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Article
Publication date: 6 January 2021

Perceptions of EMS leaders and supervisors on the challenges faced by female paramedics in Riyadh Saudi Arabia: a qualitative study

Abdullah Mohammed ALobaid, Cameron Gosling, Lisa McKenna and Brett Williams

Saudi female paramedics face many challenges in the current Saudi emergency medical service (EMS). This study aimed to investigate perceptions of EMS experts, leaders…

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Abstract

Purpose

Saudi female paramedics face many challenges in the current Saudi emergency medical service (EMS). This study aimed to investigate perceptions of EMS experts, leaders, managers and academics about the challenges faced by Saudi female paramedics in the Saudi Arabian EMS workforce.

Design/methodology/approach

A descriptive qualitative research approach was used employing semi-structured face-to-face interviews with seven EMS leaders, managers and academics in Riyadh, Saudi Arabia. Data were analysed using thematic analysis informed by the work of Braun and Clark.

Findings

Three themes emerged from the interviews that described EMS experts' perceptions, namely, cultural and family challenges, the value of Saudi female paramedics in the workforce and workforce issues.

Originality/value

Overall, the interviews revealed that Saudi females faced several challenges that could affect their job duties and capacity to work in the EMS. Currently, Saudi females face difficulties with family, social and religious responsibilities, such as taking care of children and homes. Workforce issues were also considered problems that affect Saudi female paramedics in the workplace, such as physical fitness and psychological burnout. The EMS leaders, managers and academics emphasised that due to the new Saudi 2030 vision, it is expected and recognised that more females need to be employed in the EMS workforce.

Details

International Journal of Emergency Services, vol. ahead-of-print no. ahead-of-print
Type: Research Article
DOI: https://doi.org/10.1108/IJES-09-2020-0055
ISSN: 2047-0894

Keywords

  • Emergency medical services empowerment
  • Female
  • Perceptions
  • Leaders
  • Qualitative

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Article
Publication date: 1 July 2005

California’s recent paid family leave law

Lisa M. Cal and Brian H. Kleiner

On January 1, 2004 California became the first state to mandate Paid Family Leave for workers who take time off to care for a sick family member. This change is a sub set…

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Abstract

On January 1, 2004 California became the first state to mandate Paid Family Leave for workers who take time off to care for a sick family member. This change is a sub set to the California Family Rights Act (CFRA). This act is based on the Family and Medical Leave Act (FMLA), which is a federal law. As a foundation to understanding the pending changes in California it is necessary to obtain an overview of the FMLA. Despite their best intentions, employers and human resource professionals find themselves unintentionally violating some portion of the FMLA due to complicated definitions and technical requirements. This article is written from the perspective of an employer in order to highlight dominant features of the FMLA and California’s Paid Family Leave. It is increasingly important for companies to adopt policies and procedures that will ensure compliance with all requirements going forward. Otherwise, the consequences could be costly.

Details

Equal Opportunities International, vol. 24 no. 5/6
Type: Research Article
DOI: https://doi.org/10.1108/02610150510788178
ISSN: 0261-0159

Keywords

  • California
  • FMLA
  • Family Rights Act

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Article
Publication date: 1 April 2003

Environmental management systems for internal corporate environmental benchmarking

Deanna H. Matthews

Corporate environmental benchmarking is difficult with the range and inconsistency of environmental information available, even from facilities within the same firm…

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Abstract

Corporate environmental benchmarking is difficult with the range and inconsistency of environmental information available, even from facilities within the same firm. Environmental management systems can assist firms in organizing internal corporate benchmarking efforts. They attempt to capture environmental impacts from activities throughout a facility under a single system and generally follow traditional benchmarking cycles of plan, do, check, and act. However, the systems lack important features that enable benchmarking. Based on a critical analysis of environmental management systems, the article recommends minor changes to extend environmental management systems for corporate environmental benchmarking. Consistent goals should be encouraged at all facilities to produce common metrics. Procedures should require data collection and reporting to a central office. Management review should monitor performance and determine where leading facilities can transfer better processes to lagging facilities.

Details

Benchmarking: An International Journal, vol. 10 no. 2
Type: Research Article
DOI: https://doi.org/10.1108/14635770310469635
ISSN: 1463-5771

Keywords

  • Environment
  • Management systems
  • Benchmarking
  • Standards

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Article
Publication date: 1 July 2005

New developments concerning age discrimination in the workplace

Pinal Shah and Brian Kleiner

Age discrimination is common and occurs in all types of industries, fields, and professions all across the world. The common misperceptions about “older workers” include…

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Abstract

Age discrimination is common and occurs in all types of industries, fields, and professions all across the world. The common misperceptions about “older workers” include hard‐to‐break habits, technological ignorance, and lack of energy and flexibility. Such attitudes, expectations, and perceptions of older workers should not exist in our professional community. Whether old or young, all people should be treated with respect and dignity. The purpose of this article is to understand the reasons behind age discrimination and ways to prevent it from occurring in the workplace. Removing age discrimination in the workplace lies in the hands of all organisations. First, they need to demolish the myths of age and realise its strengths, such as reliability, mature judgement, lack of impulsivity, timeliness, strong work ethics, and experience. Second, upper management should educate its chain of managers and supervisors about the effects discrimination has on the company’s financial situation as well as its reputation. The government plays a major role in enforcing the laws regarding age discrimination and punishing those who are unlawful.

Details

Equal Opportunities International, vol. 24 no. 5/6
Type: Research Article
DOI: https://doi.org/10.1108/02610150510788114
ISSN: 0261-0159

Keywords

  • Age discrimination
  • Older workers
  • Technological ignorance
  • Workplace
  • Age

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Article
Publication date: 1 August 1999

Violence in the workplace

Lisa Whitmore and Brian H. Kleiner

Outlines the increasing number of violent acts which take in place in the US workplace and lists the main areas of risk together with the main associated costs to…

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Abstract

Outlines the increasing number of violent acts which take in place in the US workplace and lists the main areas of risk together with the main associated costs to business. Looks at the dilemma faced by employers in screening applicants and the lack of information through bare references together with the liability/negligence potential if incidents occur. Lists measures which can be implemented to reduce risk, e.g. less cash, alarms and good lighting. Concludes that the trend towards more violence seems likely to continue and that employers must balance their obligations to ensure a safe environment with restrictions which limit their ability to weed out those with violent tendencies.

Details

Management Research News, vol. 22 no. 8
Type: Research Article
DOI: https://doi.org/10.1108/01409179910781760
ISSN: 0140-9174

Keywords

  • Violence
  • Selection
  • USA
  • Liability

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Article
Publication date: 1 November 2005

How to recognise and handle potentially violent employees

Vick Gupta and Brian H. Kleiner

Employees are an integral part of an organisation. They are important assets for a company. Employees with their hard work and sincerity can either make a company or break…

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Abstract

Employees are an integral part of an organisation. They are important assets for a company. Employees with their hard work and sincerity can either make a company or break a company with their insincerity or disruptive behaviour. Employees should be treated like a family. It is important for an organisation to keep employees happy. If employees are satisfied and feel part of the organisation, they will work harder and ultimately the organisation will grow by leaps and bounds. On the other hand, if they are not happy, it could adversely affect company’s growth. If employees are dissatisfied or frustrated, there is a potential that they can turn violent. Companies should take appropriate measures to make sure that the employees are free from any kind of harm.

Details

Management Research News, vol. 28 no. 11/12
Type: Research Article
DOI: https://doi.org/10.1108/01409170510785246
ISSN: 0140-9174

Keywords

  • Violent employees
  • Insincerity
  • Disruptive behaviour

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Article
Publication date: 1 November 1999

Disability discrimination and the fair employment and housing act

Chia‐Li Lin and Brian H. Kleiner

Provides a summary of state and federal legislation prohibiting employment discrimination. Places particular emphasis on disability discrimination. Outlines to whom the…

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Abstract

Provides a summary of state and federal legislation prohibiting employment discrimination. Places particular emphasis on disability discrimination. Outlines to whom the legislation applies, when a charge can be filed and defines reasonable accommodation.

Details

Equal Opportunities International, vol. 18 no. 7
Type: Research Article
DOI: https://doi.org/10.1108/02610159910785655
ISSN: 0261-0159

Keywords

  • Disabled people
  • Discrimination
  • Legislation
  • Housing

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Article
Publication date: 1 March 1999

New developments concerning discrimination based on denial of pregnancy disability leave

Hasiato‐Kuan Yang and Brian H. Kleiner

Sets out the US laws that give women protection from discrimination when pregnant. Defines the scope of pregnancy disability and outlines the responsibilities that…

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Abstract

Sets out the US laws that give women protection from discrimination when pregnant. Defines the scope of pregnancy disability and outlines the responsibilities that employers have under the law. Focuses on pregnancy regulations in California, describing the provisions made for pregnancy leave, the medical certification needed, the right to reinstatement, the employer’s right to transfer a pregnant employee, and the pregnant employee’s right to transfer. Sets down the policy developed by UCLA concerning pregnancy discrimination. Briefly outlines the evidence a woman would need to show to win a case of discrimination because of pregnancy.

Details

Equal Opportunities International, vol. 18 no. 2/3/4
Type: Research Article
DOI: https://doi.org/10.1108/02610159910785844
ISSN: 0261-0159

Keywords

  • Pregnancy
  • Employee rights
  • USA
  • Discrimination
  • Legal matters

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Article
Publication date: 1 August 1999

Racial Harassment in the workplace

Chien‐Hao Chen and Brian H. Kleiner

Defines racial harassment and the forms in which it generally appears. Looks at the issue from the employer’s perspective, advising liabilities. Continues by putting the…

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Abstract

Defines racial harassment and the forms in which it generally appears. Looks at the issue from the employer’s perspective, advising liabilities. Continues by putting the employee’s point of view. Expels some common myths and lists some useful recent case law.

Details

Equal Opportunities International, vol. 18 no. 5/6
Type: Research Article
DOI: https://doi.org/10.1108/02610159910785989
ISSN: 0261-0159

Keywords

  • Harassment
  • Race
  • Case law
  • USA

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Article
Publication date: 1 February 2005

Compensation management of commissioned sales employees

Christopher J. Shipley and Brian H. Kleiner

The purpose of this article is to recognise the different types of compensation programmes for commissioned sales employees and to establish ways to manage these…

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Abstract

The purpose of this article is to recognise the different types of compensation programmes for commissioned sales employees and to establish ways to manage these programmes in an ever changing business environment. This article will identify companies who use compensation programmes for their commissioned sales employees. This article will also compare and contrast the differences between the company’s different compensation plans. Compensation management is becoming increasingly more difficult for or ganisations to control because sales employees are wanting more and more. Managers need to find out what sales employees want and give it to them in a way that is fair and specific. Being specific in compensation and incentive plans is becoming the new method for managers to follow, while at the same time promoting a team atmosphere among sales employees. Results for compensation management of commissioned sales employees do not point to one best method, but managers are encouraging sales employees to work as a group and not against each other. This would create camaraderie among employees, thus enhancing the work environment and increasing quality and quantity of sales.

Details

Management Research News, vol. 28 no. 2/3
Type: Research Article
DOI: https://doi.org/10.1108/01409170510785048
ISSN: 0140-9174

Keywords

  • Compensation programmes
  • Commissioned sales employees
  • Compensation management

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