- Title Pages
- Foreword
- Contributors
- Chapter 1 Clinical governance and patient safety: An overview
- Section 1 Risk management
- Chapter 2 Risk awareness
- Chapter 3 Risk identification
- Chapter 4 Risk assessment
- Chapter 5 Risk control options
- Chapter 6 Risk assurance
- Chapter 7 Complaints and claims
- Chapter 8 Risk management standards
- Section 2 Clinical effectiveness
- Chapter 9 Evidence-based medicine
- Chapter 10 National Institute for Health and Clinical Excellence (NICE), National Service Frameworks (NSF), and governance
- Chapter 11 Clinical guidelines
- Chapter 12 Clinical audit
- Chapter 13 Research governance
- Chapter 14 New interventional procedures
- Chapter 15 Integrated care pathways
- Section 3 Strategic effectiveness
- Chapter 16 The Trust Board
- Chapter 17 Strategy and strategic planning: Setting the direction at a Trust level
- Chapter 18 Putting the business into the NHS
- Chapter 19 Clinical governance at service level
- Chapter 20 Processes and policies: Directorate level
- Chapter 21 Improving quality and safety
- Chapter 22 Performance management of acute and specialist trusts
- Section 4 Resource effectiveness
- Chapter 23 HR management
- Chapter 24 Improving working lives
- Chapter 25 Revalidation
- Chapter 26 Personnel: Poor clinical performance
- Chapter 27 Facilities organization: The hidden hospital
- Chapter 28 Equipment management
- Section 5 Learning effectiveness
- Chapter 29 Induction: At an organizational level
- Chapter 30 Training and organization
- Chapter 31 Continuing professional development
- Chapter 32 Competence
- Chapter 33 An introduction to the concepts of knowledge management
- Chapter 34 Clinical Information Systems
- Section 6 Patient experience
- Chapter 35 Patient and public involvement (PPI)
- Chapter 36 Patient Advice and Liaison Service
- Chapter 37 Patient and public consultation
- Chapter 38 User feedback/surveys
- Chapter 39 Patient choice
- Chapter 40 Patient information
- Chapter 41 Self-management and the Expert Patient
- Section 7 Communication effectiveness
- Chapter 42 Communicating safety: With the public and the media
- Chapter 43 Relationships and communication with NHS Commissioners
- Chapter 44 Healthcare networks
- Chapter 45 Trust boards structure, responsibilities, and communication
- Chapter 46 Communication with staff
- Chapter 47 Communication between patients and healthcare staff
- Section 8 Fundamental principles
- Chapter 48 Accountability, safety, and professionalism
- Chapter 49 Team working
- Chapter 50 Leadership
- Chapter 51 Safety, systems, complexity, and resilience: What makes organizations safe?
Improving working lives
Improving working lives
- Chapter:
- (p.215) Chapter 24 Improving working lives
- Source:
- An Introduction to Clinical Governance and Patient Safety
- Author(s):
Andrew Rochford
- Publisher:
- Oxford University Press
This chapter describes changes aimed at improving the working lives of doctors. The British Medical Association (BMA) negotiated a ‘New Deal’, which established a contractual limit for doctors-in-training of fifty-six hours worked per week from August 2003. The European Working Time Directive (EWTD) was created by the Council of the European Union in 1993, which defines minimum requirements in relation to working hours, rest periods, annual leave, and working arrangements for night workers. Modernising Medical Careers (MMC) was a major reform of postgraduate medical training, devised to improve the quality of patient care through better education and training for doctors.
Keywords: European Working Time Directive, New Deal, doctors, NHS, Modernising Medical Careers, medical training, patient care, training
Oxford Scholarship Online requires a subscription or purchase to access the full text of books within the service. Public users can however freely search the site and view the abstracts and keywords for each book and chapter.
Please, subscribe or login to access full text content.
If you think you should have access to this title, please contact your librarian.
To troubleshoot, please check our FAQs , and if you can't find the answer there, please contact us .
- Title Pages
- Foreword
- Contributors
- Chapter 1 Clinical governance and patient safety: An overview
- Section 1 Risk management
- Chapter 2 Risk awareness
- Chapter 3 Risk identification
- Chapter 4 Risk assessment
- Chapter 5 Risk control options
- Chapter 6 Risk assurance
- Chapter 7 Complaints and claims
- Chapter 8 Risk management standards
- Section 2 Clinical effectiveness
- Chapter 9 Evidence-based medicine
- Chapter 10 National Institute for Health and Clinical Excellence (NICE), National Service Frameworks (NSF), and governance
- Chapter 11 Clinical guidelines
- Chapter 12 Clinical audit
- Chapter 13 Research governance
- Chapter 14 New interventional procedures
- Chapter 15 Integrated care pathways
- Section 3 Strategic effectiveness
- Chapter 16 The Trust Board
- Chapter 17 Strategy and strategic planning: Setting the direction at a Trust level
- Chapter 18 Putting the business into the NHS
- Chapter 19 Clinical governance at service level
- Chapter 20 Processes and policies: Directorate level
- Chapter 21 Improving quality and safety
- Chapter 22 Performance management of acute and specialist trusts
- Section 4 Resource effectiveness
- Chapter 23 HR management
- Chapter 24 Improving working lives
- Chapter 25 Revalidation
- Chapter 26 Personnel: Poor clinical performance
- Chapter 27 Facilities organization: The hidden hospital
- Chapter 28 Equipment management
- Section 5 Learning effectiveness
- Chapter 29 Induction: At an organizational level
- Chapter 30 Training and organization
- Chapter 31 Continuing professional development
- Chapter 32 Competence
- Chapter 33 An introduction to the concepts of knowledge management
- Chapter 34 Clinical Information Systems
- Section 6 Patient experience
- Chapter 35 Patient and public involvement (PPI)
- Chapter 36 Patient Advice and Liaison Service
- Chapter 37 Patient and public consultation
- Chapter 38 User feedback/surveys
- Chapter 39 Patient choice
- Chapter 40 Patient information
- Chapter 41 Self-management and the Expert Patient
- Section 7 Communication effectiveness
- Chapter 42 Communicating safety: With the public and the media
- Chapter 43 Relationships and communication with NHS Commissioners
- Chapter 44 Healthcare networks
- Chapter 45 Trust boards structure, responsibilities, and communication
- Chapter 46 Communication with staff
- Chapter 47 Communication between patients and healthcare staff
- Section 8 Fundamental principles
- Chapter 48 Accountability, safety, and professionalism
- Chapter 49 Team working
- Chapter 50 Leadership
- Chapter 51 Safety, systems, complexity, and resilience: What makes organizations safe?