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R J Hammel

Publications and source records attributed to R J Hammel.

10 recordsLinked to original sources
PubMed1982

Job satisfaction among hospital pharmacy personnel.

Job satisfaction of hospital pharmacists and of support personnel in two Arizona cities were compared. A survey composed of job-satisfaction measures that have been used in previous research was sent to all hospital pharmacy personnel (270 pharmacists and 208 support personnel) in Tucson and Phoenix, Arizona. Sixteen facet-free questions measured overall job satisfaction. Thirteen facet-specific indicators were measured. Differences were significant if p less than 0.05. Data from a national survey of hospital pharmacists and the general population were included for comparative purposes. Usable questionnaires were returned by 74.8% (202) and 62.5% (131) of the pharmacists and support personnel, respectively. Support personnel reported lower mean scores than pharmacists on all 13 facet-specific measures; 10 of these were significantly different. Pharmacists had a mean score of 3.0 (representing satisfied) on only two of the 13 facets, however. Age, sex, academic degree, position held, and tenure on present job had no effect on satisfaction for support personnel. For the pharmacists, consistent and significant differences were found in facet-specific measures relative to age, tenure, and position held. Clinical and research pharmacists reported the highest mean scores. Pharmacists in the 23-28 age group reported the lowest mean scores on all 13 facets. The most and least satisfied pharmacists were at their present job six years and 13-24 months, respectively. Pharmacists appeared to be more satisfied than support personnel on all facet-free measures, and about as satisfied as the general population in 1977. The authors concluded that since the successful role expansion of pharmacists will require a concurrent expansion for support personnel, efforts should be implemented to improve job satisfaction among support personnel.

Adult↗
PubMed1982

Job satisfaction and the future of pharmacy.

Reasons for the low levels of job satisfaction reported by hospital pharmacy personnel, the potential impact of this dissatisfaction on the profession, and possible solutions to the problem are discussed. Low levels of satisfaction among hospital pharmacists may be largely because of the manner in which pharmacy is practiced. While leaders in pharmacy have developed innovative programs and colleges of pharmacy have produced highly skilled practitioners, the practice of hospital pharmacy has not kept pace. Young practitioners may be disenchanted with pharmacy practice in the "real world" compared with their expectations, and they may not find their jobs mentally challenging. This may result in boredom, low motivation and commitment, and obsolescence of skills and abilities. To reverse the trend of insufficient mental challenge, the role of the hospital staff pharmacist sould be expanded to include some of the challenging functions presently performed by clinical pharmacists. This could be done by decentralizing pharmaceutical services so that pharmacists have more interaction with patients and other health practitioners. To alleviate dissatisfaction with advancement, a position hierarchy in the pharmacy could be established where pharmacists and support personnel would be promoted to a higher grade on the basis of merit, tenure, and demonstrated competence. Soliciting employee input at staff meetings may have a positive impact on satisfaction with hospital policies and practices. Finally, it is necessary for directors of pharmacy to develop the expertise to deal effectively with problems of human-resources management.

Job Satisfaction↗
PubMed1978

Justification for a pharmacy-coordinated I.V. therapy team.

This article presents the necessary procedures and justification for the approval of a pharmacy-coordinated. I.V. therapy team. The article is based on a thorough literature search. Justification of the I.V. therapy team is divided into the benefits for the patient, the hospital, and the financial implications. The primary patient care benefits result from specialization, education, and a reduction of I.V.-related complications. Benefits to the hospital include increased efficiency in the delivery of I.V. therapy, improved communication, decreased liability, and improved patient care. The costs will vary depending on the level of service provided and the type of personnel required to implement the program. A portion of the cost may be offset by a savings in nursing time, decreased inventory, greater accountability, decreased waste and accurate charging of I.V. solutions and equipment. A multidisciplinary I.V. committee must be responsible for the development and evaluation of I.V. therapy team.

Infusions, Parenteral↗
PubMed1977

Levels of satisfaction among hospital pharmacists.

Hospital pharmacists in a Midwestern, metropolitan area were surveyed to determine levels of job satisfaction. Of the 195 pharmacists who received the 120-item questionnaire, 132 (68%) responded. The questionnaire included facet-free questions which reflect the overall satisfaction of an individual with his job. Results to these questions were compared to those for professional, managerial and nonprofessional workers in two University of Michigan Surveys of Working Conditions. Also included in the survey were facet-specific job satisfaction measures from the Minnesota Job Satisfaction Questionnaire. The study found an overall pattern of less satisfaction among hospital pharmacists than among workers included in the Michigan surveys. The data indicate that hospital pharmacists might be less committed to their jobs and more likely to change jobs than other employees. Compared to other employees, hospital pharmacists showed a greater commitment to the work ethic and were more dissatisfied with their general life situation. The average general job satisfaction score of the respondents was 2.53, on a five-point scale, indicating something less than "satisfied". Pharmacists were least satisfied with the lack of opportunity for advancement, staffing practices, employer's policies and practices, and compensation practices. Compensation relative to others and amount of compensation were the sources of greatest satisfaction. Staff pharmacists had the lowest level of satisfaction; clinical pharmacists the highest--other personnel categories compared were directors, associate and assistant directors, and supervisors. The profession of pharmacy should decide whether or not to be concerned with the general low level of satisfaction among hospital pharmacists.

Attitude↗
PubMed1977

Administrative case study: analysis of a hospital pharmacy's manpower requirements.

Development of a method to determine the manpower requirements needed to adequately staff a pharmacy department in a 760-bed teaching hospital is discussed. The Michigan Hospital Staffing Methodology Manual, direct observations, interviews and diaries were used to gather data. An example of the data collected for the dispensing area is presented. The data provided a basis for developing productivity standards for current methods and procedures used in the pharmacy department. Also, the data facilitated the justification process for allocating existing and requesting future manpower resources.

Costs and Cost Analysis↗