The document discusses staffing in healthcare organizations. It defines staffing and outlines its objectives, which include recruiting competent staff, retaining the right number of staff, and providing training. It also discusses patient classification systems, which group patients according to care needs to help determine staffing requirements. Nurse-patient ratios from different standards are presented for units like general wards, ICUs and ERs. The importance of effective scheduling is highlighted to ensure coverage, continuity of care, flexibility, stability and cost-effectiveness. Different scheduling methods like 10-hour shifts, 12-hour shifts and weekend scheduling alternatives are also outlined.
This document summarizes research on the relationship between nurse staffing levels and patient outcomes. It identifies several influential studies that found associations between higher nurse staffing levels and lower mortality rates, failure to rescue rates, and nosocomial infection rates. The document also discusses different approaches to establishing minimum nurse staffing standards and ratios. It concludes that simply requiring more nurses may not improve patient care without also enhancing working conditions and support for nurses.
This document discusses staffing and scheduling in nursing. It defines staffing as determining and assigning the right personnel to meet patient needs and accomplish organizational goals. The objectives of staffing include providing appropriate staffing levels and mixes, empowering head nurses, and delivering efficient care. Factors that influence staffing include patient acuity, staff qualifications, and financial resources. Staffing plans specify staffing levels by unit and shift. Effective scheduling aims to provide adequate coverage, maintain staff morale, maximize staff expertise, and organize unit work.
organization and functions of nursing services presentationPoojaMhalatkar
The document discusses the organization and functions of nursing services in a hospital setting. It defines key terms like hospital and outlines the aims of hospital planning. It then describes the typical organizational structure of a hospital's nursing services, including roles like the Director of Nursing, Nursing Supervisors, Head Nurse, and Staff Nurse. It also discusses requirements for space, staffing patterns, and the organization of nursing services at the hospital level.
This document provides information for creating a duty roster for a 150-bed hospital. It recommends staffing levels based on the number of beds and patient loads in different departments. It then outlines factors to consider when making a duty roster, such as workloads, patient needs, scheduling, and staffing requirements. The document provides a sample duty roster for a 30-patient male medical ward, including the distribution of nurses across morning, evening, and night shifts to meet workload needs in each shift while allowing for time off.
The document discusses the importance and types of organizational structure in nursing services. An organizational structure establishes relationships between functions and positions, delegates roles and responsibilities, and determines communication lines and the allocation of duties. It enables workers to understand their responsibilities, coordinates tasks to avoid duplication or conflict, and establishes authority relationships between individuals, groups, and departments. There are two main types of structures: tall/centralized structures with many management levels and narrow spans of control, and flat/decentralized structures with fewer levels and broader spans of control that empower employees.
Staff development in nursing aims to promote the personal and professional growth of nurses through educational activities. It includes induction training for new nurses, job orientation, in-service education, continuing education, and training for specific skills. The goals are to improve job performance, assist career advancement, and ensure safe patient care. Staff development programs are assessed and evaluated using standards set by the American Nurses Association to effectively meet the learning needs of nursing staff.
Current trends and issues in nursing administrationpraveenPatel57
This document discusses trends and issues in nursing administration, education, and practice. It outlines changes taking place in society, other professions like medicine, and within nursing itself. Key trends include pursuing higher nursing degrees, changes in working conditions and pay, and adoption of technologies like computers and mobile devices. Issues relate to nursing registration, diploma vs. degree qualifications, specialization, standards of care, and challenges in nursing education like inadequate facilities and shortage of teachers.
This document summarizes research on the relationship between nurse staffing levels and patient outcomes. It identifies several influential studies that found associations between higher nurse staffing levels and lower mortality rates, failure to rescue rates, and nosocomial infection rates. The document also discusses different approaches to establishing minimum nurse staffing standards and ratios. It concludes that simply requiring more nurses may not improve patient care without also enhancing working conditions and support for nurses.
This document discusses staffing and scheduling in nursing. It defines staffing as determining and assigning the right personnel to meet patient needs and accomplish organizational goals. The objectives of staffing include providing appropriate staffing levels and mixes, empowering head nurses, and delivering efficient care. Factors that influence staffing include patient acuity, staff qualifications, and financial resources. Staffing plans specify staffing levels by unit and shift. Effective scheduling aims to provide adequate coverage, maintain staff morale, maximize staff expertise, and organize unit work.
organization and functions of nursing services presentationPoojaMhalatkar
The document discusses the organization and functions of nursing services in a hospital setting. It defines key terms like hospital and outlines the aims of hospital planning. It then describes the typical organizational structure of a hospital's nursing services, including roles like the Director of Nursing, Nursing Supervisors, Head Nurse, and Staff Nurse. It also discusses requirements for space, staffing patterns, and the organization of nursing services at the hospital level.
This document provides information for creating a duty roster for a 150-bed hospital. It recommends staffing levels based on the number of beds and patient loads in different departments. It then outlines factors to consider when making a duty roster, such as workloads, patient needs, scheduling, and staffing requirements. The document provides a sample duty roster for a 30-patient male medical ward, including the distribution of nurses across morning, evening, and night shifts to meet workload needs in each shift while allowing for time off.
The document discusses the importance and types of organizational structure in nursing services. An organizational structure establishes relationships between functions and positions, delegates roles and responsibilities, and determines communication lines and the allocation of duties. It enables workers to understand their responsibilities, coordinates tasks to avoid duplication or conflict, and establishes authority relationships between individuals, groups, and departments. There are two main types of structures: tall/centralized structures with many management levels and narrow spans of control, and flat/decentralized structures with fewer levels and broader spans of control that empower employees.
Staff development in nursing aims to promote the personal and professional growth of nurses through educational activities. It includes induction training for new nurses, job orientation, in-service education, continuing education, and training for specific skills. The goals are to improve job performance, assist career advancement, and ensure safe patient care. Staff development programs are assessed and evaluated using standards set by the American Nurses Association to effectively meet the learning needs of nursing staff.
Current trends and issues in nursing administrationpraveenPatel57
This document discusses trends and issues in nursing administration, education, and practice. It outlines changes taking place in society, other professions like medicine, and within nursing itself. Key trends include pursuing higher nursing degrees, changes in working conditions and pay, and adoption of technologies like computers and mobile devices. Issues relate to nursing registration, diploma vs. degree qualifications, specialization, standards of care, and challenges in nursing education like inadequate facilities and shortage of teachers.
This document discusses methods for estimating nursing staff requirements through activity analysis. It begins by introducing the importance of having an orderly staffing methodology. Various approaches to classifying patients based on their care needs are described, such as completely dependent, partially dependent, and ambulatory. The document then shows how to calculate the estimated nursing hours required for each patient classification in different shifts. It provides an example of allocating nurses across morning, evening, and night shifts based on the workload and number of patients in each classification. The conclusion discusses different approaches to allocating nursing staff and importance of monitoring unit census data.
Performance appraisal is used to evaluate employee job performance and behavior. It compares employee performance to pre-determined job standards. Performance appraisal is used for multiple purposes like determining training needs, awarding rewards, identifying underperformers, and making personnel decisions. An effective performance appraisal process includes establishing clear performance standards, using an appropriate evaluation tool, training evaluators, and ensuring consistency. Common errors in performance appraisal include leniency bias, recency bias, halo effect, and ambiguous evaluation standards.
The document discusses various approaches to estimating nursing staff requirements, including professional judgment, nurses per occupied bed, patient dependency, timed task/activity analysis, and regression-based systems. It provides details on activity analysis methodology, which involves collecting data on nursing interventions, tasks, and time spent to determine staffing needs. Several countries' workforce planning systems are also reviewed, such as mandatory nurse-to-patient ratios in the USA and Australia. The document concludes with India's nursing council norms for staffing hospitals and a comparison of those norms to standards at NIMHANS.
1. The Staff Inspection Unit recommended nursing norms in 1991-1992 that determined nurse-patient ratios in central government hospitals.
2. The Bajaj Committee recommended establishing vocational training programs and health science universities to improve health manpower production and management.
3. A High Power Committee reviewed nursing roles, functions, preparation, services and made recommendations to improve the nursing profession in India.
The document discusses staffing norms and processes for nursing staff. It defines staffing as determining the acceptable number and mix of nursing personnel to provide a desired level of care. It then outlines the various functions and steps involved in staffing, including identifying service needs, determining personnel categories, predicting staffing needs, recruiting and selecting personnel, and assigning responsibilities. The document also discusses factors that affect staffing and objectives of nursing staffing. Finally, it provides norms for nursing staffing levels from organizations like the Indian Nursing Council.
This document outlines several factors that affect ward management, including patient housing areas, sizes of rooms, locations of nursing stations, treatment rooms, clean and dirty utility rooms, dining areas, and bathrooms. It also describes different types of ward layouts such as open, Nightingale, Riggs, unilateral Riggs, and bilateral wards. Finally, it lists strategies for effective ward management like team spirit, positive reinforcement, economic working conditions, unity in following rules and regulations, orientation for new staff, ongoing education, guidance, and a trained administrator.
Nurse administrators believe that staffing plans should match employee skills and knowledge to patient needs to optimize care quality and job satisfaction. They believe all aspects of care for critically ill patients should be provided by professional nurses given the complexity of needs. For chronically ill patients, professional and technical nurses should provide health teaching and rehabilitation. Patient assessments, work quantification, and job analysis should determine personnel levels for each patient type. A master staffing plan should be developed centrally but administered locally by head nurses to accommodate unit-level needs.
This document discusses staff development and welfare in hospital and community nursing management. It defines staff development as programs designed to motivate, train, and educate learners to improve their knowledge, skills, and attitudes. The objectives of staff development programs are to improve staff performance and quality of care, provide knowledge updates, support evidence-based research, create a supportive work environment, and evenly distribute workloads. Staff development includes orientation, continuing education, in-service training, job counseling, and formal training programs. It also discusses the need for staff development to establish competence, satisfy interests, develop new skills, and increase productivity. The role of head nurses in staff development and factors relating to staff welfare like working hours, leaves, attendance at courses,
The document provides information on nursing service administration. It defines nursing services as aiming to provide prevention of disease and promotion of health. The objectives of nursing service management are to initiate human relationships among nursing personnel, establish staffing patterns, develop communication and evaluation systems, and participate in programs. It discusses factors that influence patient care like the type of service, nurse experience, physical facilities, and standards of care. The organization of nursing services is outlined from the chief nursing officer down to nursing staff. Human resource management in nursing aims to motivate employees to contribute to organizational goals through functions like policy creation, recruitment, training, and staff appraisal. Job descriptions are important for analysis, recruitment, and staff development. The role of the nurse administrator is
This document discusses various aspects of nursing leadership. It defines leadership and describes the importance of nursing leadership. Effective nursing leadership is crucial for ensuring high-quality patient care. The document outlines different leadership styles (autocratic, democratic, laissez-faire, etc.) and discusses the qualities, skills, and characteristics needed for successful nursing leadership. It emphasizes the value of transformational leadership and the advantages it provides over transactional leadership approaches. Overall, the document provides an overview of the concepts and importance of leadership within the nursing profession.
Patient Classification system and staff scheduling DarshanDodia3
The document discusses patient classification systems (PCS), which are tools used to manage nursing staff allocation based on patient care needs. It describes different types of PCS including factor evaluation systems, common care descriptors, and diagnostic-related groups. The purposes and importance of PCS are outlined, noting they help determine staffing needs and standardize nursing practice. Duty rosters, which schedule nursing shifts, are also discussed. Key factors in developing duty rosters include coverage, continuity, flexibility, and cost-effectiveness. Different scheduling approaches like modified work weeks and team rotations are presented.
- Nurses must continually pursue education to stay updated on the latest advancements in healthcare and technology. Continuing education helps nurses improve their skills and knowledge to provide better patient care. It is also often required to renew nursing licenses.
- There are many reasons why continuing education is needed in nursing, including rapid scientific changes, new technologies, career advancement opportunities, special situations like public health emergencies, and state licensing requirements. Proper planning and evaluation of continuing education programs is important to meet the learning needs of nurses.
This document discusses discipline in the workplace. It defines discipline as promoting adherence to rules and procedures necessary for effective organizational functioning. Several definitions of discipline are provided that emphasize orderly conduct, submission to regulations, and ensuring compliance with objectives. The objectives, types, aspects, principles, and approaches of discipline are outlined. Self-discipline and factors influencing it are also explained. Indiscipline, its causes, and how to deal with problem employees are discussed. Effective strategies for absenteeism and impaired employees are presented.
The document discusses nursing audit, which is defined as the evaluation of nursing care through retrospective analysis of nursing records. It aims to assess the quality of clinical nursing care against established standards. The summary includes three key points about nursing audit:
1. Nursing audit involves a systematic review of nursing records to evaluate whether good nursing practices were followed and standards of care were met.
2. The audit process generally involves setting criteria, designing a tool, implementing the tool to collect data from patient records, analyzing the data, and using results to modify nursing care plans and processes.
3. Results from nursing audits can be used to identify areas of weak performance, guide education programs, and help with resource allocation to improve the
Nursing audit assists in:
1. Evaluating Nursing care given,
2. Achieving deserved and feasible quality of nursing care,
3. Stimulating better nursing records maintenance,
4. Focuses on patient care provided and not on care provider,
5. Contributes to research in nursing.
The document provides job descriptions for several nursing roles at different levels within India's public health system. The Director of Nursing Services is responsible for advising the government on all nursing matters and oversees nursing services and education nationwide. Below them are Deputy Directors focused on training and the Assistant Director who oversees nursing services at the state level. At the community level, District and Public Health Nurses manage services. Within hospitals, Nursing Superintendents oversee all nursing departments, assisted by Deputy Nursing Superintendents and Ward Sisters.
Among the health care givers, the nursing team would certainly being aware of the qualifications and responsibilities of a head nurse,
on the road to health care quality improvement
NURSING MANAGEMENT AND EDUCATION
PLACING PEOPLE TO SUITABLE JOB IS A MUST FOR ACHIEVEMENT OF ORGANIZATIONAL OBJECTIVES. FOR THIS PURPOSE, SUITABLE METHODS ARE TO BE EMPLOYED TO DETERMINE EFFICIENCY, KNOWLEDGE, SKILLS AND ATTITUDE OF PERSONNEL SO AS TO DEPLOY THEM IN AREAS WHERE THEY CAN MAKE BEST USE OF THEIR SKILLS.
Organization and functions of nursing srvices and educationMahesh Chand
The document discusses the organization and roles of nursing services at different levels including hospitals, nursing education, and the community level. It outlines the hierarchy and responsibilities of nursing positions within hospitals from the director of nursing down to staff nurses. It also describes the roles of primary health centers and community health centers in providing nursing services at the community level. The primary objectives of nursing services at all levels are to provide quality care, health promotion, and disease prevention for patients and the community.
This document discusses staffing in nursing, including functions, nature, steps, philosophy and objectives of nursing staffing. It provides recommendations and norms from various committees on nurse-patient ratios. Some key points include:
- Staffing involves selecting, training and retaining qualified personnel to meet organizational needs.
- Functions include identifying service needs, determining job categories, predicting personnel needs and recruiting/selecting staff.
- A staffing study gathers environmental data using techniques like time studies and work sampling.
- Recommended nurse-patient ratios include 1:3 for non-teaching hospitals, 1:5 for teaching hospitals, and 1:1 for intensive care units.
- Patient classification systems quantify nursing care needs to
This document discusses methods for estimating nursing staff requirements through activity analysis. It begins by introducing the importance of having an orderly staffing methodology. Various approaches to classifying patients based on their care needs are described, such as completely dependent, partially dependent, and ambulatory. The document then shows how to calculate the estimated nursing hours required for each patient classification in different shifts. It provides an example of allocating nurses across morning, evening, and night shifts based on the workload and number of patients in each classification. The conclusion discusses different approaches to allocating nursing staff and importance of monitoring unit census data.
Performance appraisal is used to evaluate employee job performance and behavior. It compares employee performance to pre-determined job standards. Performance appraisal is used for multiple purposes like determining training needs, awarding rewards, identifying underperformers, and making personnel decisions. An effective performance appraisal process includes establishing clear performance standards, using an appropriate evaluation tool, training evaluators, and ensuring consistency. Common errors in performance appraisal include leniency bias, recency bias, halo effect, and ambiguous evaluation standards.
The document discusses various approaches to estimating nursing staff requirements, including professional judgment, nurses per occupied bed, patient dependency, timed task/activity analysis, and regression-based systems. It provides details on activity analysis methodology, which involves collecting data on nursing interventions, tasks, and time spent to determine staffing needs. Several countries' workforce planning systems are also reviewed, such as mandatory nurse-to-patient ratios in the USA and Australia. The document concludes with India's nursing council norms for staffing hospitals and a comparison of those norms to standards at NIMHANS.
1. The Staff Inspection Unit recommended nursing norms in 1991-1992 that determined nurse-patient ratios in central government hospitals.
2. The Bajaj Committee recommended establishing vocational training programs and health science universities to improve health manpower production and management.
3. A High Power Committee reviewed nursing roles, functions, preparation, services and made recommendations to improve the nursing profession in India.
The document discusses staffing norms and processes for nursing staff. It defines staffing as determining the acceptable number and mix of nursing personnel to provide a desired level of care. It then outlines the various functions and steps involved in staffing, including identifying service needs, determining personnel categories, predicting staffing needs, recruiting and selecting personnel, and assigning responsibilities. The document also discusses factors that affect staffing and objectives of nursing staffing. Finally, it provides norms for nursing staffing levels from organizations like the Indian Nursing Council.
This document outlines several factors that affect ward management, including patient housing areas, sizes of rooms, locations of nursing stations, treatment rooms, clean and dirty utility rooms, dining areas, and bathrooms. It also describes different types of ward layouts such as open, Nightingale, Riggs, unilateral Riggs, and bilateral wards. Finally, it lists strategies for effective ward management like team spirit, positive reinforcement, economic working conditions, unity in following rules and regulations, orientation for new staff, ongoing education, guidance, and a trained administrator.
Nurse administrators believe that staffing plans should match employee skills and knowledge to patient needs to optimize care quality and job satisfaction. They believe all aspects of care for critically ill patients should be provided by professional nurses given the complexity of needs. For chronically ill patients, professional and technical nurses should provide health teaching and rehabilitation. Patient assessments, work quantification, and job analysis should determine personnel levels for each patient type. A master staffing plan should be developed centrally but administered locally by head nurses to accommodate unit-level needs.
This document discusses staff development and welfare in hospital and community nursing management. It defines staff development as programs designed to motivate, train, and educate learners to improve their knowledge, skills, and attitudes. The objectives of staff development programs are to improve staff performance and quality of care, provide knowledge updates, support evidence-based research, create a supportive work environment, and evenly distribute workloads. Staff development includes orientation, continuing education, in-service training, job counseling, and formal training programs. It also discusses the need for staff development to establish competence, satisfy interests, develop new skills, and increase productivity. The role of head nurses in staff development and factors relating to staff welfare like working hours, leaves, attendance at courses,
The document provides information on nursing service administration. It defines nursing services as aiming to provide prevention of disease and promotion of health. The objectives of nursing service management are to initiate human relationships among nursing personnel, establish staffing patterns, develop communication and evaluation systems, and participate in programs. It discusses factors that influence patient care like the type of service, nurse experience, physical facilities, and standards of care. The organization of nursing services is outlined from the chief nursing officer down to nursing staff. Human resource management in nursing aims to motivate employees to contribute to organizational goals through functions like policy creation, recruitment, training, and staff appraisal. Job descriptions are important for analysis, recruitment, and staff development. The role of the nurse administrator is
This document discusses various aspects of nursing leadership. It defines leadership and describes the importance of nursing leadership. Effective nursing leadership is crucial for ensuring high-quality patient care. The document outlines different leadership styles (autocratic, democratic, laissez-faire, etc.) and discusses the qualities, skills, and characteristics needed for successful nursing leadership. It emphasizes the value of transformational leadership and the advantages it provides over transactional leadership approaches. Overall, the document provides an overview of the concepts and importance of leadership within the nursing profession.
Patient Classification system and staff scheduling DarshanDodia3
The document discusses patient classification systems (PCS), which are tools used to manage nursing staff allocation based on patient care needs. It describes different types of PCS including factor evaluation systems, common care descriptors, and diagnostic-related groups. The purposes and importance of PCS are outlined, noting they help determine staffing needs and standardize nursing practice. Duty rosters, which schedule nursing shifts, are also discussed. Key factors in developing duty rosters include coverage, continuity, flexibility, and cost-effectiveness. Different scheduling approaches like modified work weeks and team rotations are presented.
- Nurses must continually pursue education to stay updated on the latest advancements in healthcare and technology. Continuing education helps nurses improve their skills and knowledge to provide better patient care. It is also often required to renew nursing licenses.
- There are many reasons why continuing education is needed in nursing, including rapid scientific changes, new technologies, career advancement opportunities, special situations like public health emergencies, and state licensing requirements. Proper planning and evaluation of continuing education programs is important to meet the learning needs of nurses.
This document discusses discipline in the workplace. It defines discipline as promoting adherence to rules and procedures necessary for effective organizational functioning. Several definitions of discipline are provided that emphasize orderly conduct, submission to regulations, and ensuring compliance with objectives. The objectives, types, aspects, principles, and approaches of discipline are outlined. Self-discipline and factors influencing it are also explained. Indiscipline, its causes, and how to deal with problem employees are discussed. Effective strategies for absenteeism and impaired employees are presented.
The document discusses nursing audit, which is defined as the evaluation of nursing care through retrospective analysis of nursing records. It aims to assess the quality of clinical nursing care against established standards. The summary includes three key points about nursing audit:
1. Nursing audit involves a systematic review of nursing records to evaluate whether good nursing practices were followed and standards of care were met.
2. The audit process generally involves setting criteria, designing a tool, implementing the tool to collect data from patient records, analyzing the data, and using results to modify nursing care plans and processes.
3. Results from nursing audits can be used to identify areas of weak performance, guide education programs, and help with resource allocation to improve the
Nursing audit assists in:
1. Evaluating Nursing care given,
2. Achieving deserved and feasible quality of nursing care,
3. Stimulating better nursing records maintenance,
4. Focuses on patient care provided and not on care provider,
5. Contributes to research in nursing.
The document provides job descriptions for several nursing roles at different levels within India's public health system. The Director of Nursing Services is responsible for advising the government on all nursing matters and oversees nursing services and education nationwide. Below them are Deputy Directors focused on training and the Assistant Director who oversees nursing services at the state level. At the community level, District and Public Health Nurses manage services. Within hospitals, Nursing Superintendents oversee all nursing departments, assisted by Deputy Nursing Superintendents and Ward Sisters.
Among the health care givers, the nursing team would certainly being aware of the qualifications and responsibilities of a head nurse,
on the road to health care quality improvement
NURSING MANAGEMENT AND EDUCATION
PLACING PEOPLE TO SUITABLE JOB IS A MUST FOR ACHIEVEMENT OF ORGANIZATIONAL OBJECTIVES. FOR THIS PURPOSE, SUITABLE METHODS ARE TO BE EMPLOYED TO DETERMINE EFFICIENCY, KNOWLEDGE, SKILLS AND ATTITUDE OF PERSONNEL SO AS TO DEPLOY THEM IN AREAS WHERE THEY CAN MAKE BEST USE OF THEIR SKILLS.
Organization and functions of nursing srvices and educationMahesh Chand
The document discusses the organization and roles of nursing services at different levels including hospitals, nursing education, and the community level. It outlines the hierarchy and responsibilities of nursing positions within hospitals from the director of nursing down to staff nurses. It also describes the roles of primary health centers and community health centers in providing nursing services at the community level. The primary objectives of nursing services at all levels are to provide quality care, health promotion, and disease prevention for patients and the community.
This document discusses staffing in nursing, including functions, nature, steps, philosophy and objectives of nursing staffing. It provides recommendations and norms from various committees on nurse-patient ratios. Some key points include:
- Staffing involves selecting, training and retaining qualified personnel to meet organizational needs.
- Functions include identifying service needs, determining job categories, predicting personnel needs and recruiting/selecting staff.
- A staffing study gathers environmental data using techniques like time studies and work sampling.
- Recommended nurse-patient ratios include 1:3 for non-teaching hospitals, 1:5 for teaching hospitals, and 1:1 for intensive care units.
- Patient classification systems quantify nursing care needs to
Staff Inspection Unit Bajaj Committee High Power CommitteeReemaKhan31
1. The document discusses staffing norms and ratios for nurses in hospitals and outlines recommendations for manpower planning.
2. It provides nursing staff to patient ratios for different hospital units and departments according to SIU and TNAI/INC norms.
3. Major recommendations include establishing a national health manpower policy, carrying out health manpower surveys, and vocationalizing education.
STAFFING, DEFINITION, PHILOSOPHY AND NORMS.pptxMargreatAndrias
The document discusses staffing norms and philosophies for nursing administrators, including recommended nurse-patient ratios provided by various committees. It also outlines the objectives, functions, and factors to consider in staffing such as manpower requirements, recruitment, selection, training, and performance evaluation. The nursing norms aim to guide the planning of nursing manpower to ensure adequate staffing levels that allow for proper patient care.
STAFFING
Staffing is the systematic approach of selection, training, motivating and retaining of a professional and non- professional personnel in Any organization.
Philosophy of staffing
Match the employee’s knowledge and skills to patient needs that optimizes job satisfaction and quality of care.
The document discusses various committees and organizations that have established norms and recommendations for staffing levels in nursing. It outlines the norms set by the Staff Inspection Unit (SIU) in 1991-92, which are still widely followed today. It also summarizes recommendations from the Bajaj Committee in 1986 and the High Power Committee on nursing, which looked at nursing working conditions, staffing norms, and training needs. Both committees made recommendations regarding nursing staff requirements and ratios for hospitals and community health services.
Norms are standards that guide nursing staffing levels. The document discusses nursing staffing norms recommended by various committees in India, including the Staff Inspection Unit (SIU) in 1991-92. The SIU norms recommend nurse-patient ratios of 1:3 for non-teaching hospitals and 1:5 for teaching hospitals. The norms also provide ratios for different units like ICU, labor room, and operation theaters. Most hospitals in India follow the SIU norms for calculating nursing staff entitlement and defining nursing roles.
The document discusses NABH Nursing Excellence Standards presented by a Nursing Officer. It covers the vision and scope of NABH, which includes accreditation of healthcare facilities and quality promotion initiatives. Nursing excellence is measured according to 7 standards including nursing resource management, nursing care of patients, management of medication, education/communication, infection control, empowerment/governance, and quality indicators. Key aspects of nursing resource management standards are ensuring adequate staffing levels and ratios according to workload, induction and continuous training of nursing staff, performance management processes, and workplace safety.
The document discusses standards for evaluating nursing services to achieve certification from the National Accreditation Board for Hospitals and Healthcare Providers (NABH) in India. It addresses 7 areas of nursing excellence: nursing resource management, nursing care of patients, management of medication, education and communication, infection control practices, empowerment and governance, and nursing quality indicators. Standards are provided for nursing resource management, including maintaining adequate nurse staffing levels according to guidelines, new nurse orientation processes, and performance management. Maintaining proper nurse staffing levels and skill mix is important to provide quality patient care.
Staffing involves selecting, training, motivating and retaining personnel in an organization. Nurse staffing presents constant challenges for healthcare facilities. The staffing process includes human resource planning, recruitment, selection, placement, training, development, promotion and compensation. Effective staffing requires determining the appropriate number and mix of nursing staff needed to meet patient care needs. Factors like patient volume and acuity, unit layout, budget and professional standards influence staffing decisions. The goal of nurse staffing is to match employee skills with patient needs to optimize job satisfaction and care quality.
The document discusses various committees and their recommendations on staffing norms in nursing:
- The S.I.U. norms from 1991-92 recommend nurse-patient ratios for different units and departments, such as 1:1 for critical care and 1:5 for general wards.
- The TNAI/INC norms from 1985 recommend ratios such as 1:3 in teaching hospitals and 1:5 in non-teaching hospitals for general wards.
- The 1987-89 High Power Committee studied various aspects of nursing including staffing, training, and organization. It recommended staffing levels for primary health centers.
- The Bajaj Committee of 1986 recommended appointing nurses based on bed
The document provides information about staffing philosophy, norms, and methods for estimating nursing staff requirements. It discusses various committees that have established nursing staff norms in India, including the Staff Inspection Unit, Bajaj Committee, High Power Committee, and Indian Nursing Council. It also outlines a patient classification system that assigns patients to levels of care in order to calculate nursing staff needs based on the required hours of care per patient. Formulas are provided for determining the number of nursing staff needed per 24-hour period and shift based on patient classifications.
This document discusses nursing staffing and services in hospital units. It begins by providing context on the evolution of nursing from an art to a scientific profession. It then describes the organization and management of nursing services, including definitions, roles, and standards. The document outlines factors to consider in planning nursing services, such as patient needs, facilities, and personnel. It discusses challenges faced and recommendations for better nursing administration, including accountability, autonomy, and specialty nursing. Overall, the document provides an overview of nursing services in hospitals with a focus on effective staffing and management.
Staffing , duties and responsibilities of various categoriesDeblina Roy
This document discusses staffing in nursing. It begins by defining staffing and outlining its objectives, which include understanding the meaning of staffing and the importance of safe staffing. It then covers the philosophy, importance, nature, features, and components of staffing. Factors influencing staffing patterns are discussed, as well as the system approach to staffing. Finally, it summarizes a research study that found an association between nurse staffing levels, burnout, and healthcare-associated infections. Reducing nurse burnout may help control infections in hospitals.
This document defines key concepts related to staffing and scheduling in nursing management. It discusses staffing as planning, scheduling, and allocating human resources to meet patient care needs. A staffing plan specifies the number and types of staff needed on each unit and shift. Effective staffing considers factors like patient acuity and nursing tasks. Scheduling assigns staff to specific shifts and aims to provide adequate coverage while promoting work-life balance and efficiency. Common scheduling methods include block, cyclical, and self-scheduling.
Nursing service aims to satisfy patient and community nursing needs. Placement involves assigning specific jobs, ranks, and responsibilities to candidates based on job requirements and qualifications. This improves employee outcomes like morale and turnover. Patient care is organized through assignment and delegation of duties among nursing personnel. Factors like patient characteristics and organizational support affect assignment patterns. Various nursing care delivery models distribute direct and indirect patient care functions among different roles.
This document discusses methods for estimating nursing staff requirements through activity analysis. It begins by introducing the importance of having an orderly staffing methodology based on patient needs. It then defines the differences between staffing, which determines required skills and numbers, and scheduling, which assigns specific people to work times. Several approaches for determining staffing requirements are presented, including patient classification systems that correlate care needs with categories. The document demonstrates a sample calculation of required staff based on patient numbers in each category and estimated nursing hours needed. It stresses adjusting staffing levels in response to patient load fluctuations.
The document discusses nursing personnel management. It defines personnel management as organizing individuals at work to achieve maximum efficiency and effectiveness. Nursing personnel management aims to employ qualified nurses, provide good working conditions to attract and retain staff, and contribute to personnel development and welfare. The key elements of personnel management discussed are recruiting suitable employees, retaining staff through good work environments and job satisfaction, and maintaining good relationships. The document also outlines various nursing roles and their responsibilities within clinical, educational, and administrative settings.
SEMINAR ON METHODS OF PATIENT ASSIGNMENTP V GREESHMA
The document discusses various methods of organizing patient care in hospitals. It describes approaches like case method, functional nursing, team nursing, modular nursing, progressive patient care and primary nursing. It also discusses patient classification systems and factors affecting nursing staff assignment. Different levels of patient care needs are classified and the expected nursing care hours for each level in various shifts is provided. The role and functions of a nurse administrator in managing the patient care system is summarized.
This document discusses staffing methods and philosophy in healthcare organizations. It begins by defining key terms like staffing, promotion, budget, and utilization. There are three types of staff: general staff who advise executives, technical staff with specialized skills like nursing, and auxiliary staff who perform common duties.
Staffing involves selecting, training, and retaining personnel. A staffing study examines environmental factors to determine needs. There are various staffing methods including cyclic scheduling that repeats schedules in cycles, self-scheduling where staff choose shifts, and patient classification systems that rate patients' care needs to match staffing requirements. The goal is providing the right staff to meet patients' needs on each shift.
Employment PracticesRegulation and Multinational CorporationsRoopaTemkar
Employment PracticesRegulation and Multinational Corporations
Strategic decision making within MNCs constrained or determined by the implementation of laws and codes of practice and by pressure from political actors. Managers in MNCs have to make choices that are shaped by gvmt. intervention and the local economy.
Org Design is a core skill to be mastered by management for any successful org change.
Org Topologies™ in its essence is a two-dimensional space with 16 distinctive boxes - atomic organizational archetypes. That space helps you to plot your current operating model by positioning individuals, departments, and teams on the map. This will give a profound understanding of the performance of your value-creating organizational ecosystem.
Specific ServPoints should be tailored for restaurants in all food service segments. Your ServPoints should be the centerpiece of brand delivery training (guest service) and align with your brand position and marketing initiatives, especially in high-labor-cost conditions.
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Public Speaking Tips to Help You Be A Strong Leader.pdfPinta Partners
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Copy of the presentation given at XP2024 based on a research paper.
In this paper we explain wat overwork is and the physical and mental health risks associated with it.
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Finally there is a call to action for Team Leads / Scrum Masters / Managers to measure and monitor excess work for individual teams.
2. DEFINITION
⊳ Staffing may be defined as implementing, planning,
providing, employment and developing human
resources at different grades in institution on order
to implement various complex institutional
activities and fulfil the goals of management.
2
3. According to Koontz and O’ Donnel
⊳ “The managerial functions of staffing involves
manning the organizational structure through proper
and effective selection, appraisal and development of
personnel to fill the roles designed in to the structure”
3
4. Mission of staffing
1) To ensure maximum utilization of resources
2) To discover and obtain competent personnel for various jobs.
3) To ensure the continuity and growth of the enterprise through
adequate staffing.
4)To improve job satisfaction and morale of the employees.
5)To be able to meet crisis/emergency situation.
6)To deliver good quality of care and attain job satisfaction and patient
satisfaction.
4
5. Objectives of Staffing
⊳ To recruit adequate number of human power resources to attain the
goals of management.
⊳ To carry out the managerial functions such as planning, directing and
controlling the organization by recruiting adequate human resources.
⊳ To recruit competent staff.
⊳ To retain right number of staff and utilize their ability to the
maximum.
To provide training programme to strengthen personnel skills and
abilities of the staff.
⊳ To ensure adequate staffing .
5
6. Philosophy of staffing: The nurse administrator believes that:
⊳ The knowledge and skills of the staff can adequately fulfil
the needs of the patient and thereby ensure both job
satisfaction and quality care.
⊳ Only professionally trained nurse can provide a high
quality of patient care and handle critically ill patients by
providing both technical and interpersonal skills.
⊳ A professional nurse can, not only treat chronically ill
patients, but also provide health education and
rehabilitative care, which is more complex.
6
7. Philosophy of staffing:The nurse administrator believes that:
⊳ By determining patient needs and doing assignments, job
quantification and analysis can be done.
⊳ All sorts of nursing-related plans, e.g. master rotation
plan, duty roster etc. should be done only buy nursing
staff.
⊳ All staffing plan should be delegated to each unit-level
head nurse so that the activities of each ward and details
of each shift are planned well.
7
8. HUMAN RESOURCE
⊳ An organization gets its life through people, for it is solely
through its human resources that all other resources can
be effectively utilized.
⊳ Management guru Peter F.Drucker says,”Knowledge is
the only meaningful resources today”
⊳ In fact, the human resource component is what brings
breath to organization and keep it going.
8
9. Importance of the Staffing Functions
Utilization of resources efficiently
Stronger Organization
Efficient Human Resource
Managerial functions
Organizational performance
Achieve the objective
Figure : Functions of staffing
11. Most Hospitals today
follow the Staff
Inspection Unit Norms.In
this activity, the works of
a nursing sister are
common, but the work of
the ward sister remains
similar to staff nurse even
after promotion.
11
12. Recommendations of Staff Inspection Unit
⊳ Norms have taken into account the workload projected in the
wards and other areas of the hospital.
⊳ The post of nursing sisters and staff nurses have been clubbed
together for calculating the two as nursing sisters. A staff nurse
will continue to perform the same duties even after she is
promoted to the level of nursing sisters.
⊳ Out of the entitlements worked out on the basis of the norms, 30%
of post may be sanctioned for nursing sisters. This would improve
the existing ratio of 1 nursing sister to 3.6 staff nurses fixed by the
government with the Delhi Nurse’s Union in May 1990.
12
13. Recommendations of Staff Inspection Unit Cont:
⊳ The assistant nursing superintendent are recommended in the ratio of 1 ANS to
every 4.5 nursing sisters. The ANS will perform the duty presently performed by
nursing sisters and perform duty in shift also.
⊳ The posts of Deputy Nursing Superintendent may continue at the level of 1 DNS
per every 7.5 ANS.
⊳ There will be a post of Nursing Superintendent for every hospital having 250 or
beds.
⊳ There will be a post of 1 Chief Nursing Officer for every hospital having 500 or more
beds.
⊳ It is recommended that 45% posts added for the area of 365 days working including
10% leave reserve (maternity leave, earned leave, and days off as nurses are
entitled for 8 days off per month and 3 National Holidays per year when doing 3
shift duties).
13
14. The Nurse-patient Ratio as per the S.I.U. Norms
14
1. General Ward
2. Special Ward - ( pediatrics,
burns, neuro surgery, cardio
thoracic, neuro medicine, nursing
home, spinal injury, emergency
wards attached to casuality)
1:6
1:4
3. Nursery 1:2
4. I.C.U. •1:1(Nothing mentioned about the shifts)
5. Labour Room •1:l per table
6. O.T. •Major - 1 :2 per table
•Minor - 1:l per table
15. 7.Casualty
⊳ a) Casualty (Main)
⊳ Attendance up to 100 patient per
day
⊳ Thereafter for every additional
attendance of 35 patients per
day
⊳ 3 Staff Nurse/Nursing sister
for 24 hours i.e.
⊳ 1 per shift
⊳ 1 Staff
⊳ Nurse/Nursing Sister
15
16. 7.Casualty
⊳ b) Burns
⊳ Attendance up to 15 Patient per
day
⊳ Thereafter for every additional
attendance of 10 patients per
day
⊳ 3 Staff Nurse/Nursing Sister
for 24 hours i.e.
⊳ 1 per shift
⊳ 1 Staff
⊳ Nurse/Nursing Sister
16
17. 7.Casualty :
⊳ c) Orthopaedics
⊳ Attendance up to 45 patient per
day
⊳ Thereafter for every additional
attendance of 15 patients per
day
⊳
⊳ 3 Staff Nurse/Nursing Sister
for 24 hours i.e.
⊳ 1 per shift
⊳ 1 Staff
⊳ Nurse/Nursing Sister
17
18. 7.Casualty :
⊳ d) Gynae/Obstetrics Attendance
up to 40 patients per day
⊳ Thereafter for every additional
attendance of 15 patients per
day
⊳
⊳
⊳ 3 Staff Nurse/Nursing Sister
for 24 hours i.e.
⊳ 1 per shift
⊳ For every additional
attendance of 15 patient per
day
⊳ 1 Staff Nurse/ Nursing Sister
18
19. The Nurse-patient Ratio as per the S.I.U. Norms
19
8. Injection room OPD Attendance upto 100
patients per day 1 staff
nurse
120-220 patients: 2 staff
nurses
221-320 patients: 3 staff
nurses
321-420 patients: 4 staff
nurses
20. 20
9. OPD
NAME OF THE
DEPARTMENT
· Blood bank
· Paediatric
· Immunization
· Eye
· ENT
· Pre anaesthetic
· Cardio lab
· Bronchoscopy lab
· Vaccination anti rabis
· Family planning
1
2
2
1
1
1
1
1
1
2
The Nurse-patient Ratio as per the S.I.U. Norms
21. The Nurse-patient Ratio as per the S.I.U. Norms
21
9. OPD
NAME OF THE DEPARTMENT
· Family planning
· Medical
Surgical
· Dental
· Central sample collection centre
· Orthopaedic
· Gyne
· Xray
· Skin
· V D centre
· Chemotherapy
· Neurology
· Microbiology
· Psychiatry
· Burns
2
1
1
1
1
2
2
3
2
2
2
1
2
1
2
22. In addition to the 10%
reserve as per the
extent rules, 45% posts
may be added where
services are provided
for 365 days in a year/
24 hours.
22
23. Nurse Patient Norms as per TNAI and INC
1. Chief Nursing Officer :1 per 500 beds
2. Nursing Superintendent :1 per 400 beds or above
3. D.NS. :1 per 300 beds and 1 additional for every 200 beds
4. A.N.S. :1 for 100-150 beds or 3-4 wards
5. Ward Sister :1 for 25-30 beds or one ward. 30% leave reserve
6. Staff Nurse :1 for 3 beds in Teaching Hospital in general ward& 1 for 5 beds in
Non-teaching Hospital +30% Leave reserve
7. Extra Nursing staff to be provided for departmental research function.
8. For OPD and Emergency :1 staff nurse for 100 patients (1 : 100 ) + 30% leave
reserve
9. For Intensive Care unit: (I.C.U.)- 1:l or (1:3 for each shift ) +30% leave reserve.
10.It is suggested that for 250 bedded hospital there should be One Infection Control
Nurse (ICN) 23
24. For specialized
departments, such as
Operation Theatre,
Labour Room, etc. 1:25
+30% leave reserve.
norms are not based on
Nursing Hours or
Patient's Needs here.
24
26. ⊳ The patient classification system (PCS)group
patients as per the complexity and amount of
their nursing care necessities. The intention of
PCS is to evaluate patients, group them with
other patients having similar needs and
attributes patient in a different group.
26
27. 1.The PCS provides a method of
quantitatively estimating and
assessing patients need in
relation to nursing care. It is a
way of determining the amount
and type of care a patient
requires as well as providing a
means to standardizing nursing
care practice.
Importance of Patient Classification System
2. As economic issues have
become important , health care
decisions making and the PCS
provide an input to how
nursing care is delivered, the
amount of time required, the
costs involved, they also
evaluate cost-effectiveness
care.
27
28. 3.The PCS can be used as a
valid and reliable instrument to
measure the acuity level of
patients in terms of nursing
workload and number of
nursing staff needed, as well as
variations in nursing care.
4.This help to simplify staff
allocation and scheduling.
Importance of Patient Classification System
5.This system can also be used
effectively for long-range
staffing, budgeting, management
planning, quality management
programmes, compliance with
licensing and industry standards
and regulations.
28
29. There are three types of PCS
1.Factor Evaluation
System
Patient needs are
scored on multiple
care descriptors.
2.Common Care
Descriptor
It describes typical
patients and their
varrying needs level.
3.Diagnostic Related
group
This is grouping
patients for
prospective payment.
29
Types of Patient Classification System
30. 1.Factor evaluation system
⊳ Patient needs are scored on multiple care descriptors
⊳ Most of health care agencies use this PCS where several care elements or
descriptors are identified.
⊳ Each element is divided into sub elements and a standard time is determined
for accomplishing each element.
⊳ The descriptors used to measure a patients’ dependency needs are activities
of daily living, feeding, grooming, toileting, comfort measures and mobility.
⊳ The requirement to assist a patient with each activity is quantified from the
least amount of time required to the greatest amount of time required, e.g.
self-feeding versus tube-feeding.
30
31. 2.Common Care Descriptors.
⊳ It describes typical patients and their varying needs level. e.g.
hygiene, nutrition, medications, fluid management, skin and wound
care, respiratory care , circulatory care, elimination, mobility, special
diagnostic and treatment procedures, health teaching and daily
activities of living.
⊳ After care descriptors have been selected, the levels of care and
intensity are defined for each descriptors. Each level is differentiated
by the amount of nursing time and frequency it requires.
31
32. 1. Factor system can be cited
as objective because
mentioning special
indicators or factors linked
up with patient care
facilities to ascertain
objectivity by the rater.
Common Care Descriptors.
2. The evaluation prototype
system is regarded as subjective.
It uses broad descriptive
categories to report the patient
and his or her requirements .
32
33. Category-I
Patient with acute illness
will have their illness
reversed, the main goal
being to counter their
illness so that it subsides
and restore their health.
Category-II
Patient diagnosed with
chronic illness but had an
acute illness will be treated
completely to reduce the
disability and complication
level.The family members
will be given help in
managing the patient so
that he/she returns to
normal life after the
radication of the illness.
Category-III
Patient diagnosed to
have disability due to
chronic disease but
having the possibility
to return to optimum
level of functioning
through rehabilitation
methods with the help
of the health agency
supported by the
hospital..
33
Features for distinctive patient in each of the category
34. Category-IV
Patient diagnosed with
chronic illness who cannot
be cared for by the family
members since the disease
has resulted in complications
and thus would need
constant hospital support.
Features for distinctive patient in each of the category
Category-V
Patients are in the terminal
stage of their illness and
requires specific team
members to recue them
from death. Therefore, the
PCS system plans the care
specific to each category of
illness.
34
35. 3.Diagnostic –Related Groups
⊳ This is grouping patients for prospective payment.
⊳ This system sets a predetermined price for patient hospital care of Medicine recipient’s
according to the patient’s placement in 1 to 467 diagnostic related groups(DRGs).
⊳ The DRG strategy is a system of grouping patients according to demographic,
diagnostic and therapeutic characteristics that correlate with their use of hospital
facilities.
⊳ Under this prospective payment system, hospital are paid a fixed price for all inpatients,
according to the DRG into which they are classified at the time of discharge from the
hospital. If the hospital cost for the patient care is less than the fixed rate, the hospital
makes a profit. If the cost exceeds the fixed rate, the hospital is at a lost.
⊳ The DRG system provides incentives for early hospital discharge but the quality of care
is affected.
35
37. Introduction
⊳ In nursing management of any unit, time
planning for the worker is a pre-requisite for
successful nursing operations because the
scheduling of working and nonworking hours
directly affects the employees' productivity,
work satisfaction and job tenure.
37
38. Definition
⊳ Scheduling is defined
as a pattern of on-off
duty hours for
employees in a
particular unit.
38
40. Purposes of scheduling:
⊳ To provide equality nursing care by appropriate staffing and
avoiding excess staff workload.
⊳ To be fair in providing equal distribution of days off for all staff while
scheduling work.
⊳ To avoid confusion in work environment which help the staff to
complete the task appropriately on time.
⊳ To help the staff to learn their work schedules in advance so that
they can streamline their work accordingly.
⊳ To accomplish the goals of the nursing management unit.
⊳ To help the staff handling emergency situation by adding staff from
less busy unit.
40
41. Principles of Planning Duty Roster:
1. Coverage: Nursing coverage must be provided 24h a day, 7 days
a week with the right number and mix of staff.
2. Continuity: Continuity of quality and quality care.
3. Flexibility: The ability of the scheduling system to handle change
and consider individual preferences as much as possible.
4. Stability: The extent to which nurses know in advance their future
days off and on duty consistent with stable staffing policies.
5. Cost effectiveness: The ability to assign the needed staff without
overstaffing, and also ensuring maximum utilization of a nurse’s
time and skills.
41
42. Methods of Scheduling
10-h day
scheduling
01 02
12-h day
shift
03
Premium
Vacation night
04
Flexible
role
scheduling
The
weekend
alternative
05 06
Team
rotation
08
Cross
training
07
Premium day
weekend
Modified Work Week
43. 10-h day scheduling
The staff work for 10 hour duty shifts per week with 6
hour of overlapping. These overlapping hours are
utilized by planning staff welfare programme and
patient-centred conference, which benefit the staff.
43
44. 12-h shift:
The nurse works for 12h for seven shifts in 2 weeks,
has 3 days work and 4 days off in the week, and 4 days
work and 3 days off in the second week. Nurses are
paid extra 84-h of total work. This type of scheduling
helps the nurse to give better nursing care. It also
added to the benefit for them as they can save money
and manage their personal lives.
44
45. Premium Vacation night:
This type of scheduling includes providing additional 5
working days off for the staff who is ready to work
continuously in night duty for specific period of time.
E.g. for 6 months.
45
46. A flexible role scheduling
This type of scheduling have an advantage of
meeting the staff requirement in the units
where the workload is high. In such situation,
the staff are scheduled and rotated equally ,
which improves the quality care and job
satisfaction.
46
47. The weekend alternative:
In this method, weekends are alternated. So the
staff can use it to attend their continued nursing
education programme or they can utilize it for their
personal reasons. Usually nurses work from Monday
to Friday and have their weekends off. They work
for 12-h shift and are paid for 40-hours along with
additional benefits.
47
48. Team rotation:
This means continuous rotation of the specific
nurse team in a particular unit where each member
has to work in a coordinated manner with the team.
48
49. Premium day weekend:
In this kind of scheduling, one extra day off is given
to the staff who offers to work voluntarily for one
more extra day apart from the formal scheduled
plan.
49
50. Cross training:
It is one of the flexible scheduling wherein the
nurses are crossed scheduled to different units,
which help them to get expertise in all areas of
nursing unit. But this scheduling requires orientation
and ongoing staff development programme to
prevent errors in the continuity of the nursing care.
50
52. 52
⊳ In nursing management planning, the duty
roster is an important requirement to
implement quality nursing care
successfully., because proper planning and
executing of the duty roster will directly
affect the functioning, efficiency and job
satisfaction.
54. Specific scheduling policies in duty roster:
⊳ A policy for a person, by title, who is responsible for
preparing the roster.
⊳ The time period to be covered by each schedule.
⊳ The number of weeks or days in advanced that the roster
should be posted.
⊳ The total of on-duty hours for each employee.
⊳ The beginning and ending hours of each shift and
breaktimes.
54
55. Specific scheduling policies in duty roster:
⊳ The number of shifts between which each employee must
rotate, days off, weekends, offs per month and minimum
days off.
⊳ The number of paid holidays and vacation days ; vocation
scheduling.
⊳ The procedure for handling emergency request, and
number of sequential work days.
⊳ Shift pattern(7:30am-12:30 pm -,10-,12-h shifts) with
different combination of working days and off days.
55
56. Steps in planning the duty roster:
⊳ A skeleton plan is made in pencil to allow alterations.
⊳ List the names in order of seniority.
⊳ Put special requests in ink to avoid eraser.
⊳ Insert days off, noting busier days.
⊳ It is important not to have too many nurse off duty at the
same time.
⊳ When placing days off in the schedule, refer to previous
roster so that days off are reasonably spaced and
weekend offs are shared.
56
57. Steps in planning the duty roster:cont
⊳ At the shifts, balancing senior and junior nurses for each
shift, ensuring that there is a senior nurse on duty to take
charge and that the trained nurses evenly distributed.
⊳ Totalled the number of staff on duty for each shift.
⊳ The roster maybe planned weekly or monthly or it may be
a fixed one.
⊳ All the above steps can be modified based on the policies
of each organization to suit its working conditions.
57
58. Holidays:
⊳ The nurse in-charge should be aware of the holidays
allotted to each of the staff nurses, who should also be fully
aware of the holidays allotted to him or her.
⊳ Nurses should be encourage to plan their holidays ahead of
time.
⊳ Only a certain number of staff should be allowed to take
their holidays simultaneously.This number is usually dicided
between the charge nurse and the nurse administrator.
58
59. Guide to compiling duty roster (Part-A)
⊳ Use the roster sheet as provided by health agencies.
⊳ Do not cut sheets: always use the full size and fill one sheet
before going to a new one.
⊳ Compile the roster for one full calendar month in advcanced.
⊳ Fill in headings: name of dept,month,dates and days if the week.
⊳ Rule lines in red to devide into complete weeks, e.g.from
yesterday of the previous week to Friday of the following week.
59
60. Guide to compiling duty roster (Part-A)
⊳ Write full name and Designation of each staff member in the left had
column.
⊳ Ensure that the names of all staff, including those on leave and new
members, are recorded accurately.
⊳ When leaves the dept.through transfer or resignation draw two lines in
red through the remaining days of the month, indicating the new dept,
or resignation or end of contract.
⊳ Enter leave by ruling a line between the agreed days. For e,g, 30 days
AL + 45 days ML:15.12.2007-27.02.2008.
⊳ Use accepted symbols only.
60
61. Guide to compiling duty roster (Part-B)
⊳ Before starting, check request book for any special requests.
⊳ Also shifts M(morning), A(afternoon),N(night) should be written
in blue felt pen.
⊳ DO(day off),PH(public health holiday), should be written in top
right corner. PH6, etc.
⊳ Asterisk (*) the name of the staff nurse incharge of each shift.
⊳ Count numbers on each shifts according to grade, total and
record on the roster.
61
62. Guide to compiling duty roster (Part-B)cont:
⊳ Duty roster should be submitted to the NS for checking and
approval one week before it comes into force.
⊳ Staff who resign at anytime during the year are only
entitled on the number of PHs occurring up to the date of
resignation .
⊳ Copy of the completed roster, checked and signed by the
ward incharge and nursing officer is to be submitted to the
Nursing Administration not later than the 26th /27th day of
each month.
62
67. Credits
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