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Byline: Ginger Christ Travel nurses have held the upper hand for most of the pandemic, with providers willing to pay hundreds of dollars an hour for the temporary help needed [...]

Like many hospitals in the United States, Orlando-based Florida Hospital is experiencing a significant increase in the diversity of its staff and patient base. This, combined with new requirements of [...]

[ILLUSTRATION OMITTED] Jason Gillam has been a physical therapist for more than five years and works for the Mat-Su Regional Medical Center in Palmer at its Outpatient Center in Wasilla. […]

Total and inpatient margins are declining. And a cascade of financial pressures continues to threaten hospital revenue: * As the economy continues to trend downward, financial support from Federal and [...]

Impact of leader inclusiveness in hospital processes on the morale of the employees and their increased psychological safety is examined.

Scope for organizational learning in hospital residency programs, with respect to correcting mistakes of medical students, is analyzed.

Organizational behavior and interpersonal conflicts in a hospital due to the varied backgrounds of the employees, nurses and doctors, and strategies to handle them are discussed.

Independent or interdependent? Reflexive or reflective? Reactive or proactive? How you work with your hospital's physicians has a direct bearing on your hospital's bottom line and on your career progression. [...]

Back in June when the Society for Human Resource Management and the Great Place to Work[R] Institute (GPTW) announced the 50 Best Small & Medium Companies to Work for in [...]

Faced with the triple dilemma of fiscal problems, declining employee morale and escalating patient complaints, Conemaugh Memorial Medical Center (MMC) in Johnstown, Penn., knew something had to change. In 1999, [...]

At organizations all over the country, doors are being thrown open and executives are being brought in to make changes--sometimes sweeping changes--to company HR functions. [ILLUSTRATION OMITTED] In fact, a [...]

Keys to financial success? Let's see-there's staying on top of operating margin, days cash on hand, net days in accounts receivable. And organizational culture?!? At first glance, focusing on culture [...]

Purpose: The purpose of this study was to identify a set of factors that describes nursing satisfaction in the pediatric setting. Methods: An exploratory descriptive design was used. Surveys were distributed to all nurses employed at a children's hospital in the Southeast. The survey included: nursing satisfaction, organizational work satisfaction, job stress, and nurse recognition scales. Two hundred and forty-nine out of 534 pediatric nurses (46%) responded. Data were analyzed using factor analysis and correlation. Findings: The results of this survey demonstrated that several factors predict pediatric nurses' job satisfaction and organizational work satisfaction. These factors include: pay, time to do the nursing care, confidence in one's ability, and task requirements. A relationship among nurses' job satisfaction, organizational work satisfaction, job stress, and recognition in the pediatric setting was also found. Nurses with more years of experience and longevity on the unit and at the hospital had more confidence, showed less concern about time demands, and were less concerned about pay and task requirements than younger nurses. Job stress correlated significantly and inversely with age, years as a nurse, and years in the organization. Older nurses were more satisfied with recognition they received than their younger counterparts. Conclusions: The findings of this study support the need to focus on programs to increase the confidence of novice nurses, improve institutional nursing recognition for all levels, enhance communication at all levels of the organization, and maintain competitive compensation., It is imperative that hospitals strive to monitor and sustain the job and organizational work satisfaction of their nurses. Since the nursing department comprises the largest number of employees and [...]

Companies have procurement software to manage their suppliers. They have human resource management systems (HRMS) for their employees. But between those groups lies a large and growing gap: Many companies [...]

Short on clinical coders these days? You're not alone. The national vacancy rate for clinical coding and billing personnel is nearly 20 percent, according to a 2001 American Hospital Association [...]

Today, many hospitals are trying to provide modern care in antiquated facilities. Often, operational models and work processes have been adapted to the hospital and department layout, rather than the [...]

An analysis of cross-occupational task structures with aims of identifying work design and redesign factors in a hospital setting reveals that the process involves complex interrelationships among social, political and knowledge processes. The study reveals that task level technologies and their associated knowledge processes affect work redistribution design and, as in the case of nurses, raises questions about the assumption that healthcare workers are receptive to larger work roles.

The nursing departments of Allegheny General Hospital in western Pennsylvania conducted research to compare staffing levels and patterns with comparable hospitals. This benchmarking led to the formation of a team to visit a similar hospital and then to determine the appropriate (higher) intensive care staff-to-patient ratio. The goal was increased efficiency while maintaining high-quality patient care.

Service line organization is a business concept that can provide a model for a team-based approach to outcomes management of health care delivery. Outcomes management utilizes an interdisciplinary team to develop and implement enhanced practice. The collaborative team includes roles for the service line manager, advanced practice nurse, nurse manager, staff nurse, physician and administrator. The advanced practice nurse functions as outcomes manager.

A Deloitte and Touche survey on healthcare staff management shows that fewer hospitals plan to cut their staffs in 1997 than in 1996 or 1995. At the same time, hospital staff morale was said to be bad by 86% of the hospitals surveyed, compared with 81% in 1995 and 67% in 1994. The respondents said that general instability in the healthcare industry continued to worsen morale over time., It hardly seems possible--indeed, news reports might suggest the contrary--but the era of wholesale shedding of hospital labor could be drawing to a close, or at least a hiatus. A [...]

The giving and receiving of gifts, funeral attendance, post-discharge babysitting, usurping Of parental roles, indiscriminate sharing of personal information, and other issues prompted a pediatric tertiary care facility in the [...]

When Rockford Memorial Hospital decided its unscheduled absences were taking too big a bite, it took a look at paid time off (PTO). The new system gave the hospital a [...]

Downsizing and restructuring initiatives in hospitals are causing employee morale to decrease. Layoffs and uncertainty over healthcare reform are the main causes of the morale problems, according to an Oct 1995 Deloitte & Touche study of 681 hospitals. Changes in job duties, competitive pressure and a lack of communication are also contributing to the decreasing morale.

The effects of age, tenure, perceptions of interactional justice, affective and continuance commitment and the perceived practice of absenteeism are analyzed in relation to an employee's level of absenteeism. Data was gathered from 166 nursing and food services personnel in a medium-sized chronic care hospital. Data on the frequency of absences were gathered within a year after an employee survey. Evidence gathered supported hypotheses of the study.

Thirty-eight percent of hospitals surveyed by Deloitte & Touche in 1994 are cutting staff to cope with the increased competition generated by managed care. Most are laying off less than 10% of total staff, but cutbacks are as high as 30%. The most assiduous trimmers are nonprofits, particularly religious institutions. The most heavily targeted occupational group is registered nurses.

Hospital administrators, including financial managers, should come up with a formal transition and succession planning process for members of the medical staff. This responsibility is crucial since a growing number of physicians are in their retiring age. Succession and transition planning should be incorporated in the hospital's medical staff development. The duration of the transition process, the role that incumbent physicians will play in the practice during transition and the value of the practice should be primary considerations in succession and transition planning.

The Performance Review and Development System designed by St. Luke's Hospitals MeritCare strengthens the company's corporate commitment by actively involving the reviewer and the reviewee in the performance review process. The Fargo, ND-based tertiary care hospital redesigned the review system and integrated behavioral measures into all performance appraisals. The resulting system thus distinguishes and rewards high quality performance., St. Luke's Hospitals MeritCare developed an appraisal system that reinforces its corporate commitment by actively involving the reviewer and reviewee. As corporate change accelerates, organizations may measure and reward behaviors [...]