Health care provider outcomes during and shortly after acute care restructuring in Newfoundland and Labrador

2005 ◽  
Vol 10 (2_suppl) ◽  
pp. 58-67 ◽  
Author(s):  
Christine Way ◽  
Deborah Gregory ◽  
Michael Doyle ◽  
Laurie Twells ◽  
Brendan Barrett ◽  
...  
Keyword(s):  
Human Resource ◽  
Acute Care ◽  
Newfoundland And Labrador ◽  
Turnover Intentions ◽  
Personal Characteristics ◽  
Care Staff ◽  
Full Time ◽  
Full Time Equivalent ◽  
Provider Group ◽  
Workplace Conditions

Objectives To monitor changes in human resource indicators during six years of restructuring in Newfoundland and Labrador, and to measure providers’ perceptions of reform impact and attitudinal and behavioural reactions comparing changes in the St John's region, where hospital aggregation occurred, to other regions. Methods Data on human resource indicators from 1995/96 to 2001/02 were obtained and analysed. The Employee Attitude Survey was sent to acute care staff (n=5353) to assess perceptions of reform impact on workplace conditions, work-related attitudes, turnover intentions and personal characteristics. The response rate for 2000 and 2002 was approximately 42% (n=1222 and 1034, respectively). Only respondents to both surveys (n=589) were used in the analysis. Results Increases in average employee and full-time equivalent numbers occurred in the St John's region, despite hospital closure and aggregation. Increases in staff dislocation and turnover were observed, but paid sick hours decreased. Sick leave and overtime costs increased. Although perceived workplace conditions, and attitudes and behaviours were generally negative, there was evidence of improvement over time, especially in St John's. Few significant regional or provider group differences were observed on most study variables. Conclusions Aggregation of hospitals in StJohn's did not lead to a decrease in employee counts, or deterioration in human resource indicators or attitudes. However, province-wide initiatives are needed to promote more positive work environments and increase organizational effectiveness.

Acute care restructuring in Newfoundland and Labrador: the history and impact on expenditure

2005 ◽  
Vol 10 (2_suppl) ◽  
pp. 4-11 ◽  
Author(s):  
Laurie Twells ◽  
Michael Doyle ◽  
Deborah Gregory ◽  
Brendan Barrett ◽  
Patrick Parfrey
Keyword(s):  
Acute Care ◽  
Newfoundland And Labrador ◽  
Economies Of Scale ◽  
Resistance To Change ◽  
Full Time ◽  
Full Time Equivalent ◽  
Integration Of Services ◽  
History Of ◽  
Front Line Workers ◽  
Care Health

Objectives To document the history of regionalization and its effects on the Newfoundland and Labrador acute care health system, and to describe changes in acute care expenditure in the St John's region where hospital redesign, closure and aggregation occurred in relation to other regions not exposed to aggregation. Methods Interviews were conducted with senior health officials. Transcripts and other reports were reviewed. Financial data were abstracted from audited general ledger statements received from the Ministry of Health. Results Regionalization achieved its objectives of hospital aggregation in St John's. The average number of full-time equivalent employees increased slightly by 2% (5304–5416). In some regions, integration of services was delayed because of conflict and resistance to change. There was some disparity between the Provincial Government's objectives for cost control and the CEOs’ perceptions of economies of scale. Between 1995/96 and 2002/03, total expenditures for the St John's region and the other five regional hospitals increased by 46% and 54%, respectively; total personal income of the population and government revenues increased by only 18% and 16%, respectively. Conclusions Regionalization in Newfoundland and Labrador facilitated aggregation of hospitals, but did not control the number of front-line workers and, consequently, total acute care expenditure. Expenditure increased significantly between1995 and 2002, at a rate which exceeded the increase in government revenues. The government's ability to pay for acute care will not be achieved unless employee costs are controlled or provincial income increases.

Attitudes and perceptions of registered nurses during and shortly after acute care restructuring in Newfoundland and Labrador

2005 ◽  
Vol 10 (2_suppl) ◽  
pp. 22-30 ◽  
Author(s):  
Christine Way ◽  
Deborah Gregory ◽  
Norma Baker ◽  
Sandra Lefort ◽  
Brendan Barrett ◽  
...  
Keyword(s):  
Health Care ◽  
Registered Nurses ◽  
Acute Care ◽  
Newfoundland And Labrador ◽  
Health Care Quality ◽  
Personal Characteristics ◽  
Care Quality ◽  
Adverse Impact ◽  
Workplace Conditions ◽  
The Impact

Objectives To monitor changes in registered nurses' perceptions of the impact of seven years of health care restructuring in Newfoundland and Labrador (NL) and to measure the attitudinal and behavioural reactions over four years comparing the St John's region, where hospital aggregation occurred, to other regions of the province. Methods Data were collected on acute care nurses' personal characteristics and perceptions of the importance of reform and its impact on workplace conditions and health care quality in 1995, 1999, 2000 and 2002. Nurses' attitudes and intentions were monitored across three time periods (i.e.1999, 2000 and 2002). Results Perceived workplace conditions and health care quality, as well as attitudes and behaviours were generally negative. However, there was some improvement over time. The temporal sequence of scores suggests that restructuring had an adverse impact on nurses' attitudes. Few significant regional differences were observed. Conclusions Although health services restructuring had an adverse impact on nurses'attitudes, aggregation of hospitals in St John's region was achieved without further deterioration. Provincial wide initiatives are needed to promote more positive work environments and increase the organizational effectiveness.

scholarly journals Laboratory Staff Turnover: A College of American Pathologists Q-Probes Study of 23 Clinical Laboratories

2019 ◽  
Vol 144 (3) ◽  
pp. 350-355 ◽  
Author(s):  
David A. Novis ◽  
Suzanne Nelson ◽  
Barbara J. Blond ◽  
Anthony J. Guidi ◽  
Michael L. Talbert ◽  
...  
Keyword(s):  
Human Resource ◽  
Clinical Laboratory ◽  
Staff Turnover ◽  
Human Resource Practices ◽  
Full Time ◽  
Turnover Rates ◽  
Full Time Equivalent ◽  
Laboratory Staff ◽  
Staff Members ◽  
Clinical Laboratories

Context.— Knowledge of laboratory staff turnover rates are important to laboratory medical directors and hospital administrators who are responsible for ensuring adequate staffing of their clinical laboratories. The current turnover rates for laboratory employees are unknown. Objective.— To determine the 3-year average employee turnover rates for clinical laboratory staff and to survey the types of institutional human resource practices that may be associated with lower turnover rates. Design.— We collected data from participating laboratories spanning a 3-year period of 2015–2017, which included the number of full-time equivalent (FTE) staff members that their laboratories employed in several personnel and departmental categories, and the number of laboratory staff FTEs who vacated each of those categories that institutions intended to refill. We calculated the 3-year average turnover rates for all laboratory employees, for several personnel categories, and for major laboratory departmental categories, and assessed the potential associations between 3-year average all laboratory staff turnover rates with institutional human resource practices. Results.— A total of 23 (20 US and 3 international) participating institutions were included in the analysis. Among the 21 participants providing adequate turnover data, the median of the 3-year average turnover rate for all laboratory staff was 16.2%. Among personnel categories, ancillary staff had the lowest median (11.1% among 21 institutions) and phlebotomist staff had the highest median (24.9% among 20 institutions) of the 3-year average turnover rates. Among laboratory departments, microbiology had the lowest median (7.8% among 18 institutions) and anatomic pathology had the highest median (14.3% among 14 institutions) of the 3-year average turnover rates. Laboratories that developed and communicated clear career paths to their employees and that funded external laboratory continuing education activities had significantly lower 3-year average turnover rates than laboratories that did not implement these strategies. Conclusions.— Laboratory staff turnover rates among institutions varied widely. Two human resource practices were associated with lower laboratory staff turnover rates.

Perceived human resource management and presenteeism

2019 ◽  
Vol 11 (2) ◽  
pp. 110-130 ◽  
Author(s):  
Amlan Haque ◽  
Mario Fernando ◽  
Peter Caputi
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Social Exchange ◽  
Social Exchange Theory ◽  
Turnover Intentions ◽  
Mediating Effect ◽  
Full Time ◽  
Content Type ◽  
The Relationship

PurposeThe purpose of this paper is to investigate the mediating effect of employee turnover intentions (ETI) on the relationship between perceived human resource management (PHRM) and presenteeism. The notion of presenteeism is described as coming to work when unwell and unable to work with full capacity.Design/methodology/approachUsing social exchange theory and structured equation modelling, hypotheses were tested using responses from 200 full-time Australian employees.FindingsThe results show that employees’ PHRM significantly influenced presenteeism and ETI. As predicted, PHRM negatively influenced presenteeism and ETI positively influenced presenteeism. The direct influence of PHRM on presenteeism was fully mediated by ETI.Practical implicationsThis paper suggests that organisations expecting to address presenteeism by promoting PHRM may experience an adverse result when employees conceal turnover intentions.Social implicationsForm the perspective of social exchange, this study focuses on ETI as a mediating variable and sheds light on employees’ hidden attitudes about their jobs to explain how PHRM can influence presenteeism in Australia. Consequently, the findings should help both organisations and employees to identify ways that PHRM can reduce presenteeism.Originality/valueThis paper examines the unique meditational role of ETI in the relationship between PHRM and presenteeism, which is an area of inquiry that has not been fully examined in the literature of HRM. In addition, it examines presenteeism among Australian employees in relation to PHRM.

scholarly journals Implementation of Full Time Equivalent Method in Determining the Workload Analysis of Logistics Admin Employees of PT X in Jakarta, Indonesia

2021 ◽  
Vol 6 (5) ◽  
pp. 159-162
Author(s):  
Satrio Wicaksono ◽  
Alnisa Min Fadlillah
Keyword(s):  
Human Resource ◽  
Full Time ◽  
Full Time Equivalent ◽  
Workload Analysis ◽  
Human Resource Policies ◽  
Human Resource Policy ◽  
Great Responsibility ◽  
Resource Policy ◽  
Equivalent Method ◽  
A Company

PT X is a company engaged in distribution and trading as its business activities. The logistics division, especially the logistics admin as a supply chain, certainly, has a big responsibility. In order to carry out this great responsibility, an appropriate number of workers is needed so that the work carried out can be executed properly. In this study, the main objective is to analyze the workload that exists in the current logistics admin employees and later from the results of the workload analysis, a human resource policy can be drawn concerning workloads setting. The method used in this study was the Full-Time Equivalent (FTE) method where this method could show how much workload is proportional to each employee. As a result, the workload received by each logistics admin employee has a different workload from one employee to another. Of the three existing logistics admin employees, 2 were overloaded and one was inloaded. Human resource policies related to workload arrangements for PT X logistics admin employees can be said to have not been maximized due to differences in workloads for each employee even though each of them does the same job.

Estimation of Human Resource Needs And Cost of Adding Registered Dietitians To Primary Care Networks

2006 ◽  
Vol 67 (S1) ◽  
pp. S30-S38 ◽  
Author(s):  
Julia Witt ◽  
Paula Brauer ◽  
Linda Dietrich ◽  
Bridget Davidson ◽  
Keyword(s):  
Case Management ◽  
Human Resource ◽  
Indirect Costs ◽  
Population Characteristics ◽  
Full Time ◽  
Full Time Equivalent ◽  
Independent Contractor ◽  
Direct And Indirect Costs ◽  
Nutrition Services ◽  
Resource Needs

Purpose: Information on human resources and costs is needed to plan for the addition of registered dietitian (RD) services to new models of primary health care (PHC). Estimates were developed, based on an analysis of an enhanced RD model of counselling and health promotion services in three Ontario Family Health Networks (FHNs). Methods: Both direct and indirect costs were averaged over the three FHNs. Costs and RD activities were tracked throughout 2005. The FHN staff completed two questionnaires addressing communication, case management, and satisfaction with RD services. Results: Actual and reported case management indicated that an estimated 1.3% to 2.4% of the 60,000 enrolled patients may require individual nutrition counselling in a year. If one full-time equivalent (FTE) RD can manage 380 new referrals, then one FTE RD is needed per 15,800 to 29,000 patients. The estimated direct costs of adding one FTE RD (including expenses and fixed costs) is $78,169 to $80,169, when the RD is an independent contractor. Conclusions: Additional studies are needed to develop better estimates of human resource needs and costs of interdisciplinary nutrition services in all PHC settings. These estimates should be based on population characteristics and direct and indirect costs for all models of nutrition services in PHC settings.

scholarly journals P115: An analysis of current and forecasted patient visits to Ontario’s emergency departments and its effect on hospital admissions

CJEM ◽  
2016 ◽  
Vol 18 (S1) ◽  
pp. S116-S117
Author(s):  
A. Rawana ◽  
D.W. Savage ◽  
B. Weaver
Keyword(s):  
Acute Care ◽  
Acute Care Hospital ◽  
Quantitative Prediction ◽  
Care Hospital ◽  
Full Time ◽  
Full Time Equivalent ◽  
Number Of Patients ◽  
Coverage Model ◽  
The Hours ◽  
Ed Visits

Introduction: The number of emergency department (ED) visits across Ontario has increased annually over the past two decades leading to overcrowding and longer wait times. ED volume forecasting may provide insight to strategic planners regarding future patient volumes and the effects on health care resources. We investigated the pattern of ED use at the local health integration network (LHIN) level and developed forecasts using historical data. The forecasts were then used to examine the effect on acute care hospital bed requirements and the number of full time equivalent physicians needed. Methods: Aggregated data from the Canadian Institute for Health Information for the period 2003 to 2013 was obtained for each of Ontario’s LHINs. The total number of ED visits per year was first quantified by LHIN and then simple linear regression was used to forecast patient volumes in 2018 and 2023. The rate of hospital admission by LHIN was also calculated. We then used the forecasted volume, admission rate and the total number of acute care hospital beds by LHIN to predict the total number of beds needed by LHIN. Based on the forecasted patient volumes and the hours of coverage model, the total number of full-time equivalent physicians needed was calculated. Results: Over the study period, the number of patients increased from 4 to 37% among LHINs. Admission rates generally decreased from 2003 to 2013. Based on historical trends, all EDs across Ontario are expected to experience increased patient visits in the future but at different rates of growth. Depending on the rate of growth in ED visits, the number of acute care beds needed by LHIN is somewhat variable and affected by the proportion of alternate level of care patients. Given, the forecasted increase in patient volume, the hours of coverage model suggests that approximately 320 additional full-time equivalent ED physicians are needed across the province by 2023. Conclusion: Although all forecasts inherently have a degree of error associated with their estimates, strategic planners require some quantitative prediction of future events to develop initial plans. Through research, these predictions can be focused and refined. The results suggest that many hospitals will experience increased demand for services and will have to do resource allocation planning accordingly to ensure patient demand is met appropriately.

ANALISIS BEBAN KERJA DENGAN METODE FULL TIME QUIVALENT UNTUK MENGOPTIMALKAN KINERJA PADA BAGIAN PRODUKSI DI ERLANGGA KONVEKSI, MALANG

2020 ◽  
Vol 10 (2) ◽  
pp. 55-59
Author(s):  
Irgi Achmad Fahrezy ◽  
ST. Salmia L. A ◽  
Soemanto Soemanto
Keyword(s):  
Quality Control ◽  
Full Time ◽  
Full Time Equivalent

Pertumbuhanydan permintaan akan sandang yangysemakin meningkat menuntutbperusahan konveksi untuk memiliki tingkat produktifitas yang tinggi, dimana proses ini dapat dilakukan dengan cara meningkatkanbproduktifitas karyawannya. Erlangga Konveksi adalah salah satu perusahaan konveksi yang berdiri tahun 2010. Masalah yang terjadi di Erlangga Konveksi adalah tidak seimbangnya waktu proses produksi pada tiap stasiun kerja yang menyebabkan terjadinya penambahan jumlahpwaktu kerja dan menyebabkan penumpukanfdan banyak kegiatan dari operator yang menghabiskantwaktu dimana operator banyak melakukan kegiatan di luar dari stasiun kerja mereka sendiri untuk membantu operator di stasiun kerja lainya. Untuk itu perlu dilakukan pengukuran beban kerja sebagai dasar perhitungan kebutuhan tenaga kerja yang sesuai pada bagian produksi. Metode yang digunakan dalam penelitian ini adalah metode Full Time Equivalent. Hasil pengukuran menunjukkan beban kerja adalah sebesar 0,33 pada operator gambar pola; 0,29 pada operator  pemotongan 1; 0,31 pada operator pemotongan 2; 0,21 pada operator sablon 1 dan 2; 0,22 pada operator press sablon; 1,24 pada operator jahit obras 1; 1,27 padaooperator jahit obras 2; 0,34 pada operator jahit rantai; 0,25 pada operator cutting sebelumnoverdeck; 0,55 pada operator overdeck 1 dan 2; 0,57 pada operator overdeck 3; 0,18 pada operator quality control 1 dan 2; 0,14 pada operator steam; 0,42 pada operatorpsetrika dan 0,20 pada operator packaging. Berdasarkan beban kerja yang telah dihitung pada masing-masing operatorybagian produksi Erlangga Konveksi, Malang, jumlah tenaga optimal pada bagian produksi adalah sebanyak 7 orang yang terbagi ke dalam 7 stasiun kerja.

scholarly journals Jobs, Careers, and Callings: Exploring Work Orientation at Mid-Career

2021 ◽  
pp. 089484532110228
Author(s):  
Janet Mantler ◽  
Bernadette Campbell ◽  
Kathryne E. Dupré
Keyword(s):  
Work Engagement ◽  
Career Satisfaction ◽  
Turnover Intentions ◽  
Function Analysis ◽  
Well Being ◽  
Work Orientation ◽  
Full Time ◽  
Tripartite Model ◽  
Job Tenure ◽  
Life Balance

Mid-career is a time when work orientation (i.e., viewing ones’ work as a job, a career, or a calling) comes into sharper focus. Using Wrzeniewski et al.’s tripartite model, we conducted a discriminant function analysis to determine the combination of variables that best discriminates among people who are aligned with a job, a career, or a calling orientation in a sample of 251 full-time, North American mid-career employees. Compared to those who approach work as a job, those with a calling orientation were more engaged in work. The career-oriented stood apart from the others as a function of shorter job tenure, greater turnover intentions, work engagement, career satisfaction, and a tendency to engage in career self-comparisons. Work-orientation groups did not differ significantly in terms of family centrality, work–life balance, life satisfaction, or well-being. The results suggest that the work orientations represent distinct and equally valid ways to approach work.

scholarly journals Effects of coronavirus disease 2019 (COVID-19) pandemic on antimicrobial prevalence and prescribing in a tertiary hospital in Singapore

2021 ◽  
Vol 10 (1) ◽  
Author(s):  
Tat Ming Ng ◽  
Sock Hoon Tan ◽  
Shi Thong Heng ◽  
Hui Lin Tay ◽  
Min Yi Yap ◽  
...  
Keyword(s):  
Infectious Disease ◽  
Quality Indicators ◽  
Survey Methodology ◽  
Tertiary Hospital ◽  
Full Time ◽  
Full Time Equivalent ◽  
Prevalence Survey ◽  
Antimicrobial Prescribing ◽  
Point Prevalence Survey ◽  
Prescribing Quality

Abstract Background The deployment of antimicrobial stewardship (AMS) teams to deal with the COVID-19 pandemic can lead to a loss of developed frameworks, best practices and leadership resulting in adverse impact on antimicrobial prescribing and resistance. We aim to investigate effects of reduction in AMS resources during the COVID-19 pandemic on antimicrobial prescribing. Methods One of 5 full-time equivalent AMS pharmacists was deployed to support pandemic work and AMS rounds with infectious disease physicians were reduced from 5 to 2 times a week. A survey in acute inpatients was conducted using the Global Point Prevalence Survey methodology in July 2020 and compared with those in 2015 and 2017–2019. Results The prevalence of antimicrobial prescribing (55% in 2015 to 49% in 2019 and 47% in 2020, p = 0.02) and antibacterials (54% in 2015 to 45% in 2019 and 42% in 2020, p < 0.01) have been reducing despite the pandemic. Antimicrobial prescribing in infectious disease wards with suspected or confirmed COVID-19 cases was 29% in 2020. Overall, antimicrobial prescribing quality indicators continued to improve (e.g. reasons in notes, 91% in 2015 to 94% in 2019 and 97% in 2020, p < 0.01) or remained stable (compliance to guideline, 71% in 2015 to 62% in 2019 and 73% in 2020, p = 0.08). Conclusion During the COVID-19 pandemic, there was no increase in antimicrobial prescribing and no significant differences in antimicrobial prescribing quality indicators.

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