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communication.
patient.
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3. Orientation.
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1. Courtesy call
visit out of courtesy to a head of the nursing service, the chief nurse.
time to time during his/her entire period in the unit or as essen tial by
3. Orientation
necessary. This will assist in a smooth transition into the site and
what more if one will manage the whole hospital institution? Head
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me as a student.
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1. Endorsement - 7:00 am
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1. Endorsement
other special procedures needed for the patients. Endo rsement made
2. Collaboration.
but they also help students prepare for the future managerial
responsibility.
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(http://www.co.genesee.ny.us/dpt/personnel/jobspecs/headnursespec
staff activities ensure quality patient care. The team leader attends
patient care conferences and provides input to the Nursing Care Plan.
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1. Endorsement.
2. NUrsing Rounds.
4. Final Rounds
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1. Endorsement
shift report.
2. Nursing Rounds
patients.
3. Circulate through duty area.
4. Final Rounds.
nurse. It should be done about one hour before the shift ends, the
charge nurse, which is the charge nurse, should begin final rounds to
observe and assess patient care and patient needs, and to see that
everything is in order before the staff goes off duty for that shift. In
making final rounds, the charge nurse would include the following:
intubations.
nursing care.
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table endorsement, the outgoing nurse would also make rounds with
to each patient¶s room to give the report. In turn, oncoming nurses see
additional benefit is that patients can confirm the details the outgo ing
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oneself in the position of a manager (in some cases a junior one) who
This does not mean that during the entire exposure, there is a
within a course.
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12!34
institution
assigned
collaboration
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procedures.
program development.
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The purpose of all staffing activities is to provide each nursing unit with
Such situation can lead to high rates of absenteeism and staffs turn -over
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1. the type, philosophy, objectives of the hospital and the nursing service.
3. the number of patients and severity of their illness -knowledge and ability of
nursing personnel are matched with the actual care needs of patients
6. standards of care desired which should be available and clearly spelled out.
11. expected hours of work per annum of each employee. This is influenced
12. patterns of work schedule -traditional 5 days per week, 8 hours per day; 5
days a week, ten hours per day and three days off; or 3 ½ days of 12 hours
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To compute for relievers needed, the following should be considered:
1. Average number of leaves taken each year - - - - - - 15
a. Vacation Leave - - - - - - - - - - - - - - - - - - - - - - - 10
b. Sick Leave - - - - - - - - - - - - - - - - - - - - - - - - - - - 5
2. Holidays - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 12
3. Special Privileges as per CSC MC#6 s.1996 - - - - - - -3
4. Continuing Education Program for Professionals - - 3
Total Average Leaves 33
It will be noted that although an employee is entitled to 15 days s ick
leave and 15 days vacation leave, 12 holidays, 3 days for continuing
education, plus 3 days of special privileges or 48 days total, he or she gets
only an average of 33 days leave per year.
To determine the relievers needed, divide 33 (the average numb er of working
days an employee is absent per year) by the number of working days per year
that each employee serves (whether 213 or 265). This will be 0.15 per person
who works 40 hours per week and 0.12 per person for those working 48 hours
per week. Multiply the computed reliever per person by the computed number
of nursing personnel.
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http://www.scribd.com/doc/25102504/Staffing -in-Nursing-Management
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Studies have shown that the morning or day shift needs the most number of
nursing personnel at 45 to 51 percent; for the afternoon shift 34 to 37 percent;
and for the night shift 15 to 18 percent. In the Philippines the distribution
usually followed is 45 percent for the mo rning shift, 37 percent for the
afternoon shift, and 18 shift for the night shifts.
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To compute for the staff needed in the In-Patient units of the hospital the
following steps are considered:
1. Categorize the number of patients according to the levels of care needed.
Multiply the total number of patients by the percentage of patients at each
level of care (whether minimal, intermediate, intensive or highly specialized).
2. Find the total number of nursing care hours needed by the patients at each
category level.
a. Find the number of patients at each level by the average number of nursing
care hours needed per day.
b. Get the sum of the nursing care hours needed at the various levels.
3. Find the actual number of nursing care hours needed by the given number
of patients. Multiply the total nursing care hours needed per day by the total
number of days in a year.
4. Find the actual number of working hours rendered by each nursing
personnel per year. Multiply the number of hours on duty per da y by the
actual working days per year.
5. Find the total number of nursing personnel needed.
a. Divide the total number of nursing care needed per year by the actual
number of working hours rendered by an employee per year.
b. Find the number of relievers. Multiply the number of nursing personnel
needed by 0.15 (for those working 40 hours per week) or by 0.12 (for those
working 48 hours per week).
c. Add the number of relievers to the number of nursing personnel needed.
6. Categorize the nursing personnel i nto professionals and non -professionals.
Multiply the number of nursing personnel according to the ratio of
professionals to nonprofessionals.
7. Distribute by shifts.
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Find the number of nursing personnel needed for 500 patients in a tertiar y
hospital.
1. Categorize the patients according to level of care needed.
500 (pts) x .30 = 150 patients needing minimal care
500 (pts) x .45 = 225 patients needing moderate care
500 (pts) x .15 = 75 patients need intensive care
500 (pts) x .10 = 50 patien ts need highly specialized nursing care
500
2. Find the number of nursing care hours (NCH) needed by patients at each
level of
care per day.
150 pts x 1.5 (NCH needed at Level I) = 225 NCH/day
225.5 pts x 3 (NCH needed at Level II) = 675 NCH/day
75 pts x 4.5 (NCH needed at Level III) = 337.5 NCH/day
50 pts x 6 (NCH needed at Level IV) = 300 NCH/day
Total 1537.5 NCH/day
3. Find the total NCH needed by 500 patients per year.
1537.5 x 365 (days/year) = 561,187.50 NCH/year
4. Find the actual working hours rendered by each nursing personnel per
year.
8 (hrs/day) x 213 (working days/year) = 1,704 (working hours/year)
5. Find the total number of nursing personnel needed.
a. Total NCH per year = 561,187.50 = 329
Working hrs/year 1,704
b. Relief x Total Nursing Personnel = 329 x 0.15 = 49
c. Total Nursing Personnel needed 329 + 49 = 378
6. Categorize to professional and non -professional personnel. Ratio of
professionals to
non-professionals in a tertiary hospital is 65:35.
378 x .65 = 246 professional nurses
378 x .35 = 132 nursing attendants
7. Distribute by shifts.
246 nurses x .45 = 111 nurses on AM shift
246 nurses x .37 = 91 nurses on PM shift
246 nurses x .18 = _ 44 _nurses on night shift
Total 246 nurses
132 Nursing attendants x .45 = 59 Nursing attendants on AM shift
132 Nursing attendants x .37 = 49 Nursing attendants on PM shift
132 Nursing attendants x .18 = _ 24 _Nursing attendants on night shift
Total 132 Nursing Attendants
It should be noted that the above personnel are only for the in -patients.
Therefore, additional personnel should be hired for those in supervisory and
administrative positions and for those in special units such as the Operating
Room, the Delivery Room, the Emergency Room, and Out -Patient
Department. A Head Nurse is provided for every nursing unit. Likewise, a
Nursing Superior is provided 1) to cover every shift in each clinical department
or area specialty unit; 2) for each geographical area in hospitals beyond one
hundred (100) beds and; 3) for each functional area such as Training,
Research, Infection Control, and Locality Management.