IntroductionIn order to enable fast treatment response to anaphylactic reactions, adrenaline auto-injectors (AAI) have been developed and manufactured. It has been reported in several studies that administration technique is suboptimal. The primary purpose of this study was to review the nature and extent of the deficiencies in administration technique among patients, parents/caregivers and healthcare professionals.MethodsRelevant publications were identified between 1998 and 2015 using two search methods: a keyword search in Embase, PubMed, British Nursing Index and Cumulative Index to Nursing and Allied Health Literature and a search of reference lists of relevant articles.ResultsTwenty-three studies met the inclusion criteria. Overall, 37% of patients, 32% of parents/caregivers and 21% of healthcare professionals demonstrated correct administration technique. For studies which employed a before-and-after training study design, correct technique was achieved in 77% of patients, 79% of caregivers and 65% of healthcare professionals. The most consistently observed error was the failure to hold the device in place for the recommended time. For patients, factors associated with good technique were being aged over 18 years, trained in AAI administration by an allergist, prescribed an AAI for more than 30 months, having a history of severe anaphylaxis and membership of a support group. For parents/caregivers in addition to those mentioned, being given a training device with which to practice, improved technique.DiscussionThere was wide variation in administration techniques reported. However, studies designed using before-and-after training show that even a brief demonstration and educational intervention can improve technique. Further studies are required to design and pilot acceptable and cost-effective educational materials.

Background: The Support Theory for Organizations asserts that an organization can only experience growth when its employees feel accepted and have access to opportunities for change. The behavior of organizations towards change can either be accepting or resistant. When an organization adopts an innovative support strategy, it encourages positive employee behavior and creativity, in addition to practicing transformational leadership styles. Commitment, the state of being dedicated to work or action, is a fundamental theory for a thriving workplace environment. Objective: This study aimed to determine the relationship between leader perception of innovation acceptance and employee work commitment among healthcare providers in multi-centers in Riyadh, Saudi Arabia. Methods: This was a cross-sectional study conducted in 2019. Data were collected using Perceived Organization Innovativeness Scale and the Employee Engagement Questionnaire to measure leader innovativeness perception and employee work commitment. Convenience sampling was carried out in eight departments, and the data were analyzed using IBM SPSS version 23 for descriptive data analysis and ANOVA. Results: The result was not significant enough to reach a proven level (p <0.05). However, the leaders who participated in the study had a moderate to high perception of innovation, and 51% of the employees had an above-average commitment score. Conclusion: The study concluded that leaders' behavior towards innovation may enhance employees' work productivity. However, a well-structured multicentric project should be conducted to assess this theory further.