publec health student

1. Nursing personnel administration/Staffing
1

2. Staffing
provides an appropriate and adequate personnel to fulfil
the organization’s objectives.
 Assessing the need of staffs (based on workload, profession…)
 Planning for recruitment (number, type, and level)
 Recruitment (internal and external vacancy)
 Selection and appointment (how and from where)
 Orientation (new staff)
 Scheduling (centralized, decentralized, flexible…)
 Staff development (training, further education, incentives…)
 Staff Retention (recognition, appraisal, discipline, promotion…)

3. Staffing
provides ;
 appropriate and adequate personnel to fulfil the organization’s
objectives.
The nurse manager decides;
 how many and
 what type of personnel are required to provide care for patients
 nursing administration-determine the overall plan for staffing
nurse manager
 monitor how successful the staffing pattern.
 provide input into needed change.
3

4. Cont’d
 Staffing is a complex activity that involves ensuring
that the ratio of nurse to patient provides quality
care.
Staffing depends directly on the
 workload or patient care needs.
An ideal staffing plan would provide;
 appropriate ratio of caregivers for patients’
individual needs based on data that predict the
census.
4

5. Purposes of staffing
 Appropriate numbers and mix of nursing staff.
 Delivery of effective and efficient nursing care.
 Increase productivity.
 Avoid role confusion, communication problems and
time waste.
 Maintain stability in team work
5

6. Staffing process
 Identify the type and amount of nursing care to be given.
 Determining which categories of nursing personnel
should be used to deliver needed care.
 Predicting the number of each category of personnel that
will be needed to deliver care.
 Selecting and appointing personnel from available
applicants.
 Recruit personnel to fill available positions.
6

7. Cont’d
 Arranging available nursing personnel into desired
configurations by shift and unit.
 Assigning responsibilities for patient care.
 Performance appraisal for various staff categories.
 Continues staff development.
7

8. Scheduling
 personnel work assignments for a specific period.
 is implementation of staffing pattern by assigning personnel to
work specific hours and days in a specific unit or area (
Barnum and Mallard 1989)
 Nursing schedules are communicated to the staff in a manual
format (paper and pencil) or by computer.
8

9. Cont’d
 Scheduling of staff is the responsibility of the nurse manager.
 There are several issues to consider in scheduling staff.
 Patient need
 Measured by the patient classification system
 Volume
 Patient volume numbers reviewed for peaks and valleys in the
census and patient acuity
 Experience and capability of staff
 Different degrees of knowledge, experience, and critical
thinking skills.
9

10. Cont’d
Scheduling and staffing models can be:
1. Centralized,
2. Decentralized,
3. Mixed (modified centralized staffing)
10

11. Cont’d
Centralized
 workdays and time off for personnel are repeated in regular
cycles, such as every 6 weeks
 master plan is developed at the top level of the organization
 A centralized system works well in large organizations
 Enable management to oversees strategy, budget, resources,
and process.
11

12. Cont’d
 offers management a broader overview and closer
control of the entire scheduling and staffing
system
Disadvantage;
 individual considerations are minimized
12

13. Cont’d
Decentralized
 unit-based plan
 managed by the unit nurse manager.
 Nurse unit manager have more control over the budget,
resources, and process.
13

14. Cont’d
Mixed or Preference Scheduling
 combines centralized and decentralized staffing
 Units manage regular schedules with assistance
from the central staffing office for shift coverage.
 accommodate nursing personnel’s need for flexible or
preference scheduling.
14

15. Cont’d
 Flexible scheduling is one of the advantages of working
in health care.
Flexible scheduling is a strategy aimed at ;
 improving retention
 offers balance and enhancement between professional
and personal-life activities.
 Flexible scheduling can be combined with self scheduling
 Self-scheduling offers increased autonomy and job
satisfaction.
15

16. Recruitment and Selection
 Recruiting: is the process of attracting qualified persons
to apply for the job open.
A. Internal recruiting means considering present employees
as a candidate for opening.
B. External recruiting involves attracting persons outside
the organization to apply for job.
16

17. Recruitment and...
The purpose of recruitment activities is ;
 to generate a pool of qualified applicant.
the purpose of selection process is to asses an;
 applicant’s ability,
 skills and
 motivate people to jobs.
Selection of nursing personnel in health care organization
usually carried out by the ;
 human resource management and
 department of nursing.
17

18. Steps that designed to acquire & retain Personnel
 Plan the number and types of personnel needed
according the patient care
 Perform job analysis to define the duties, requirement
tasks, and qualification of each position
 Develop and implement recruitment strategy, in order to
locate and attract enough qualified applicant
 Interview, testing, and selecting needed personnel
18

19. Steps...
 Orienting personnel to the job
 Performance appraisal to provide feed back to the employee
 Management of personnel problem
 Develop and implementation of strategies to retain staffs
 Career counselling
 Develop exit strategies, such as preretirement counselling
19

20. Where to look for recruitment
 Proximate to home, because proximity to home is a key
factors in choosing job.
 Students in local school of nursing are obviously an
excellent potential source of employees.
20

21. How to look recruiting source
1. Direct application and employee referral: quick
and relatively inexpensive
2. Advertising in news papers and professional
journal
3. Visit educational institution
4. Attendance of professional convention
5. Employment agency (private and public)
21

22. Method of selection
Application blank:
 data gathering information about the applicant,
 previous work experience,
 educational back ground
Interview
 is popular and common
Testing
22

23. Interview
 is an information seeking mechanism
 To determine the screening whether applicant meet the
educational and experience required for job
The intention of interview are;
1. to clarify information gathered from the application
form
2. to evaluate the applicant’s response to question
3.To determine the fit of applicant to the position
23

24. Principle of effective interview
 Preparing for interview, manager should plan just like
any business undertaking.
Manger has to use a structured interview guiders
which is a;
 written document containing questions,
 interviewer direction and
 Other pertinent information
24

25. The advantages of interviewer guide
 It reduce interviewer bias
 Provide relevant and effective questions
 Minimize leading questions
 Facilitate comparison among applicant
 NB. Before the interview , all needed materials should be
on hand and interview site should be quite pleasant
25

26. Limitation of interview
 The major defect of the interview is subjectivity.
 Research findings regarding the validity and reliability of
interviews have been inconsistent.
26

27. Cont’d
The following findings are generally accepted
 Inter-rater reliability is satisfactory if the interview is
structured and the same format is used by both
interviews.
 Validity increases when there is a team approach to the
interview.
27

28. Cont’d
 The attitudes and biases of interviewers greatly
influence how candidates are rated.
 Although steps can be taken to reduce subjectivity,
it can not be eliminated entirely
 The interviewer is more influenced by unfavourable than
favourable information.
 Negative information is weighed more heavily than
positive information about the applicants
28

29. Overcoming Interview Limitation
 Use team approach
 Develop a structured interview format for each job
classification
 Use scenarios to determine decision-making ability
 Conduct multiple interview
29

30. Selection
 Selection is the process of choosing from among
applicants the best qualified individual or individuals
for a particular job or position
 Induction: provides the employee with general
information about the organization
 Orientation: activities are more specific for position
30

31. Staff Development
 One of the nurse manger major responsibility is enhance
staff performance
 Promoting staff development, usually rest with upper level
manager but still quite a lot of line nurse can do at the team or
department level.
 Properly educating employees result
 High productivity
 Fewer accident or mistake
 Better moral
 Greater pride in work and better nursing care 31

32. Staff...
 Education and training are two components of staff
development that occur after induction.
 They may occur either with in or outside the
organization
 Staff development activities are normally carried out for
three reasons
1. To establish competencies
2. To meet new learning need
3. To satisfy interests the staff may learning specific areas
32

33. Staff...
Training verses Education
 Mangers have a greater responsibilities for seeing that their
staff are properly trained than they do for educational needs
Training:
 method of ensuring that people have knowledge and skills
for a specific purpose and they have acquired the
necessary to perform the duties of the job.
 It is expected that acquiring new skills will increase
productivity
 Mangers at every level must assume some responsibility
for seeing that their employees are properly trained.
33

34. Staff...
Education:
 is more formal and broader in scope than training
 Training has an immediate use, while education is designed to
develop the person in a broader sense
 Recognizing educational needs and encouraging educational
pursuits are roles and responsibility of the leader.
34

35. Staff...
The following plan outlines the sequence that should be used in
developing an educational program;
 Identify the desired knowledge or skills the staff should have
 Identify the present level of knowledge or skill
 Determine the deficit of desired knowledge and skill
 Identify resources available to meet needs
 Make maximum use of available resource
 Evaluate and test outcomes after uses of resource
35

36. Staff...
Model of staff development process
Assessment:
 investigating the learner readiness to learn
 learner needs such as skill, knowledge
Planning;
 obtaining learning resource to present to the learner,
 matching learning needs with educational methods
36

37. Staff….
Implementation
 gathering together of educators, and learner
 materials and methods needed for education
Evaluation
 is an investigative process
 determine whether the education was cost effective
 objective was achieved,
 transferred from the learning site to actual use

38. Staff ...
 If staff development, it prevent reality shock and burn out.
 Both reality shock and burn out are related conflicts
 They severely deplete motivation and inhibit staff
development
Reality shock
 occur when the new graduate sudden becomes aware of the
discrepancy between the real world and the ideas of
nursing profession.
 i.e. Realization that the way the graduate was taught to do
things in school different from the things actually done on the
job.
38

39. Staff...
Burnout
 refers to the state of exhaustion and depletion of
energy.
 It begins with frustration, or doubt, about work.
 leads to the loss of ideas, purpose and energy.
39

40. Factors Contributing to Burn out
 Low pay
 Long hours
 Understanding lack of support
 Discrimination
 Powerlessness
40

41. Self-development
 Nurses has responsibility for his/her own ongoing education.
 It also a means of keeping up to date with changes in
policy and management
This can be achieved by:
 Journals, research publication paper
 Attending meeting of professional origination
 Books in the library
41