درخت حوزه‌های تخصصی

INTRODUCTION: Helicopter Emergency Medical Services (HEMS) provide medical care to critically ill patients and the injured immediately and provide faster treatment, thereby reducing the length of hospitalization. This study aimed to identify the policy implications of HEMS in Isfahan province. METHODS: This qualitative study was conducted using the thematic analysis method. The study population included the managers, personnel, and flight crews of Isfahan HEMS. The participants were selected using the purposive sampling method, followed by the snowball method. Initially, 14 individuals from the HEMS personnel were interviewed using the interview guide form, and then, the opinions of 15 participants from the flight crews were collected through an open questionnaire. Maxqda10 software was used for data coding. FINDINGS: The research findings were classified into challenges, opportunities, and implications. In terms of challenges, 11 themes and 34 categories were identified in this study. HEMS opportunities were also divided into 8 themes and 11 categories. The policy implications provided by the participants were also categorized into 8 themes and 28 categories. CONCLUSION: Considering that one of the most important known challenges was the lack of specialized helicopters and medicopters, according to the results, it is suggested that the managers of Isfahan HEMS take measures to solve the existing challenges and develop plans to strengthen the capacities and utilize the opportunities.

Purpose: Alienation has a great impact on the performance of people. Therefore, the current research was conducted with the aim of identifying the dimensions and components of alienation. Methodology: This study was applied in terms of purpose and qualitative in terms of implementation method. The research community included the experts on the alienation of Isfahan city in 2021, and according to the principle of theoretical saturation, 20 of them (employees of government organizations) were selected as a sample using targeted and snowball sampling methods. The research tools consisted of a demographic information form and semi-structured interviews, which the validity of the interviews was obtained by the verification methodology and the reliability of the collected codes was 0.88 obtained through the two-week retest method. Data were analyzed with open, interactive and selective coding methods in MAXQDA software. Findings: Data analysis showed that alienation had 205 indicators, 29 components and 7 dimensions. The dimensions included extra-organizational alienation (with 5 components of dehumanization at work, cultural and social anomie, effects and values of industrial society, social alienation and cultural beliefs), organizational alienation (with 13 components of weakness in talent management, weakness of organizational socialization, unprofessional and weak managers, Organizational alienation, weak interpersonal communication, tension and conflict in the organization, weak rules and regulations, inefficient monitoring and control system, organizational disorder, organizational culture based on construction, corruption and rentier-seeking, autocratic management style and powerlessness at work), job alienation ( with 4 components of sense of meaninglessness at work, lack of job motivation, ambiguity in roles, duties, job and organizational frustration), individual alienation (with 4 components of inability to work, low self-esteem, psychological disorders and lack of employees ethics), unfavorable behavioral and organizational attitudes (with 1 component), job fatigue (with 1 component) and aversion to work (with 1 component). Conclusion: The identified dimensions and components for alienation can have many practical implications for specialists and organizational planners who can design and implement programs based on the identified dimensions and components to reduce employee alienation.