The high demand for quality healthcare services in Portugal is generating concerns about meeting the optimum number of healthcare professionals in the private sector, such as doctors and clinicians. Critical interventions are currently in progress, aiming to provide quality healthcare that will be accessible and sustainable through actionable retention strategies such as investing and developing human capital, introducing better conditions of service to attract and retain talent in the private healthcare sector, and prioritizing the needs of patients. The objective of this study is to understand which factors promote the migration of physicians from the public to the private sector according to the theoretical assumptions of incentives. In this context, a phenomenological study was carried out, using semi-structured interviews with fifteen physicians working in the private health network. Content analysis was done using NVivo 12. The results indicate that performance evaluation in the private sector exists but has no alignment with incentives. The condition makes the private healthcare sector unattractive, however, other policies of remuneration remain promising. Current proposals that could revive the image of the sector include collective decision-making and strong labour relations advocacy for physicians in the private sector.

Organisational culture stands as a fundamental prerequisite for the efficacious operation of any given organisation. The primary aim of this study is to discern potential alterations within the dimensions of organisational culture across the pre-COVID-19, contemporary, and favoured paradigms within the realm of public administration. The data set was obtained from a cohort of 1189 officials in the Czech Republic. The Organisational Culture Assessment Instrument (OCAI) was deployed for the purposes of conducting an online survey. The dominance of the clan archetype across all examined time frames has been corroborated. In addition, a statistically significant manifestation of these dimensions has been determined. In relation to pertinent variables, specifically gender, age, tenure, manager gender, and the dimensions typifying organisational culture, no statistically significant correlations have emerged. Respondents have not reported a sense of work-life imbalance in the aftermath of the pandemic. In summary, it is deduced that the pandemic has not exerted a drastic influence on the metamorphosis of organisational culture within the ambit of public administration. This study provides invaluable information on the repercussions of the pandemic within a sphere that, as an intangible constituent, often goes under-recognised. Mastery of the positioning of dimensions across diverse archetypes is of paramount significance for managers, as it can provide guidance in the cultivation of an apt organisational culture.

Fe3+-doped nano-TiO2 powders were prepared by sol-gel method. The photocatalytic activity of Fe3+-doped TiO2 nanoparticles was studied by using UV lamp as light source and methylene blue as degradation target. The photocatalytic activity of Fe3+-doped TiO2 was studied by degradation of 4L methylene blue solution with initial concentration of 10mg · L - 1. The results show that the photocatalytic activity of TiO2 can be improved by the addition of Fe3+. When the molar ratio of Fe3+ is 0.5-1%, the calcination temperature is 500 ℃. The photocatalytic degradation of methylene blue is the best.

Objective: to determine the diagnostic performance of magnetic resonance hysterosalpingography (HSG-MRI), using laparoscopy as the reference method. Materials and methods: 22 patients were included. All underwent HSG-MRI with a 1.5 Tesla resonator and then laparoscopy with chromotubation. Two radiologists examined the MRIs, determining tubal patency by consensus. Descriptive and diagnostic performance analyses were performed. Results: HSG-MRI had a success rate of 91%. Study duration was 49 ± 15 minutes, volume injected 26 ± 16 cm³ and pain scale 30 ± 19 out of 100. Sensitivity and specificity of HSG-MRI were 100% for global and left Cotte test, and 25% and 93.3% for right Cotte test, respectively. There were 2 minor complications and no major complications. Discussion: our initial results demonstrated high sensitivity and specificity. Although other studies analyzed the ability of HSG-MRI to assess tubal patency with good results, the use of a flawed reference standard left room for reasonable doubt, preventing a recommendation based on solid evidence. However, when comparing our results with those published, we observed a high degree of concordance insofar as the positive effusion is correctly diagnosed with a specificity of 100% or with a percentage close to this figure.

The purpose of this study was to investigate the published literature on human resource management and school performance from January 2012 to December 2022. Numerous literature evaluations have been conducted on human resource management and organizational performance, but school or teacher performance has received less attention than organizational performance. The PICOC (population, intervention, comparison, outcome, and context) technique is integrated into each stage of the PSALSAR framework to assure the study’s objective and comparability. This in-depth research is conducted in three stages: identifying pertinent keywords, screening pertinent papers, and selecting pertinent publications for review utilizing the PRISMA (Preferred Reporting Items for Systematic Reviews and Mata Analysis) technique. This made a final database with 44 publications that met the study’s requirements for inclusion. This study reveals that HRM practices and school performance are correlated. The results of the research identify the eight most essential HRM practices for improving school performance, which included planning, organizing, recruitment and selection, training and development, performance management, employee relations and involvement, reward and compensation, health, safety, and work-life balance. Leadership style, motivation, satisfaction, productivity and task performance, competency, culture and climate, empowerment, and commitment were among the performance-influencing elements.