[Renal colic: an update]. / Colique néphrétique : nouveautés 2023.

The prevalence of renal colic is 20 % with a high recurrence rate. It remains a frequent reason for consultation in the emergency room. In case of uncertainty about the diagnosis, a decisional aide, the STONE score, can be used. Low-dose CT remains the standard, but studies show a role for ultrasound in the diagnosis to reduce the costs and cumulative effects of radiation. Most simple renal colics are treated with medical expulsive therapy which consists of anti-inflammatory, and an alpha blocker. It is important to identify patients who require urgent urological consultation or follow-up by urologists.

La prévalence de la colique néphrétique s'élève à 20 %, avec un taux de récidives important. Elle reste un motif de consultation fréquent aux urgences. En cas d'incertitude concernant le diagnostic, un outil décisionnel, le score STONE, peut être utilisé. Le CT faible dose reste l'examen de choix, mais les études montrent un rôle de l'ultrasonographie afin de réduire les coûts et les effets cumulatifs des rayons. La plupart des coliques néphrétiques simples sont prises en charge avec une thérapie médicale expulsive qui consiste en des anti-inflammatoires et un alphabloquant. Il est important d'identifier les patients qui nécessitent un avis urologique urgent ou un suivi par les urologues.

Organizational commitment and intrinsic motivation of regular and contractual primary health care providers.

BACKGROUND: Motivated and committed employees deliver better health care, which results in better outcomes and higher patient satisfaction. OBJECTIVE: To assess the Organizational Commitment and Intrinsic Motivation of Primary Health Care Providers (HCPs) in New Delhi, India. MATERIALS AND METHODS: Study was conducted in 2013 on a sample of 333 HCPs who were selected using multistage stage random sampling technique. The sample includes medical officers, auxiliary nurses and midwives, and pharmacists and laboratory technicians/assistants among regular and contractual staff. Data were collected using the pretested structured questionnaire for organization commitment (OC), job satisfiers, and intrinsic job motivation. Analysis was done by using SPSS version 18 and appropriate statistical tests were applied. RESULTS: The mean score for OC for entire regular staff is 1.6 ± 0.39 and contractual staff is 1.3 ± 0.45 which has statistically significant difference (t = 5.57; P = 0.00). In both regular and contractual staff, none of them show high emotional attachment with the organization and does not feel part of the family in the organization. Contractual staff does not feel proud to work in a present organization for rest of their career. Intrinsic motivation is high in both regular and contractual groups but intergroup difference is significant (t = 2.38; P < 0.05). Contractual staff has more dissatisfier than regular, and the difference is significant (P < 0.01). CONCLUSION: Organizational commitment and intrinsic motivation of contractual staff are lesser than the permanent staff. Appropriate changes are required in the predictors of organizational commitment and factors responsible for satisfaction in the organization to keep the contractual human resource motivated and committed to the organization.

A comparative study of job satisfaction among regular and staff on contract in the primary health care system in Delhi, India.

BACKGROUND: Job satisfaction is a pleasant emotional state associated with the appreciation of one's work and contributes immensely to performance in an organization. The purpose of this study was to assess the comparative job satisfaction among regular and staff on contract in Government Primary Urban Health Centers in Delhi, India. MATERIALS AND METHODS: The study was conducted in 2013, on a sample of 333 health care providers who were selected using a multistage random sampling technique. The sample included medical officers (MOs), auxiliary nurses and midwives (ANMs), pharmacists and laboratory technicians (LTs)/laboratory assistants (LAs) among regular and staff on contract. Analysis was done using SPSS version 18, and appropriate statistical tests were applied. RESULTS: The job satisfaction for all the regular staff that is, MOs, ANMs, pharmacists, LAs, and LTs were relatively higher (3.3 ± 0.44) than the contract staff (2.7 ± 0.45) with 't'value 10.54 (P < 0.01). The mean score for regular and contract MOs was 3.2 ± 0.46 and 2.7 ± 0.56, respectively, and the same trends were found between regular and ANMs on the contract which was 3.4 ± 0.30 and 2.7 ± 0.38, regular and pharmacists on the contract was 3.3 ± 0.50 and 2.8 ± 0.41, respectively. The differences between groups were significant with a P < 0.01. CONCLUSION: Overall job satisfaction level was relatively low in both regular and contract staff. The factors contributing to satisfaction level were privileges, interpersonal relations, working-environment, patient relationship, the organization's facilities, career development, and the scarcity of human resources (HRs). Therefore, specific recommendations are suggested to policy makers to take cognizance of the scarcity of HRs and the on-going experimentation with different models under primary health care system.

Reinventing the general practitioner menopause clinic--personal experiences.

Menopause is accompanied by a plethora of symptoms. The 10 minute general practitioner consultation is ineffective in addressing all these symptoms. My experience of offering a 1 hour assessment and management has very positive and encouraging results. Should this be made available in general practice and will it prove more cost effective in the long run and also lead to greater patient satisfaction?