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PubMedDate not supplied

Hospital personnel management in the late 1980s: a direction for the future.

Personnel management in hospitals is appreciably different today than twenty years ago, not only in terms of role and process, but also in terms of an approach and philosophy toward human resources. This change is largely a result of external forces, including legislation affecting manpower acquisition and retention, union activism, federal intrusions health services delivery, and constituent and client assertiveness in the purchase of healthcare services. The authors present four models of hospital personnel administration and offer reasons for their evolution. In each, personnel administration's approach, role and process, and the organization's philosophy concerning employees are described. One model, the human resource model, describes most hospitals today. However, a new model reflecting the risk-survival realities of the present turbulent health services environment is emerging. The matrix model of the future has as its base the human resources perspective, modified and limited by productivity improvement considerations. On top of this base is the participative-competitive organizational philosophy inherent in the increasingly risk-survival environment. Attributes of the matrix model are described; future trends and implications for hospitals are presented.

Forecasting↗
PubMed1998

The influence of structure, staff type, and managed-care indicators on registered nurse staffing.

Nurse administrators need methods to evaluate and compare staffing across a variety of hospitals because the degree of reengineering that actually has occurred in their communities can be difficult to assess. Multivariate analysis of factors affecting hospital registered nurse (RN) staffing in western New York revealed that the significant factors were the type of unit, nursing model, rural location, and use of aides and unit secretaries. Managed-care factors and alternative uses of staff did not affect RN staffing. Regional market variations may have significant impact on staffing solutions adopted by nurse executives.

Case Management↗
PubMed1977

A model to integrate hospital board and health office functions at district level.

Proposals to integrate the administrative responsibilities of a hospital board and a district health office, are described. Relevant literature advocating the combination of some of the operational functions of these two agencies is reviewed, as is the situation in the Gisborne district as it was at the time that the proposals were formulated. Possible constraints that may obstruct the implementation of the proposals are also discussed, and the need for empowering legislation to allow further development to proceed is emphasised.

Hospital Administration↗
PubMed1980

Choosing a nurse recruiter.

A good nurse recruiter must understand the career objectives of the professional nurse and must be able to work well with both nursing administration and personnel.

Humans↗