Ch. 17 Staffing Needs and Scheduling Policies

अब Quizwiz के साथ अपने होमवर्क और परीक्षाओं को एस करें!

common scheduling options in health-care organizations

-10- or 12-hr shifts -premium pay for weekend work -part-time staffing pool for weekend shifts and holidays -job sharing -cyclical staffing -allowing nurses to exchange work hours amongst themselves -use of supplemental staffing from outside registries and float pools -shift bidding

patient classification systems (PCSs)

-aka workload management or patient acuity tools -groups patients according to specific characteristics that measure acuity of illness to determine both the number and mix of staff needed -hours of nursing care assigned for each patient classification -unique to specific institution -ongoing review critical

limitations of decentralized staffing

-can result in more special pleading and arbitrary treatment of employees -may not be cost-effective for organization because staffing needs are not viewed holistically -more time consuming for unit manager

Why is scheduling so difficult in nursing?

-does not fit traditional business cycle -erratic and unpredictable health-care demand -high-level expertise is required 24/7 -stress of job requires balanced work-recreation schedule -staffing mix varies with acuity

decentralized staffing

-each department is responsible for its own staffing -unit manager responsible for covering all scheduled staff absences, reducing staff during periods of decreased patient census, adding staff during periods of high patient census, preparing monthly unit schedules, and preparing holiday/vacation schedules

mandatory overtime

-employees forced to work additional shifts, often under the threat of patient abandonment -negative impact on staff perceptions of a lack of control, mood, motivation, and productivity

workload measurement system

-evaluates work performance as well as necessary resource levels -examines specific number of care hours needed to meet a given a population's care needs -capture census data, care hours, patient acuity, and patient activities

limitations of centralized staffing

-less flexibility for the worker and may not account for a specific worker's desires or special needs -managers may be less responsive to personnel budget control in scheduling and staffing matters

strengths of decentralized staffing

-managers retain greater control over unit staffing -staff able to take requests directly to manager -provides greater autonomy and flexibility for individual staff member

minimum staffing criteria

-must meet state and federal labor laws and organizational policies -staff must not be demoralized or excessively fatigued by frequent or extended overtime requests -patient care must not be jeopardized

self-scheduling

-nurses in a unit work together to construct their own schedules -typically given 4- to 6-wk schedule worksheets to fill out in advance

nursing care hours per patient day (NCH/PPD)

-nursing hours worked in 24 hrs / patient census -unit of measurement for productivity -may show incomplete or inaccurate picture of nursing needs

float pools

-per diem staff have flexibility to choose if and when they want to work -receive higher rate of pay with no benefits -increased risk to patient safety -cross-train on multiple units -must be to perform core competencies of the unit to meet legal/moral obligations

strengths of centralized staffing

-provides organization-wide view of staffing needs, which encourages optimal utilization of staffing resources -staffing policies tend to be employed more consistently and impartially -more cost-effective -frees middle-level manager to complete other management functions

benefits of centralized staffing

-provides organization-wide view of staffing needs, which encourages optimal utilization of staffing resources -staffing policies tend to be employed more consistently and impartially -more cost-effective than decentralized staffing -frees the middle-level manager to complete other management functions

staffing policies should address..

-sick leave -vacations -holidays -call offs for low census -on-call pay -tardiness and absenteeism -shift work

centralized staffing

-staffing decisions are made by personnel in a central office or staffing center -manager's role limited to making minor adjustments and providing input

agency nurses

-travel nurses -usually directly employed by external nursing broker and work for premium pay without benefits -provide scheduling relief in response to unanticipated increases in census -risks: insufficient work setting familiarity, inadequate orientation, costly

fiscal accountability

accountability for a pre-negotiated budget

cyclical staffing

allows long-term knowledge of future work schedules because a set staffing patter is repeated every few weeks

shift bidding

allows nurses to bid for shifts rather than requiring mandatory overtime

cross-training

giving personnel with varying educational backgrounds and expertise the skills necessary to take on tasks normally outside their scope of work and to move between units and function knowledgeably

summative task PCS

requires nurse to note the frequency of occurrence of specific activities, treatments, and procedures for each pt

closed-unit staffing

staff members on a unit make a commitment to cover all absences and needed extra help themselves in return for not being pulled from the unit in times of low census

flextime

system that allows employees to select the time schedules that best meet their personal needs while still meeting work responsibilities

critical indicator PCS

uses broad indicators, such as bathing, diet, IV fluids, medications, and positioning to categorize pt care activities


संबंधित स्टडी सेट्स

Chapter 51: Assessment and Management of Patients with Diabetes Prep-U

View Set

ATI Learning System RN 3.0 Fundamentals 1 Quiz

View Set

Auditing II: Final Exam Homework Review

View Set

Adobe visual Illustrator Domain 4

View Set

Chapter 45: Nursing Care of a Family When a Child Has a Gastrointestinal Disorder

View Set

Intro to Business Chapter 2 - Ethics and Responsibility

View Set