Staffing Essay

(Recovery Accountability and Transparency Board, 2015). Many resorted to reducing costs via reductions in staff. While this solution seems valuable on the surface, the unintended consequences are varied and far-reaching. Hospitals with low nurse staffing levels tend to have higher rates of poor patient outcomes such as pneumonia, shock, cardiac arrest, and urinary tract infections, according to research funded by the Agency for Healthcare Research and Quality (AHRQ) (Stanton, 2004). Many such studies

moralities (Barkhordari-Sharifabad, Ashktorab, Atashzadeh-Shoorideh, 2017). This paper will discuss staffing shortages and how they can be unethical. It will discuss the sound leadership principles that were used in a past experience. It will also discuss three strategies to address the issue in the interest of the patient. Lastly it will discuss how this issue impacts nursing practice. Ethical Issue Staffing shortages are a common problem in the nursing world and a

any healthcare organization is running smoothly, they have different roles in real practice. The chosen problem is the nurse staffing ratio. A reduced nurse-patient ratio is imperative in the healthcare settings because it not only guarantees job satisfaction for nurses but also improves the health outcomes and safety of patients. Therefore, an explanation of nurse staffing ratio and a comparison of the way leaders and managers would approach the issue with a focus on human resource management, time

match with the patient demand with the Emergency Department capacity and staffing to deliver care within a timely manner, it can reflect on the patient flow and can create crowding and long throughput times (Richard & Jarvis, 2016). As a result, it can lead to poor quality of care and patient outcomes (Richard & Jarvis, 2016). On the other hand, the shortest throughput time while operating efficiently with the needed staffing can lead to good patient satisfaction and better outcomes (Richard & Jarvis

4. Staffing & human resources: The leadership of the agency beginnings from the cabinet secretary down to all the different subdivision groups and department heads. Culture is related to the community which they serve and working life between employees is on a supportive and understanding form. According to the county officer, work place problem are being addressed on the lowest level as possible and such issues are discussed directly or reported to the supervisor, before approaching the main high

An initiative I have been involved in has been the changing of the guard here at the KCCC. The goal of this initiative is to provide quality service to external clients with minimum staffing and a depleting budget for the year. From this week’s reading, I can say it has been a combination of working with a “sense of urgency” mixed with anger and complacency along with no motivation. Before the changing of leadership, employees worked as described in the first paragraph, in a “successful change

How the scenario is perceived as a ladder of effects and for every action it was a reaction. The issue truly lies in the lack of staff provided by the hospital. Usually hospitals have per diem staffing plus the float pool staffing in case any department is short in staff. Not only that but there are also companies and agencies that send there nurses and staffs as per hospital request. In addition the hospital should provide orientations and trainings for new staffs more often. What truly it seem

appropriate nurse staffing levels are essential to optimizing quality of care and patient outcomes in this era of value-based health care. The greater benefits can be derived from staffing models that count the number of nurses and/or the nurse-to-patient ratios and can be adjusted to account for unit and shift level factors. Furthermore, appropriate nurse staffing is associated with improved patient outcomes. With the increased focus on value-based maintenance, optimal nurse staffing will be essential

Your post brought out some great ideas about the nurse staffing crisis. As you stated, with the aging of the ‘baby boomers’ the demand for nurses is expected to only rise. Adding an interesting element is the fact that not only are patients aging, nurses are also aging. Per Auerbach, Buerhaus, and Staiger (2015), 40% of working nurses today are over the age of 40. In the next 20 years, this generation of nurses will be retiring and there will be an ever-rising demand for a new generation of nurses

3rd largest cost on our financial statements and we only have 1 full time employee and 1 part time employee managing our supply cost at this time. Nurse staffing continues to be one of the biggest challenges. We are cross training staff to work in other areas and developing a centralized nurse’s station to increase efficiencies in nursing staffing and to decrease contract labor. The skill set to work in areas such as ER, OB, and High Acuity require more experience and training than the regular acute