Recognizing Abuse and Self Harm in Service Users

Recognizing Abuse and Self Harm in Service Users Abuse is a violation of an individuals human and civil rights by any other person or persons, consisting in single or repeated acts, may occur in any relationship and any context, some instances of abuse will constitute a criminal offence. A definition of abuse in vulnerable adults was given in 1997 Consultation Paper â€Å"Who Decide† by the Lord Chancellors Department, who said that any person who is or may by in need of community care service by reason of mental or other disability, age or illness, who is or may be unable to take care or protect of him/herself against significant harm or exploitation. Types of abuse include: physical or sexual; emotional/psychological, including that related to age, race, gender, sexuality, culture or religion; financial; institutional; self neglect; neglect by others. The vulnerable adults could be abused by a wide range of people, including multidisciplinary team in health care setting, family, friends, strangers, one in four vulnerable elders are at risk of abuse and only a small proportion of this is currently detected. The NHS and Community Care Act 1990, have eligibile criteria for those who suffer or cause harm or exploitation. The role and responsibility of every member from multidisciplinary team is to collaborate effective in identifying, investigating and responding to allegation of abuse. This must start from staff as a operational level, line manager, corporate authority, chief executives and to the local authority members. In the case of Stafford Hospital scandal, were found many forms of abuse against people. There was a complete failure of management what led to a totally unacceptable failure to treat emergency patients safely and with dignity. The low staffing levels, inadequate nursing, lack of equipment, lack of leadership, poor training and ineffective systems for identifying when things went wrong. Some other problems was that the patients arriving at AE department were checked by unqualified receptionist, nurses have no trained to use vital equipment in emergency assessment unit, not enough staff to provide health assistance, not supervision for quality of care, unacceptable waiting time in AE without assistance and no experienced surgeon for the night shift, patients left crying for help, not food and drinks being left out of reach. Cite by BBC it said that â€Å"there were between 400 and 1,200 more deaths than would have been expected between 2005 and 2008, although it is impossible to say all of these patients would have survived if they had received better treatment†. A case of people who wanting answers include a 79 years old person whom wife 73 years old, died five weeks after she were admitted at Stafford hospital in February 2009. She was suffering from dementia and was taken ill with dehydration and an infection and had to be taken to the hospitals AE department. At first checking the medical staff didnt find anything wrong with her and sent her home, but she came back few days later. The husband complaint was because during her five weeks in hospital the only treatment received was a disgrace, she was left wet, not washed, ignored by the staff members and he decided, unfortunately too late, to move her in to the care home setting. A similarity of abusing vulnerable adults is the case of Whipps Cross University Hospital in east London hospital, where three healthcare assistants who abused elderly patients have been sentenced. Whipps Cross Univeristy Hospital provides a full range of general inpatient, outpatient and day case services, elderly patients suffering from dementia and recovering from operations, strokes and falls, as well as maternity services and a 24-hour Emergency Department and Urgent Care Centre. The hospital has a strong reputation as a centre of excellence for various specialist services, including urology, ENT, audiology, cardiology, colorectal surgery, cancer care and acute stroke care.The abuse happened in spring of last year on the Beech Ward at Whipps Cross Hospital in east London,and came out when one of student nurse LB, blew the whistle after completing a placement on the hospital’s Beech Ward. At NHS control were uncovered a large range of failings at a London hospital includin g dirty equipment, poor hygiene standards, staff not assisting patients with eating or drinking, not feeding tube were done, not given medication at request and a high mortality rate. Some of the wards had to share equipment which come in conflict with infection control, and this led to sores pressures developed in five patients after admission. The three healthcare assistants worked on Beech Ward at Whipps Cross employed to carry out basic feeding and washing duties, have been suspended by the hospital and barred from working anywhere in the NHS while an urgent investigation is conducted by police and hospital bosses. They had physically and verbally abuse patients, telling them to shut up, handling them in a non professional manner, grabbing sore or painful areas of patients, pushing them and forcing to sit in chairs, make the patients believed that it was due to their conditions. The care professionals damaged patient trust and not followed the quality of care for the elderly and vulnerable at Whipps Cross. Outline the vulnerability of these patients, follow the codes of practice, the duty of every member of staff to report such behavior, whistle blowing policy is made clear to all staff on day one of their employment with the Trust, with ongoing statutory and mandatory training to those that providing care professionally. In order to protect our clients of harm and abuse we had to review the risks factors by monitoring and evaluating how policies, procedures and practices are working in the workshop and receiving feedback. Work with person- centred care value, promoting empowerment, prevention and managing risk but keep a balance between managing risk and enabling independence, choice and control. Recognize and explain the new signs of abuse or potential abuse in vulnerable adults must be the basis of developing outcome measures which can be used by service users and service providers in monitor and evaluate service provision regarding safety and protection generally speaking. References C. Cooper, A. Selwwod G. Livingson, Oxford Journal, Age Ageing, (2008), The prevalence of elder abuse and neglect: a systematic review, Vol.37, Issue 2, Pp.151-160 E. Salend, R.A. Kane, M. Satz J. Pynoos, Oxford Journal, The Gerontologist, Elder Abuse Reporting: Limitations of Statutes1, Vol24, Issue 1, Pp61-69 Links: http://news.bbc.co.uk/1/hi/programmes/politics_show/8022608.stm, checked 09.03.2014 http://news.bbc.co.uk/1/hi/health/8531441.stm, checked 09.03.2014 http://www.bbc.co.uk/news/health-11696735, checked 09.03.2014 http://www.bartshealth.nhs.uk/our-hospitals/whipps-cross-university-hospital/, checked 08.03.2014 http://www.guardian series.co.uk/news/10461128.Whipps_Cross_nurse_left_dementia_patients__screaming_in_pain_/ ,checked 08.03.2014 http://www.bbc.co.uk/news/uk-england-23808971, checked 08.03.2014 https://www.gov.uk/government/uploads/system/uploads/attachment_data/file/194272/No_secrets__guidance_on_developing_and_implementing_multi-agency_policies_and_procedures_to_protect_vulnerable_adults_from_abuse.pdf ,checked 08.09.2014

Employment-at-Will Doctrine Essay

Jennifer is a recent college graduate who has been hired by an accounting firm. In the short time she has been employed with the firm she has discovered a number of behaviors she feels could be inappropriate regarding the employment-at-will doctrine as well as some liabilities with the employer. She has brought this up only because she feels obligated to report the behaviors’ in which she has witnessed and wants to ensure she won’t be held liable for not informing the management team (LEG 500 – Law, Ethics, and Corporate Governance, 2012). Jennifer identified four categories of questionable behavior which are 1) skills, competence and abilities, 2) management, behavior, and performance, 3) labor laws, and 4) policies and procedures. The each of the four categories mentioned above will be discussed in how they apply to the Employment-At-Will Doctrine as well as the liability of the employer. Skills, Competence, and Abilities In the first scenario, the employee isn’t able to learn the necessary computer applications for the job in which she was hired even after a few months of training and support. When the supervisor tries to find out what the problem is, the employee consistently tells her boss that she is â€Å"a good worker and a genius† and she goes on to say that â€Å"he does not â€Å"appreciate her† (LEG 500 – Law, Ethics, and Corporate Governance, 2012). A legal and binding doctrine known as the Employment-At-Will Doctrine gives the company grounds to terminate this employee. The Employment-At-Will Doctrine allows companies a broad spectrum to terminate employees â€Å"for a good reason, bad reason, or no reason at all† (Halbert, T. , & Ingulli, E. , p46, 2012). The same doctrine provides the employee the freedom to leave the job without notice, for any reason, good or bad. The employee doesn’t have to have a reason at all to leave the position in which they were hired for, they can just leave under the same doctrine. We could even change the scenario slightly in stating this particular employee could actually be doing a good job or maybe the employee could argue they were doing no better or worse than other people who had the same job responsibilities therefore resulting in a reasonable person coming to the conclusion the supervisor or management was picking on that particular employee but even considering those sight changes to the scenario, the company would still be in their rights to terminate the employee under the Employment-At-Will Doctrine (Zins, 2012). The issue at hand here is the employee in question is not performing in the way the company had hoped and there has been sufficient time provided in the employer’s mind for the individual to learn and become proficient in the necessary tasks. Management, Behavior and Performance In this particular situation the employee occasionally burst into a rage when criticized or questioned concerning the behavior of frequent tardiness. When her boss and other staff members identify this behavior and verify it’s a regular occurrence they attempt to address the issue and remind her of the company’s late policy. The employee’s response is that she â€Å"knows her rights and what to do† if she is wrongfully discharged. She also goes on to say she â€Å"took a business law class in undergrad school and it taught her everything she needed to know about exceptions to the employment-at-will doctrine and wrongful discharge in violation of public policy† (LEG 500 – Law, Ethics, and Corporate Governance, 2012). In this scenario it almost seems like the employee was trying to belittle her supervisors or threaten them to not pursue the tardiness issue. It’s believed by this author, she was trying to draw attention away from the inappropriate behavior of being late which is what preempted the discussion in the first place. As identified in first scenario, the Employment-At-Will Doctrine gives the company the ability to terminate the employee for any reason. The company would be able to ensure a quick processing of this particular termination if they could show that all the times this particular employee was late, was documented in writing. This should always be done in any given case of tardiness or un-authorized absence. The Employment-At-Will Doctrine means that an employer can terminate an employee at any time for any reason, except when the reason was illegal or for no reason without incurring legal liability (At-will employment – overview, 2013). Under the doctrine, the employer can change the terms of the employee’s employment with no notice and the company would still have the right to terminate the employee. An example, although it may seem unfair would be if the employee was hired at a certain amount and the employer wanted to reduce that amount, the employer could legally do so without violating any law or rights of the employee. Once the employer reduced the pay, they could still terminate the employee and not be in risk of breaking any laws or violating anyone rights (At-will employment – overview, 2013). Labor and Laws In this scenario the employee takes an un-authorized day off from work to observe her religious holiday. This holiday falls on a day that is during â€Å"tax season† and the day off occurred during an incredibly busy period for the company. Prior to this time frame the company announced to all of its employees they were not allowed to take off during this time-frame unless they had prior management approval. Also, there is no labor union for accountants so the union helping the employee in this matter would not have done any good. Another issue with this employee is she talks to her co-workers during lunch breaks and sometimes during regular work hours, encouraging them to organize and form a union to â€Å"protect themselves† (LEG 500 – Law, Ethics, and Corporate Governance, 2012). The company has to be careful in this situation because an employee does have the right to observe religious holidays. The behavioral issue here is the blatant disregard for the company and fellow colleagues. The management team announced that any time off during this period would require prior approval from the management and due to the fact the employee used the religious holiday as her excuse to justify her actions, the actions went against management direction so at a minimum the employee should be reprimanded and written-up. More than likely if she had used the direction recommended by the company if they needed time off during this time, the management team would have more than likely approved her request and then all would have been fine but it appeared the employee intentionally disobeyed the policy and used her religion as a justifiable excuse. As far as the discussion she’s making with other employee’s concerning the union implementation as long as she’s having these iscussions during non-paid breaks, during non-paid lunch or after working hours she is not in violation of any policies, laws or regulations. In fact, in 1935 workers were guaranteed the right to organize and form unions and they could not be terminated as punishment for doing so but at the same time workers should respect the employer enough to not have these discussions during the times when work is needing to be done (Halbert, T. , & Ingulli, E. , p49, 2012). New state labor legislation was enacted in 2012 that reports the most active areas of state legislation. Those areas reported came from child labor, equal employment opportunity, human trafficking, immigration legislation, independent contractors, wages paid, time off, unfair labor practices, and worker privacy. The factual information involving the areas mentioned above along with 20 additional areas was the result of the new enactment and there are additional guidelines that businesses can turn to regarding some of those areas (Fitzpatrick J. Jr. , & Perine, J. L. , 2013). Policies and Procedures This last scenario involved a consensual relationship between an employee and a supervisor where the employee’s supervisor consistently asks the employee out on dates; and initially the employee refuses but later accepts the offer after talking to a girlfriend about the situation whereas the employee is encouraged by the friend to accept the offers. The employee identifies that during her â€Å"New Employee Orientation†, the facilitator informed the entire group of new employees, of the company policy which prohibited employees from dating supervisors. The employee also remembers being given an employee handbook with the written policies which also forbid such behavior but never-the-less, the employee and her supervisor still continued with their consensual relationship (LEG 500 – Law, Ethics, and Corporate Governance, 2012). In this type of behavior the company has every right to terminate both the employee and the supervisor which is exactly what should be done. The Employment-At-Will Doctrine gives the company the authority to do so and if a large number of company personnel are aware of the relationship it will look bad on the company if they don’t handle the situation in that way. It could lead employees into believing that company supervisors are above the law and are not required to answer to the same policies that other employees are required to adhere to. The appropriate measures were given to prevent this type of behavior from happening; the employees were given the policy during the New Employee Orientation as well as each employee was also given a copy of the policy by receiving an employee handbook. If the supervisor had conducted the behavior intentionally to get the employee terminated then the employee would have a legitimate argument to appeal if the supervisor wasn’t terminated as well. This would be one of the exceptions to the Employment-At-Will Doctrine. The behavior on the part of the employee and the supervisor in this case was unacceptable and the appropriate action the company would need to take would be to terminate both employees’ (At-will employment – overview, 2013). Conclusion Employment-at-will basically means that an employer can terminate an employee at any time for any reason and doesn’t have to justify their actions unless the action were illegal or the reason feel under one of the common law exceptions. There are three common law exceptions which are public policy, implied contract and covenant of good faith. Public policy is the most widely recognized common law exception, and it protects employees against adverse employment actions that violate a public interest. Examples of some of these might be 1) to refuse to commit perjury in a trial, 2) reporting an employer’s fraudulent accounting practices and 3) joining the National Guard or performing jury duty (At-will employment – overview, 2013). An implied contract may be legitimate just from a supervisor making an oral statement or an employer representative. An employer representative can be anyone who is known to be knowledgeable about the company and its employment history. An example could be if someone stated, â€Å"We need good people around here, you’ve got a job for life! † or â€Å"We don’t dismiss employees without giving them a chance to correct their behavior†. These are some examples where an exception to the Employment-At-Will Doctrine might apply (At-will employment – overview, 2013). An implied covenant of good faith has varied from requiring just cause for termination to prohibiting terminations that are made in bad faith or motivated with intent to cause harm. An example of bad faith terminations might include an employer firing an older employee so the company wouldn’t have pay that employee retirement benefits or terminating a salesman just before they would be eligible for a large commission (At-will employment – overview, 2013).

The Idiots Handbook to Writing Dissertation Service Explained

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Children s Cognitive Development At 9 Months Old Essay

Does Reading to Infants Benefit their Cognitive Development at 9-months-old? An Investigation Using a Large Birth Cohort Survey, authored by Aisling Murray and Suzanne M. Egan, evaluates the extent to which reading affects a child’s cognitive development. The article referred to a study used to assess how often the child was read to, and the affects it had both long-term and short-term. Overall, the authors agreed that reading to children affects their cognitive development in many different aspects before this study took place. Murray and Egan also observed whether talking to the child frequently and showing the child pictures affected cognitive development. The study this article uses as the basis for research is the Growing Up in Ireland (GUI) study. According to the article, â€Å"This research involved a nationally representative sample of 9-month-old infants and their parents who responded to a battery of measures used to investigate the factors that might influence development during childhood† (Murray Egan, 2014). The study used a random sample of 11,134 infants that were 10 months old at the time of the interview (Murray Egan, 2014). Statistics of the sample show that the study was parallel with the demographic percentages of the population, such as the percentage of non-married mothers, gender, and where the parents were born. The study was conducted for an infant with both available parents, but one-parent homes were still interviewed, so the actual sample sizeShow MoreRelatedThe Sids And Its Effects On The Infant Of An Infant Who Is Younger Than 1 Year Old756 Words   |  4 Pagesan infant who is younger than 1 year old. It s a frightening prospect because it can strike without warning, usually in seemingly healthy babies. 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