UMB Digital Archive

Scholarship & History

The UMB Digital Archive is a service of the Health Sciences and Human Services Library (HSHSL) that collects, preserves, and distributes the academic works of the University of Maryland, Baltimore. It is a place that digitally captures the historical record of the campus.

Communities in the UMB Digital Archive

Select a community to browse its collections.

Academic Affairs

Campus Events

Campus Historical Collections

Community & Global Engagement

Health Sciences and Human Services Library

Interprofessional Research and Education

School of Dentistry

School of Graduate Studies

School of Medicine

School of Nursing

School of Pharmacy

School of Social Work

UMB Arts and Culture

UMB Offices, Centers, & Programs

UMB Senates

UMB Strategic Plans

Recent Submissions

Open Access
Maryland Poison Center Annual Report 2024
(University of Maryland, Baltimore. Maryland Poison Center, 2024)
Open Access
PROGRESS WITH A CAVEAT: THE COMPLEX REALITIES FOR WOMEN IN THE WORKPLACE
(Society for Human Resource Management (SHRM), 2025-11-06)
To remain competitive and drive innovation, organizations must harness the full potential of their workforce. Women, who represented 47.2% of the employed population in February 2025, play a critical and transformative role in today’s labor market.1 Over the past century, women have been instrumental in driving significant changes in the workplace. Their participation has grown from a modest 28.1% in 1948 to a consistent range of between 46% and 47.5% since 2000, marking a profound evolution that has reshaped industries and economies.2 Today, they are indispensable contributors, bringing innovation, productivity, and fresh perspectives to every corner of the economy. To better understand women’s workplace experiences and what they mean for long-term talent optimization, SHRM surveyed 1,012 working women and 1,036 working men across the U.S. This research outlines seven key realities for women in the workplace today. While many findings reveal common challenges across genders, others highlight persistent gaps in areas such as recognition, emotional labor, and perceptions of progress. These differences, though sometimes subtle, point to unique hurdles that can affect women’s satisfaction, advancement, and long-term engagement. By examining how gender intersects with generation and race, the report offers nuanced insights to help organizations better support women as a vital part of their talent strategy. In today’s competitive labor market, understanding both the shared and distinctive experiences of women is essential. Optimizing talent means more than just closing gender gaps — it requires building workplaces where all employees can thrive, contribute fully, and pursue meaningful careers over time.
Embargo
Mergers & Acquisitions: How to Support Newly Acquired Healthcare Staff
(Vital Worklife, 2025-12-02)
Hospitals and health systems have faced historic financial challenges over the past several years. As a result, mergers and acquisitions (M&A) continue to play a strong role across the healthcare industry. In 2024, 72 hospitals announced M&A deals and 34 more have been finalized so far in 2025. What makes today's M&A environment particularly notable is the number of distressed transactions and divestitures. According to a report from Kaufman Hall, approximately 31% of mergers and acquisitions in 2024 involved a financially distressed party, while roughly 63% were divestitures — both record-setting figures. Rather than the transformative megamergers that once defined healthcare consolidation, today's deals are smaller, more targeted, and often driven by survival rather than growth strategy. If you lead an organization that’s pursuing M&A activity, chances are you're extending a lifeline to a struggling health system — while also strengthening existing service lines or expanding your geographic footprint. These types of targeted acquisitions can bring obvious advantages to your organization, like reducing costs and improving access to care. But to realize any of those benefits, you’ll first need to successfully manage newly acquired staff through the transition.
Open Access
Work/Life Services from an Employee Assistance Program: Descriptive Profile of 59,137 Cases at AllOne Health 2020–2024 for Legal, Financial, Convenience, Childcare, Eldercare, Medical Advocacy and Wellness
(Brooklyn Research and Publishing Institute, 2025-10-29) Attridge, Mark; McDaniel, Jason C.
The paper provides an empirical profile of the utilization characteristics of 59,137 users of Work/Life services over a 5-year period. Employee assistance program (EAP) provider AllOne Health made available for study the archival data for users of consultation, resource, and referral services for employee work/life issues. The sample had 4,981 employers across 8 industries in the United States. Employer size varied from under 250 workers to over 2.8 million (median 3,075). User age averaged 43 years (range 20-70+). Results identified legal issues as the most common service used (51%) followed by financial issues (23%), personal life assistance (21%; split into convenience support 14%, childcare 4% and eldercare 3%), medical advocacy assistance (4%) and wellness coaching (2%). Only 9 of 35 exploratory tests found differences between levels of use of services with five context factors. Age had 5 results: Younger age clients used more financial, childcare and convenience services while older age clients used more legal and eldercare services. Year/pandemic period and employer factors had few differences. Limitations and implications for research are discussed. This is the largest study ever done to examine users of Work/Life services from EAPs.
Open Access
Organizational Consulting and Formal Management Referral Counseling Services from an Employee Assistance Program: Descriptive Profile of Over 15,000 Clients During 2020-2024 at AllOne Health
(2025-12-02) Attridge, Mark; McDaniel, Jason C.
This paper provides an empirical profile of the characteristics of 10,641 users of organizational services and also 5,251 users of formal management referral counseling from a single national employee assistance program (EAP) business in the United States. AllOne Health provided an archival data set from the normal course of business over a 5-year period. The total sample featured over 2,000 different employers who varied in size from under 250 to over 340,000 workers (median about 1,200). Eight major industry types were represented, but the majority of clients were working in the government, manufacturing, healthcare and education sectors. Among the organizational consulting group, about half of all users involved workplace-focused issues (48%; with 14% for training requests, 8% for benefits questions; 10% for organizational development issues; 12% to prepare for a workplace crisis; or 4% respond after a crisis incident) and the other half of users of organizational consulting were to get support for worker-focused issues that managers needed guidance on concerning individual employees (52%; 18% employee work-related; 14% employee substance misuse; 10% employee mental health; or 9% employee personal issues). Among the formal management referral counseling group, only 2% of users were for workplace-focused issues and 98% were to support worker-focused issues for individual employees (53% substance misuse; 26% work- related; 17% mental health; 2% personal issues). The results for correlates of use rates of each service type had mostly non-findings for client age, year, during or after the pandemic period and employer size. Employer industry did have some use differences. Employees with substance abuse issues had a unique profile – both for the organizational consulting and the formal management referral services – of being mostly younger age males who worked for larger size companies in the transportation and manufacturing industries and who used shorter episodes of counseling. Contributions and limitations of the study are discussed. This is the largest study ever done in this field to examine the users of both the organizational services and formal management referrals from EAPs.