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* High rates of retirement among older nurses and horizontal violence among younger nurses heighten the importance of mentoring in the context of overall organizational stability and performance. * Viewing the essentials of mentoring in the context of organizational culture and leadership as a long-term commitment and solution rather than a short-term task will lead to improved staff retention, satisfaction, and, ultimately, patient outcomes. * Using Bass's four leadership initiatives, a culture for mentoring can be achieved through inspirational motivation, individualized consideration, idealized influence, and intellectual stimulation. * Alignment of organizational and mentoring goals is essential to a successful approach given that the qualities associated with leadership and mentorship are closely aligned. * Mentoring cultures also depend upon elements of a stable infrastructure such as managerial and executive support, scheduling flexibility, incentives, and recognition. * Transformational leadership practices are key to achieving the sustainable effects of mentoring programs that are rooted deeply in organizational culture., MANY AUTHORS HAVE examined the pervasive phenomenon in the practice of nursing that is widely known as "nurses eating their young." The literature reports that a staggering number of registered [...]

Nurse staffing patterns have come under increased scrutiny as hospital managers attempt to control costs without harming service quality or staff morale. This study presents production function results from a [...]

The employee participation strategy adopted by Hammersmith Hospitals National Health Service Trust for better services is discussed.

A Midwestern acute care facility shares its successful internal communication plan to engage stakeholders and describes its significance in achieving designation as a Magnet[R] hospital. This plan remains a framework for ongoing communications toward sustaining a Magnet culture, completing annual interim reports, and preparing for redesignation in 4 years., Nursing leadership at Saint Elizabeth Regional Medical Center in Lincoln, Nebraska, recognized from the outset that a successful bid to achieve designation as a Magnet[R] hospital would hinge upon the [...]

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.

Abstract. The human factor is central to healthcare, yet its proper management has remained beyond the reach of healthcare organizations. This qualitative study examines strategic human resource management (HRM) issues [...]

Quality has evolved from buzzword to strategic objective in recent years as not-for-profit hospitals have sought urgently needed improvements in the caliber of care and patient safety. Now, while the [...]

A study aiming to describe variations in nursing practice environments across hospitals and examining their associations to hospital bed size, community size, teaching intensity and nurse staffing levels is presented. It is observed that favorable nursing practice environments can be achieved in a wide variety of hospital settings.

With no end in sight for the nation's nursing shortage, hospitals are placing greater emphasis on retaining their current RN staff. It's a complex process, requiring in-depth knowledge of the [...]

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. [...]

The American medical community is grappling with the fallout from the reduction in residents' work hours. Proponents applaud the more humane hours and the reduced likelihood of mistakes due to fatigue, while critics worry that the residents are more inclined to watch the clock instead of their patients, less likely to develop a full sense of responsibility, and ultimately less effective at treating the ill.

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 [...]

WE WORK SIDE BY SIDE. We encourage teamwork, because we know that patients need the best that all disciplines have to offer. We are even held accountable to regulations that [...]

PART ONE OF THIS SIX-PART series of articles on the state of the nursing workforce in the United States focused on the current nursing shortage and whether hospital registered nurses [...]

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 [...]

* While significant improvements have been made in capturing patient acuity, staffing management systems often underestimate workload in terms of patient volume. * "Total Treated Patients," which includes the sum of admissions, discharges, patients admitted and discharged within the same day, and patients on the unit for 24 hours, was used to more accurately reflect the workload on a given unit. * This measure helps to capture what many studies have demonstrated: an admission or discharge requires at least 30 minutes of focused work. * A Unit Activity Index (UAI) was calculated to assess the need for further workload evaluation if the result was greater than 50%: average number of admissions, transfers, and discharges divided by average number of total treated patients times 100. * More sensitive measures like these support better allocation of staff across the 24-hour clock in shifts that may be different in length and start time than traditional shifts., IN TODAY'S EVER-CHANGING and demanding health care environment, hospitals are increasingly required to deliver high-quality health care at costs that often do not cover expenditures. Nursing labor costs are and [...]

* In surveys conducted in 2002 and 2004, nurse perceptions of the workforce shortage were assessed with respect to its current state, effects on practice, directional trends, and causes and solutions. * In 2004, nurses perceived less of a gap between supply and demand than respondents in 2002. * Fewer nurses in 2004 (41%) perceived salary and benefits as main causes of the shortage than in 2002 (58%). * In 2004, nurses were asked about recruitment and retention efforts in terms of their perceived potential benefit and perceived use. * While most recruitment and retention strategies were perceived as valuable by at least half of the nurses surveyed, only one retention strategy was observed by more than half of the nurses surveyed: mentoring programs for new grads., DURING THE 1990S, hospitals experienced two national shortages of RNs. The first occurred in 1990 and 1991 and was marked by an increase in the hospital RN vacancy rate (the [...]

Peer review is an integral part of professional nursing practice that traditionally involves licensed personnel evaluating one another. Peer review councils can structure the environment further, enhancing the consistency and meaningfulness of the evaluation process. A highly structured, inclusive process of peer review can help develop unit cultures of professionalism, involvement, and excellence. The formation, implementation, and outcomes of two unique peer review councils consisting of licensed and unlicensed personnel are described., Within hospitals, the form and content of the appraisal process are driven by various accrediting bodies, as well as state and federal law. These are further tempered by hospital leaders' [...]

Million-dollar malpractice settlements. Rising labor costs. Slumping bond ratings. These are certainly trying times for hospital executives struggling to keep their institutions in the black. Yet many hospital executives, having [...]

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 [...]

The unique regulatory compliance issues and the economic impact to hospitals of funding a major new operating expense, are the difficulties related to on-call pay. Hospitals can use locum tenants staffing and/or hire staff physicians as a means of controlling the expense associated with on-call compensation.

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 [...]

A study on the effectiveness of human resource management in Netherlands, suing control versus commitment HR theory in combination with New Institutionalism is presented. Empirical results suggest that the effect of human resource management (HRM) is lower in highly institutionalized sectors (hospitals and local government) than in less institutionalized sector like hotels.

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 [...]

In examining the relationship among nurse staffing, quality of care, and financial performance, prior empirical studies used competing measures and applied different levels of analysis. Using longitudinal data from 1990 [...]