...How Does Mandatory or Voluntary Overtime Affect the Quality of Patient Care? Pam Glasper Beaumont Hospital Wayne How Does Mandatory or Voluntary Overtime Affect the Quality of Patient Care? Registered Nurses (RNs) constitute an integral part of the patient care and recovery process. To many patients, nurses are the health care professionals they see most often. Additionally, patients seeking care in outpatient clinics may not be aware of the number of hours nurses work. However, short stay and long stay patients see the same nurses over many shifts. What they may not realize is how many hours RNs work in a given 24-hour period to provide continuous patient care. According to Bae (2012a), a 2004 research study found that “43% of U.S. RNs worked more than 40 hours per week and about 9% worked more than 60 hours per week” (p. 205). In most instances RNs work overtime to alleviate staff shortages in their units. According to Bae (2012b), staff shortage in hospitals is not a new phenomenon and many researchers in health care system contend that such chronic shortage of nurses has a direct and negative impact on patient care (Bae, 2010; Bae, 2012b, Bae, Brewer, & Faan, 2012). For example, in several of her research articles, Bae (2010, 2012a, & 2012b) cited several research articles where researchers have found that the long hours worked by RNs are at the root of many adverse patient outcomes. Anecdotal evidence should suggest that anyone working long hours over an extended...
Words: 3475 - Pages: 14
...43% chance of spending some time in a nursing home (Kemper and Murtaugh, 1991) and about 24 % of these individuals will spend less than a year in residence at a nursing home (CDC, 2012). The key employees of the nursing home that have the most interaction and greatest impact with the residents of nursing homes are the registered nurses (RNs), licensed practical nurses (LPNs), and certified nursing assistants (CNAs). For several years the shortage and turnover rate of nursing home staff has long been a serious problem for multiple nursing homes nationwide (Pillemer, et al., 2008). Providing effective and safe quality care in nursing homes requires clinically and interpersonally competent staff. Research findings suggest that inadequate supervisory, managerial, and human resource practices within nursing homes contribute to poor outcomes, including high nursing staff turnover, lower employee satisfaction, and poor clinical outcomes (Anderson, et al 2003). When a staff member leaves an organization, the knowledge, skill and experience that the person has brought to, and gained at, the organization is lost. Although high rates of nursing home staffing shortages and...
Words: 2812 - Pages: 12
...of the Study Job satisfaction in registered nurses should be of great concern to any organization. Nurses hold the majority of positions in most health care settings, and replacement of licensed personnel is costly and time consuming. As newly graduated nurses, we have limited time but ample exposure to varying degrees of job satisfaction. What makes some so happy with their chosen profession, and others so unhappy? Aside from a change of career, is there a solution? With the current nursing shortage, and the anticipation of worsening conditions, we set out to investigate the sources of dissatisfaction in the health care setting. We reviewed several scholarly sources and withdrew pertinent information. Following the discussion of literature findings is a summary including suggestions for further research. In the article written by Fletcher, job satisfactions as well as dissatisfactions were investigated. Questionnaires were mailed to 5,192 registered nurses (RNs), 1,780 of which were returned and scored using several evaluation methods (Fletcher, 2001). Researchers looked at job satisfaction, patient satisfaction and safety, extrinsic work values, role of the immediate supervisor, and intent to stay in nursing. Job satisfaction was evaluated on several levels: Profits, Job performance, Intrinsic work values, and, Patient care issues. Profits referred not to personal financial gain, but to the organization’s profits. Many nurses responded feeling "devalued in their job" (Fletcher...
Words: 5247 - Pages: 21
...as the recession. Furthermore, a two-way interference between work and life is another cause to factor in for poor job quality within Australia. Moreover, certain industries in Australia are infamous for the issue of having poor pay—high workload. This paper aims to critically define what job quality is and targets the central causation of poor job quality by looking at recent trends within Australian organisations. The paper then explores several human resource practices to tackle the identified issues within Australia. The aspects of Job quality are multidimensional and thus there are multiple definitions to job quality. It centrally follows the idea that factors affecting employee morale and work performance have substantial effects on the organisation’s ability to meet objectives. Assessing the quality of work is a subjective process that is undertaken by managers and thus there are no set certified standards for assessing job quality. Different circumstances, experiences and expectations of employees across all jobs in Australia make it somewhat difficult for a reliable comparative analysis to identify what differentiates good and bad jobs. There are numerous factors in which contribute to bad jobs, some of which are work-family conflict, workload & wages,...
Words: 1719 - Pages: 7
...this means they are being proactive and managing their money. 3) Outpatient visits are going up each year they are still bringing in revenue. 4) ROE is lower than the quartile, but is still within the median. 5) Use of long-term debt has increased meaning they are paying that off a little at a time. Cons: 1) Total Margin was 8.75% in 2011 which is higher than the +Quartile at 5.5%. This could put them in debt is a competitor comes along because they could come in with lower rates putting them out od business. 2) Profit per outpatient visit was really low in 2011 at 33.07, but has been increasing every year and significantly from 2012-2013. 3) Length of stay is going down making more beds available, This will yield our rates. 4) Staffing was too high, our turnover rate is higher. We are spending way too much time on each patient and this could also be inefficient time spent. 5) Expenses are going up! Our bad debt is higher than the industry and this could mean that we are doing more write-offs. Question 2 5 financial KPIs to be presented at future board meetings: 1. Days cash on hand Our days cash on hand is better than the industry average, but declined drastically from 2012 to 2013. This means that we used far more cash than we generated last year. If we continue in this fashion, we will be in the red next year and will have to take on debt to cover daily operating expenses. This is one of the most important indicators to our liquidity. Basically, it is a worst-case...
Words: 2150 - Pages: 9
...JOB SATISFACTION, MANAGERIAL AND LEADERSHIP STYLES AND ITS RELATIONSHIP WITH THE MARKETABILITY OF THE HOTEL AND RESTAURANT ESTABLISHMENTS IN ZAMBALES --------- Presented by RODEL EBAL CHAPTER 1 THE PROBLEM AND ITS BACKGROUND INTRODUCTION Job satisfaction in staff/managers of hotels and restaurants should be of great concern to any organization. Hotel and Restaurant staff and management personnel hold the majority of positions in most hospitality-industry settings, and replacement of a licensed personnel is costly and time consuming. Many registered and/or accredited personnel in hotels and restaurant sectors had limited time but ample exposure to varying degrees of job satisfaction. What makes some so happy with their chosen profession, and others so unhappy? Aside from a change of career, is there a solution? With the current employee’s shortage, and the anticipation of worsening conditions, the researcher of this study set out to investigate the sources of dissatisfaction in the hotel and restaurant settings. Most medium-sized enterprises realize that their effectiveness depend on the utilization of their human resources. Employees’ levels of burnout, job satisfaction and job performance give an indication of the effectiveness of an enterprise. The objective of this study was to determine the relationship between a dispositional variable (sense of coherence), burnout, job satisfaction and job performance. A once-off cross-sectional survey design was used...
Words: 14519 - Pages: 59
... Another Manufactured Crisis: What’s Next in the Fiscal Showdown………1 Federal Pay……………………………………………………………….…..…..4 Federal Employees’ Health Benefits Program……………………………….15 Official Time for Federal Employee Union Representatives………….........22 Arbitrary Cuts in Civil Servants………………………………………………..26 Sourcing: Complying with the Law……………………………………….......31 Capping Taxpayer-Funded Service Contractor Compensation……………43 Transportation Security Administration and TSOs…………………………..46 Domestic Partnership Benefits……………………………..………………….49 Employment Non-Discrimination Act……………………………………..…..55 Paid Parental Leave………………………………………………..…………..57 One America, Many Voices Act………………………………………….…....60 Department of Veterans Affairs…………………………………..……………62 Department of Defense……………………………...……….………………...71 Federal Prisons………………………………………………………………….90 Social Security Administration ……………………………………….…...…103 National Guard/Reserve Technicians ………………………...……….……108 D.C. Workers’ Issues …………………...……………………………..…..…117 Equal Employment Opportunity Commission. ……………………..……...120 Another Manufactured Crisis: What’s Next in the Fiscal Showdown? Background At the beginning of January, President Obama signed a tax deal that restored higher Clinton-era rates to those making over $450,000, and funded an extension of unemployment insurance benefits to the long-term unemployed, extended for another year the $240 monthly transit subsidy, but did not extend the 2% payroll tax holiday. The deal...
Words: 54164 - Pages: 217
...central to real power in many organizations. In an effort to learn more about the operations of the Boulder Public Schools, he set up some informational interviews with the principals of an elementary school, a middle school, and a high school. Before making those rounds, he visited the headquarters of the Boulder School Committee to obtain background information for his interviews. BACKGROUND Mr. Caton learned that the Department of Implementation (DI) was central to the school system. It’s manager reported directly to the Superintendent of Schools. The DI was responsible for making school enrollment projections each December for the coming fiscal year (which ran from July to June). These projections were important since annual staffing needs for each school were determined by a rather complex formula that used the DI's projections as the starting point. Moreover, since personnel formed the bulk of the budget, these projections effectively determined a school's budget. Each school had a few weeks to challenge the DI’s projections, and, if a convincing argument could be made, the DI would modify them. Final enrollment projections were established by mid-January of each year. Mr. Caton learned that Boulder, along with many other large cities, had seen declining enrollments in recent years. The decline was caused by a slowing of the birthrate, but also, in Boulder's...
Words: 24591 - Pages: 99
...Chapter 5 Activity-Based Costing and Customer Profitability Analysis Cases |5-1 |Blue Ridge Manufacturing (Activity-Based Costing for Marketing Channels) | |5-2 |Columbo Soft-Serve Frozen Yogurt: Using Activity Based Costing To Assess Channel/Customer Profitability | |5-3 |Wilson Electronics (A) | |5-4 |Wilson Electronics (B) | |5-5 |The Buckeye National Bank (ABC Costing in the Service Sector) | |5-6 |Precision Paint | |5-7 |Forest Hill Paper Company | | | | Readings 5-1: “Activity-Based Costing and Predatory Pricing: The Case of the Petroleum Retail Industry” by Thomas L Burton and John B MacArthur, Management Accounting Quarterly, (Spring 2003). The assignment of indirect costs in a volume-based costing system can lead to product-cost subsidization—overcost high-volume products and undercost low-volume...
Words: 33150 - Pages: 133
...patterns and practices: homeworking, teleworking and portfolio work Higher Level extension * Employment rights and legislation * Handy's shamrock organization Note: Higher Level students will need to be able to analyse reasons for changes in work patterns and practices and the consequences for employers and employees. INTRODUCTION Labour is one of the four factors of production. Many theorists argue that people are a firm's most valuable resource. Employing the right people will help a business to achieve its aims and objectives. To do this, a firm needs to use human resource planning, sometimes referred to as workforce planning. This is the management process of anticipating an organization's current and future staffing needs. It includes the number of employees required and the type of worker sought, such as graduates or ICT-literate workers. Anticipating the human resource needs of a firm can be carried out by looking at: * Historical data and trends. Data on trends, such as the rate of change in the size of the workforce over the past few years or the shift to part-time and flexible working hours, can assist management in planning. * Sales and income levels. Employers will require more workers if the level of customer demand is increasing. Higher levels of income and spending in the economy will lead to more jobs being created. * Labour turnover rates. This measures the number of employees who leave a firm as a percentage of its workforce...
Words: 18984 - Pages: 76
...Part 1 PA R T The Strategic Human Resource Management Model A human resource department helps organizations and their employees attain their goals. But it faces many challenges along the way. This chapter explores some of these challenges and outlines a strategic human resource management model upon which the rest of this book builds. The Strategic Human Resource Management Model Environmental Analysis Organizational Mission and Goals Analysis Analysis of Organizational Strengths and Culture Analysis of Organizational Strategies Choice and Implementation of Human Resource Strategies Planning Human Resources Attracting Human Resources Human Resource Tactical Plans Placing, Developing, and Evaluating Human Resources Maintaining High Performance Motivating and Rewarding Human Resources Human Resource Systems and Procedures Review and Evaluation of Human Resource Strategies CHAPTER ONE Strategic Importance of Human Resource Management The successful 21st-century organization will not take the loyalty of talented people for granted. It will constantly try to recruit and keep them. … The mutual commitment of an employer and an employee will be one of the most important factors for a 21st-century organization. Subhir Chowdhury1 One CHAPTER OBJECTIVES After studying this chapter, you should be able to: • List challenges facing Canadian organizations in the context of managing their workforce. • Discuss the objectives of human resource...
Words: 32978 - Pages: 132
...Part 1 PA R T The Strategic Human Resource Management Model A human resource department helps organizations and their employees attain their goals. But it faces many challenges along the way. This chapter explores some of these challenges and outlines a strategic human resource management model upon which the rest of this book builds. The Strategic Human Resource Management Model Environmental Analysis Organizational Mission and Goals Analysis Analysis of Organizational Strengths and Culture Analysis of Organizational Strategies Choice and Implementation of Human Resource Strategies Planning Human Resources Attracting Human Resources Human Resource Tactical Plans Placing, Developing, and Evaluating Human Resources Maintaining High Performance Motivating and Rewarding Human Resources Human Resource Systems and Procedures Review and Evaluation of Human Resource Strategies CHAPTER ONE Strategic Importance of Human Resource Management The successful 21st-century organization will not take the loyalty of talented people for granted. It will constantly try to recruit and keep them. … The mutual commitment of an employer and an employee will be one of the most important factors for a 21st-century organization. Subhir Chowdhury1 One CHAPTER OBJECTIVES After studying this chapter, you should be able to: • List challenges facing Canadian organizations in the context of managing their workforce. • Discuss the objectives of human resource...
Words: 32978 - Pages: 132
...2009 Malcolm Baldrige National Quality Award Application TABLE OF CONTENTS Glossary of Terms and Abbreviations Organizational Profile i Responses Addressing All Criteria Items Category 1: Leadership 1 Category 2: Strategic Planning 6 Category 3: Customer Focus 10 Category 4: Measurement, Analysis, and Knowledge Management 14 Category 5: Workforce Focus 18 Category 6: Process Management 23 Category 7: Results 7.1: Best Quality (Healthcare Outcomes) 27 7.2: Best Customer Service (Customer Focused Outcomes) 32 7.3: Best Financial Performance & Growth (Financial & Market Outcomes) 35 7.4: Best People and Workplace (Workforce Focused Outcomes) 38 7.5: Best 5 Bs (Process Effectiveness Outcomes) 41 7.6: Best 5 Bs (Leadership Outcomes) 45 GLOSSARY OF TERMS AND ABBREVIATIONS APP: Annual Planning Process 5Bs: AtlantiCare’s five “Bests” or performance excellence commitments – Best People and Workplace, Best Quality, Best Customer Service, Best Financial Performance, Best Growth ARMC : AtlantiCare Regional Medical Center ASC: Ambulatory Surgery Center ASPP: Annual Strategic Planning Process A AAAHC: Accreditation Association for Ambulatory Health Care AAI: AtlantiCare Administrators Incorporated AAP: Annual Action Plan B BFP: Best Financial Performance Big Dots: The system-level measurements or targets for each of the 5 Bs (performance excellence commitments). Business units...
Words: 41167 - Pages: 165
...EDA 721: HUMAN RESOURCE MANAGEMENT IN EDUCATION COURSE DEVELOPMENT Course Developer Dr. (Mrs.) Out D. O. A.B.U. Zaria Unit Writer Dr. (Mrs.) Out D. O. A.B.U. Zaria Programme Leader Dr. Salawu I. O. School of Education National Open University of Nigeria, Lagos Course Coordinator Ajadi T. O. School of Education National Open University of Nigeria, Lagos. NATIONAL OPEN UNIVERSITY OF NIGERIA EDA 702 HUMAN RESOURCE MANAGEMENT IN EDUCATION MODULE 1 Unit 1 The Nature of Human Resource Management Table of Contents 1.0 Introduction 2.0 Objectives 3.0 The Nature of Human Resource Management 3.1 Definition of Human Resource Management 3.2 Definition of Human Resource 3.3 The Issues in Human Resource Management 4.0 Conclusion 5.0 Summary 6.0 References 7.0 Tutor Marked Assignment 1.0 Introduction This course is related to the nature and scope of Human Resource Management. This unit focuses specifically on the nature of human resource management. The unit is a guide to the field of human resource management. Let us look at what you should learn in this unit as specified in the Unit objectives below: 2.0 Objectives By the end of this unit, you should be able to: Describe the nature of human resource management Identify what human resources are Define management 3.0 The Nature of Human Resource Management NOUN 2 EDA 702 3.1 HUMAN RESOURCE MANAGEMENT IN EDUCATION Definition of Human...
Words: 38787 - Pages: 156
...attorneys in 1995, 193 today); organic growth (no mergers/acquisition of other firms & only 2 lateral partners in entire history) o Benefits = control over quality of work; quality of recruits; sense of collegiality; maintenance of position in niche (if it stays significantly smaller than the market for its services, no matter how bad business gets, it will always have enough work); avoids inefficiencies of partnership model b/c decisions made quickly w/ little process - Bills o Based on value, not time o Wachtell does not pursue bills aggressively – they call twice, and that’s it. Clients can literally stiff the firm… only consequence is that it will never take you on as a client again and it will tell all its other clients that you didn’t pay. ▪ Wachtell’s realization rate ~90% (vs. ~80% at other firms) - Clients o By matter, not long-term relationships ▪ Gives the firm independence from clients – fewer conflicts o Can pick & choose interesting, innovative, and high-paying work o Doing only transactional work expands the market because no conflicts o Business from investment bankers (because Wachtell gets the job done) and from other firms who need specialized services (because Wachtell won’t steal their clients) - Compensation: lockstep o Benefit = there is no competition between attorneys ( synergy (the whole is greater than the parts because the pie gets bigger when you help each other) ...
Words: 11144 - Pages: 45
