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PubMed1980

The high cost of recruiting residents.

We have developed estimates for the cost of recruiting first-year residents through the National Resident Matching Program. The cost to our medical center was estimated to be $1,469 for each resident obtained through the matching program. The cost to each applicant averaged $659, and the cost to the applicants' medical schools for processing letters of recommendation was approximately $99 per student. We describe our recruiting methods and costs in order to provide other medical centers with a source for comparison and to stimulate suggestions for increasing the effectiveness of recruiting. We suggest that limiting the number of programs at which an applicant may interview would reduce costs without damaging the recruiting process.

Costs and Cost Analysis↗
PubMed1993

Senior house officers: the lost tribes.

There are more senior house officers than doctors in any other training grade in Britain but nobody knows what they do in hospitals or has a clear idea what skills they should be learning. Nobody is responsible for them and they suffer from having a poor career structure and inadequate training. Now that there are government initiatives to reduce the hours that junior doctors work and to limit the time it takes to train to become a specialist, the problems that senior house officers face can no longer be ignored. A conference for senior house officers held last week talked about the problems that they face and tried to find some solutions.

Career Choice↗
PubMed1999

The junior doctor manager.

Several organizations are employing junior doctor managers to help them implement and maintain controls on the hours worked by their colleagues, and to improve conditions. A person who has worked as a junior doctor is in a good position to understand these issues.

Career Mobility↗
PubMed2006

Hospitals' responses to nurse staffing shortages.

Hospitals have used a mix of short-term and long-term strategies to deal with nurse shortages, particularly efforts emphasizing nurse education, competitive compensation, and temporary staff. Interviews with health care leaders from Round Five of the Community Tracking Study indicate that these activities, in conjunction with other factors, have assisted in reducing shortages of hospital nurses. However, hospitals' actions have increased costs and raised concerns about their potential impact on patient care. Additionally, a large degree of doubt exists among hospitals about their ability to meet future nursing needs.

Education, Nursing, Continuing↗
PubMedDate not supplied

[Factual and virtual dimension in nursing management].

Through an historical analysis of the hospital organization as well as of nursing practice in the bureaucratic context of hospitals, authors found that the studied institution delegates to nurses several management functions, mainly bureaucratic ones. This was verified through empirical data about nurse's role in the units, demonstrating that, among her functions, the management ones are privileged in that institution. Results showed that in the hospital field, nurses can not avoid the management function, although there is an expectation of a different management role than the one normally found. Considering this factual dimension, authors also analyse the virtual dimension of this process, in order to investigate the expectations of the nursing personnel regarding nurses' behaviour as managers/leaders. Authors conclude the study demonstrating the importance of the conciliation of the factual-virtual duality in female nurse's management and leadership.

Brazil↗
PubMed2004

The relationship between managerial leadership behaviors and staff nurse retention.

The purposes of this study were to describe perceptions of managerial leadership behaviors associated with staff nurse turnover and to compare nurse manager leadership behaviors as perceived by managers and their staff nurses. Effective leadership styles among nurse managers have been associated with staff nurse job satisfaction and retention. Although both transformational and transactional leadership styles have been described as effective, it is unclear which nurse manager leadership behaviors contribute most to staff nurse retention. This descriptive, correlational study was conducted at a 465-bed community hospital in the northeastern United States. All staff nurses and nurse managers employed in both ambulatory and acute care nursing units were invited to participate in the study. The study sample comprised 79 staff nurses and 10 nurse managers, who completed demographic forms and the 45-item Multifactor Leadership Questionnaire, which measures 12 dimensions of leadership style. Data were collected from July through September 2003. Active management by exception as perceived by staff nurses was the only managerial leadership style associated with staff nurse turnover (r = .26, p = .03). Compared with the perceptions among their staff nurses, nurse managers consistently perceived that they demonstrated a higher mean frequency of transformational leadership behaviors. The transactional leadership style of active management by exception not only appeared to be a deterrent to staff nurse retention but also reflected leadership perceptions among staff nurses who work evening and night shifts. This study also provides further evidence regarding a trend in which nurse managers and staff nurses do not concur on the frequency of transformational leadership behaviors but do demonstrate agreement on the frequency of transactional leadership behaviors.

Leadership↗
PubMed1990

Change begets change: emerging role of the human resources development practitioner.

This article has discussed three essential role shifts for the HRD practitioner: reactor to initiator, "pair-of-hands" to collaborator, and problem solving consultant to action learning facilitator. These shifts in role are required for the process of helping manage organizational change in our hospitals. Ongoing learning will be the essential ingredient to successfully manage change in health care organizations. This continual learning is not for clients alone, but is also required by HRD practitioners who want to be taken seriously as contributing to the achievement of their organization's future vision. While the effective HRD practitioner will need to continually experiment with new approaches, a starting point today is with the role changes described in this article.

Hospital Administrators↗
PubMed1993

Behavior improvement: a two-track program for the correction of employee problems.

In the best of all possible working worlds no one would ever have to be involuntarily terminated from employment. Whether a punitive discharge for a severe violation of a word rule, or a gentle dismissal for failure to meet job standards, termination is one of the most difficult tasks a supervisor ever has to perform. However, it is the effect on the employee that should dominate the supervisor's thoughts and actions, not the personal uneasiness with which the supervisor greets the task. It is because of the impact on the employee that the supervisor has a responsibility to do everything reasonably possible to ensure the employee's success before resorting to dismissal or discharge. Adopting this sort of caring attitude toward employees is not easy; most of our management role models of past years were raised on authoritarianism. As a result there is in many supervisors a tendency to simply weed out the troublesome employee and start again with someone new. However, any supervisor can fire, but it is the exceptional supervisor who can salvage an employee and turn a source of problems into an effective producer.

Employee Discipline↗
PubMed1994

How the Fair Labor Standards Act affects your staffing.

The Fair Labor Standards Act allows exemption of professionals from overtime pay. However, this is often disregarded, and professional staff are compensated as nonexempt employees. The workweek definition then assumes increased importance as it may be a determining factor in the cost and availability of staff. This article discusses how altering the workweek may improve staffing. Various schedules are exhibited, and staffing and overtime pay implications of each are discussed.

Employment↗
PubMed1997

Floating: a nurse's nightmare?

Floating is the process of reassigning nurses from their regular assignments to short-staffed areas. Although viewed as cost-effective, there are a number of legal and ethical dilemmas to consider in this practice. Nurses tend to oppose floating, which may lead to rifts between management and staff. This article reviews some important considerations in floating, including some action strategies for management and staff. Not being proactive in the process can lead to compromised patient care.

Attitude of Health Personnel↗