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MANAGING RESOURCES A continual and troublesome question facing managers today is why some employees perform better than others. Making decisions about who performs what tasks in a particular manner without first considering individual behavior can lead to irreversible, long-term problems. Each employee is different in many respects. A manager needs to ask how such differences […]

Key Terms Content theories Equity theory Expectancy theory Extinction Goal-setting theory Horizontal promotion 1. Describe how motivation and ability affect job performance. 2. Discuss how different theories explain motivation. 3. Explain how orientation, preceptors, and on-the-job instruction can help motivate staff. 4. Describe the benefits of nurse residency programs, career advancement strate- gies, and leadership

A Model of Job Performance EMPLOYEE MOTIVATION MOTIVATIONAL THEORIES Manager as Leader Staff Development ORIENTATION ON-THE-JOB INSTRUCTION PRECEPTORS MENTORING COACHING NURSE RESIDENCY PROGRAMS CAREER ADVANCEMENT LEADERSHIP DEVELOPMENT Succession Planning Motivating and Developing Staff 17 Place Your Order Here!

patient care units in acute care hospitals . Journal of Nursing Scholarship, 43(1), 82–88. Manojlovich, M. (2009). Seeking staffing solutions. American Nurse Today, 4(3), 25–27. Needleman, J., Buerhaus, P., Pankratz, S., Leibson, C. L., Stevens, S. R., & Harris, M. (2011). Nurse staffing and inpatient hospital mortal- ity. New England Journal of Medicine, 364(11), 1037–1045.

Determine the nursing care hours needed. CHAPTER 16 • STAFFING AND SCHEDULING 225 3. Determine FTEs needed. 4. Create or modify a schedule that best meets your patients’ needs. 5. Supplement staff as needed. 6. Consider self-staffing if appropriate. Questions to Challenge You 1. What has been your experience with staffing? Use any work setting

Improving employee job satisfaction and patient care skills CASE STUDY 16-1 224 PART 3 • MANAGING RESOURCES supplemental staffing at a substantially lower cost than external agency nurses. In addition, in- ternal staff are familiar with the organization. All staff participating in the internal float pool must be adequately trained for the type of patient

shows how one hospital used open scheduling to decrease its use of agency staff and improve staff morale. Weekend Staffing Plan Hospitals can no longer arbitrarily staff patient care units on weekends or at nights with mar- ginal numbers or levels of qualified staff. The acuity of patients in hospitals, including medical and surgical patients,

STAFFING AND SCHEDULING 221 Medical units usually have the heaviest care needs in the morning hours, when patients’ daily care needs are being met and physicians are making rounds. On skilled nursing and rehabilitation units, care needs are greatest before and immediately after mealtimes and in the evening hours; during other times of the day,

Did the interviewer follow the principles discussed in this chapter? STAFFING AND SCHEDULING 219 Picard and Warner (2007) suggest fine-tuning PCS systems to predict the demand for nursing expertise several days in advance. They complain that basing staffing on immediate patient needs is short-sighted and often results in failure as mentioned above. Their system, called

Requirements for Staffing Systems A reliable and valid staffing plan must: ● Be created with input from direct-care registered nurses ● Be based on the number of patients and patient-acuity level with consideration of patient admissions, discharges, and transfers on each shift ● Reflect the level of preparation and experience of those providing care ●