the expectation that the panel as a whole would make a decision and recommend it to Council. Originality/value - Thus understanding the role of the chancellor is important when considering university governance and VC succession. This paper provides the findings of the research highlighting the significance of the chancellor's role in the context of appointing a new VC. © Emerald Group Publishing Limited.
- Description: C1
- Description: 2003005164
- Authors: O'Meara, Bernard , Petzall, Stanley
- Date: 2007
- Type: Text , Journal article
- Relation: International Journal of Educational Management Vol. 21, no. 3 (2007), p. 213-231
- Full Text:
- Reviewed:
- Description: Purpose - This paper seeks to investigate the role of the university chancellor in the appointment of Australian vice-chancellors. Design/methodology/approach - Prior to this research it was evident that little research had been undertaken on the role of the chancellor. While the chancellor chairs Council, the incumbent also presides over quite a complex selection process, including chairing the selection Panel, when the need to appoint a new VC arises. Research into the recruitment and selection practices used to appoint vice-chancellors in Australia, undertaken as part of a PhD, yielded a wide range of useful material. The research also exposed some unexpected surprises, one of which was the role of the chancellor in the appointment process. Findings - The chancellor not only appeared to lead these processes, as would be expected, but was viewed as the key, if not sole, person who determined the successful candidate. It was found that the relationship between the chancellor and vice-chancellor was crucial and this was evident both in determining successful candidates and the decision for incumbents to seek a role elsewhere. However, in almost all cases the chancellor made the final decision when appointing a new VC. In some cases it appeared that selection panels considered their role as being simply to assist the chancellor to make a decision. This contrasted with the expectation that the panel as a whole would make a decision and recommend it to Council. Originality/value - Thus understanding the role of the chancellor is important when considering university governance and VC succession. This paper provides the findings of the research highlighting the significance of the chancellor's role in the context of appointing a new VC. © Emerald Group Publishing Limited.
- Description: C1
- Description: 2003005164
The social characteristics and demographics of Australian Vice-Chancellors, 1960-2000
- O'Meara, Bernard, Petzall, Stanley
- Authors: O'Meara, Bernard , Petzall, Stanley
- Date: 2007
- Type: Text , Journal article
- Relation: Journal of Educational Administration Vol. 45, no. 5 (2007), p. 621-634
- Full Text:
- Reviewed:
- Description: Purpose - The purpose of this paper is to identify the key demographics and social characteristics of Vice-Chancellors of Australian universities so that an accurate profile of Vice-Chancellors can be established. At present, there is no contemporary profile of incumbents despite the high level of responsibility associated with these roles. Design/methodology/approach - A qualitative approach was used in the research that required the collation and analysis of public domain material regarding vice-chancellors. Multiple sources were used in order to ensure depth, breadth and accuracy of data collected. A questionnaire that was used as part of the PhD research allowed new data to be accessed and existing data verified. Finally, interviews with various incumbents allowed pertinent information to be discussed where applicable. Findings - The research outlines the changes in the roles of Vice-Chancellors that have occurred since 1960. The changes in the role reflect changes in government policy and social trends. Further, the research demonstrates that incumbents are now chief executive officers and require a broader range of business competencies and academic experience compared to their predecessors in order to meet contemporary challenges. These changes are reflected in the demographics and social characteristics of incumbents. Originality/value - This paper addresses this gap in knowledge and provides information about the people who are appointed vice-chancellors. The research gives an insight into all incumbents between 1960 and 2000 and where possible, examples of post-2000 trends have also been given. The creation of this profile will allow further and more in-depth research to be undertaken. © Emerald Group Publishing Limited.
- Description: C1
- Description: 2003005163
- Authors: O'Meara, Bernard , Petzall, Stanley
- Date: 2007
- Type: Text , Journal article
- Relation: Journal of Educational Administration Vol. 45, no. 5 (2007), p. 621-634
- Full Text:
- Reviewed:
- Description: Purpose - The purpose of this paper is to identify the key demographics and social characteristics of Vice-Chancellors of Australian universities so that an accurate profile of Vice-Chancellors can be established. At present, there is no contemporary profile of incumbents despite the high level of responsibility associated with these roles. Design/methodology/approach - A qualitative approach was used in the research that required the collation and analysis of public domain material regarding vice-chancellors. Multiple sources were used in order to ensure depth, breadth and accuracy of data collected. A questionnaire that was used as part of the PhD research allowed new data to be accessed and existing data verified. Finally, interviews with various incumbents allowed pertinent information to be discussed where applicable. Findings - The research outlines the changes in the roles of Vice-Chancellors that have occurred since 1960. The changes in the role reflect changes in government policy and social trends. Further, the research demonstrates that incumbents are now chief executive officers and require a broader range of business competencies and academic experience compared to their predecessors in order to meet contemporary challenges. These changes are reflected in the demographics and social characteristics of incumbents. Originality/value - This paper addresses this gap in knowledge and provides information about the people who are appointed vice-chancellors. The research gives an insight into all incumbents between 1960 and 2000 and where possible, examples of post-2000 trends have also been given. The creation of this profile will allow further and more in-depth research to be undertaken. © Emerald Group Publishing Limited.
- Description: C1
- Description: 2003005163
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