[An empirical analysis of the effects of nudge-based measures on job seekers' participatory behavior in the Care Worker Initial Training].

Objectives　The study aim was to explore effective measures to promote job seekers' participation in the Care Worker Initial Training course provided by Hello Work.Methods　In this study, we adopted the nudge approach as a method to promote behavioral changes based on a knowledge of behavioral economics. Additionally, we tested the effectiveness of nudge-based measures compared to that of conventional measures. The survey was conducted through two rounds of Web distribution. In the first Web distribution, we consistently implemented the following, in order: 1) recruited individuals who agreed to participate in the study, 2) distributed the first Web questionnaire regarding basic attributes and eligibility criteria in terms of the target individuals, and 3) distributed course guidance. Individuals who responded to the first Web questionnaire (n=50,000) were randomly assigned to eight groups. The intervention groups were presented with course guidance based on loss-aversion nudge, empathy nudge, long-term gain nudge, and their combinations. The control group was presented with traditional course guidance used by the Ministry of Health, Labour and Welfare over the Web. Two weeks after the intervention, we identified 2,404 individuals who met the eligibility criteria and assessed their behavioral changes (pre-contemplation, contemplation/preparation, information-gathering, action); we received responses from 1,995 individuals. Binomial logistic regression analyses were performed using nudge-based interventions and behavioral change stages as dependent and independent variables, respectively. Sex, age, education level, marital status, interest in caregiving before the intervention, and behavioral change stages before the intervention were included as moderator variables.Results　A total of 1,995 individuals were included in the analysis. Among the 1,756 participants in the intervention groups, 321 (18.3%) took on contemplation/preparation behavior, 102 (5.8%) took on information-gathering behavior, and 50 (2.8%) took action by participating in the course. Among the 239 individuals in the control group, 38 (15.9%) took on contemplation/preparation behavior, 31 (13.0%) took on information-gathering behavior, and 2 (0.8%) took action by participating in the course. Binomial logistic regression analyses showed that while traditional measures were effective in promoting information-gathering behavior toward participation, nudge-based measures combining loss-aversion nudge, long-term gain nudge, and empathy nudge were effective in motivating individuals to participate in the course (odds ratio: 5.39, 95%CI: 1.18-24.74, P=0.03).Conclusion　The introduction of measures combining multiple types of nudges is necessary to promote participation in the Care Worker Initial Training course, rather than traditional measures or a nudge in isolation.

Prevention paradox between stroke and multiple potential risk factors using data from a population-based cohort study.

Previous studies have found the prevention paradox in the association between stroke events and a single specific risk factor, indicating that a population-based strategy may be more effective than a high-risk-based strategy for prevention. We tested the hypothesis that the prevention paradox does not apply when focusing on multiple potential risk factors simultaneously. The study cohort included 9051 individuals from Japan aged 40-89 years. The time-dependent Cox proportional-hazards models were used to identify the primary risk factor associated with stroke onset. We classified participants based on risk factors in two distinct ways: 1) classifying the high-risk group participants according to a single specific risk factor that had a large association with stroke in both sexes and all ages and 2) classifying the high-risk group participants according to 1-3 risk factor(s) including hypertension, hyperglycemia, and/or dyslipidemia. Then, we compared the proportions of the total number of participants who developed stroke in both groups to assess the prevention paradox. We found that hypertension was a primary risk factor for stroke incidence, regardless of sex and age. The percentage of patients with a single specific risk of and developed stroke was 46%-63%, while the percentage of patients with 1-3 risk factor(s) was 71-83%. This finding leads to the conclusion that the prevention paradox does not hold when multiple stroke risk factors were associated, suggesting that a high-risk-based strategy that focuses on patients with multiple risk factors may be more effective in preventing strokes.

Does Scale of Public Hospitals Affect Bargaining Power? Evidence From Japan.

BACKGROUND: Many of public hospitals in Japan have had a deficit for a long time. Japanese local governments have been encouraging public hospitals to use group purchasing of drugs to benefit from the economies of scale, and increase their bargaining power for obtaining discounts in drug purchasing, thus improving their financial situation. In this study, we empirically investigate whether or not the scale of public hospitals actually affects their bargaining power. METHODS: Using micro-level panel data on public hospitals, we examine the effect of the scale of public hospitals (in terms of the number of occupancy beds) on drug purchasing efficiency (DPE) (the average discount rate in purchasing drugs) as a proxy variable of the bargaining power. Additionally, we evaluate the effect of the presence or absence of management responsibility in public hospital for economic efficiency as the proxy variable of an economic incentive and its interaction with the hospital scales on the bargaining power. In the estimations, we use the fixed effects model to control the heterogeneity of each hospital in order to estimate reliable parameters. RESULTS: The scale of public hospitals does not positively correlate with bargaining power, whereas the management responsibility for economic efficiency does. Additionally, scale does not interact with management responsibility. CONCLUSION: Giving management responsibility for economic efficiency to public hospitals is a more reliable way of gaining bargaining power in drug purchasing, rather than promoting the increase in scale of these public hospitals.