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.

scholarly journals Corporate Governance Ideology, Human Resource Practices and Senior Staff Salaries

2021 ◽  
Author(s):  
Nicholas Black ◽  
Peter Stokes
Keyword(s):  
Corporate Governance ◽  
Human Resource ◽  
Common Sense ◽  
Human Resource Practices ◽  
Senior Staff ◽  
Staff Members ◽  
Hr Practices ◽  
Managerial Power ◽  
Corporate Goals ◽  
The Common

This chapter examines the link between corporate governance ideology and HR (human resource) practices involved in the important and ongoing issue of senior staff salaries. In the spirit of financialization and hyper-individuals, the mainstream corporate governance ideology promotes beliefs about competitive pay and managerial power. These beliefs shape the design and implementation of HR practices by legitimizing the ‘common-sense’ assumption that senior staff members should, primarily, be rewarded for meeting corporate goals. However, our discussion critiques the use of this corporate governance ideology for encouraging myopia and silence amongst remuneration committee members in response to growing inequality. This is exemplified by an inductive analysis of remuneration committee minutes taken from British universities (n = 67). Interestingly, this example also highlighted a marginalized belief about sacrificial leadership that countered this growth under alternative ideology in the spirit of altruism. The chapter recommends the radical proposal that remuneration committees should expand their remit beyond only considering senior staff salaries and promote HR practices that will embed altruism and equality.

Preanalytical errors in primary healthcare: a questionnaire study of information search procedures, test request management and test tube labelling

2009 ◽  
Vol 47 (2) ◽  
Author(s):  
Johan Söderberg ◽  
Christine Brulin ◽  
Kjell Grankvist ◽  
Olof Wallin
Keyword(s):  
Patient Safety ◽  
Primary Healthcare ◽  
Information Search ◽  
Clinical Laboratory ◽  
Improve Patient Safety ◽  
Test Tube ◽  
Laboratory Staff ◽  
Clinical Laboratories ◽  
Test Request ◽  
Request Management

Abstract: Most errors in laboratory medicine occur in the preanalytical phase and are the result of human mistakes. This study investigated information search procedures, test request management and test tube labelling in primary healthcare compared to the same procedures amongst clinical laboratory staff.: A questionnaire was completed by 317 venous blood sampling staff in 70 primary healthcare centres and in two clinical laboratories (response rate = 94%).: Correct procedures were not always followed. Only 60% of the primary healthcare staff reported that they always sought information in the updated, online laboratory manual. Only 12% reported that they always labelled the test tubes prior to drawing blood samples. No major differences between primary healthcare centres and clinical laboratories were found, except for test tube labelling, whereby the laboratory staff reported better practices. Re-education and access to documented routines were not clearly associated with better practices.: The preanalytical procedure in the surveyed primary healthcare centres was associated with a risk of errors which could affect patient safety. To improve patient safety in laboratory testing, all healthcare providers should survey their preanalytical procedures and improve the total testing process with a systems perspective.Clin Chem Lab Med 2009;47:195–201.

scholarly journals Technical Staffing Ratios: A Summary of 3 College of American Pathologists Q-Probes Studies

2021 ◽  
Author(s):  
David A. Novis ◽  
Suzanne N. Coulter ◽  
Barbara Blond ◽  
Peter Perrotta
Keyword(s):  
Full Time ◽  
Full Time Equivalent ◽  
Staffing Ratios ◽  
Practice Characteristics ◽  
Clinical Laboratories ◽  
Medical Directors

Context.— Laboratory managers and medical directors are charged with staffing their clinical laboratories as efficiently as possible. Objective.— To report and analyze the results of 3 College of American Pathologists Q-Probes studies that surveyed the normative rates of laboratory technical staffing ratios. Design.— Participants in the College of American Pathologists Q-Probes program submitted data on the levels of staffing and test volumes performed in their laboratories in 2014, 2016, and 2019. From these data, we calculated departmental productivity ratios, defined as testing volume per full-time equivalent, and degrees of managerial oversight, defined as the ratio of nonmanagement to management full-time equivalents. Participants completed general questionnaires surveying their hospital and laboratory demographics and practices, the data from which we determined demographic and practice characteristics that were significantly associated with technical staffing ratios. Results.— Sixty-seven, 82, and 79 institutions submitted data for the years 2019, 2016, and 2014, respectively. Technical staffing ratios varied widely among the various laboratory departments within each institution and among different institutions participating in this study. With the exception of cytology departments, productivity and managerial oversight ratios did not significantly change between these 3 studies. In the 2019 study, greater testing volumes were associated with higher productivity ratios. Significant associations between managerial oversight ratios and practice characteristics were not consistent across the 3 studies. Conclusions.— Technical staffing ratios varied widely among the various laboratory departments within each institution and among different institutions participating in this study.

Staffing Benchmarks for Clinical Laboratories: A College of American Pathologists Q-Probes Study of Staffing at 151 Institutions

2005 ◽  
Vol 129 (4) ◽  
pp. 467-473 ◽  
Author(s):  
Paul N. Valenstein ◽  
Rhona Souers ◽  
David S. Wilkinson
Keyword(s):  
Labor Productivity ◽  
Full Time ◽  
Transfusion Medicine ◽  
Staffing Level ◽  
Full Time Equivalent ◽  
Span Of Control ◽  
Test Volume ◽  
Staffing Ratios ◽  
Laboratory Section ◽  
Clinical Laboratories

Abstract Context.—Inadequate staffing of clinical laboratories may compromise quality and throughput, whereas excess staff unnecessarily increases the cost of testing. Objectives.—To measure productivity of technical staff and management span of control in a large number of laboratories and to determine factors associated with favorable staffing ratios. Design.—A total of 151 clinical laboratories provided information about technical and management staffing and output (workload) for 4 laboratory sections: anatomic pathology, chemistry/hematology/immunology, microbiology, and transfusion medicine. Results.—For each laboratory section, there was wide variation in labor productivity (output per nonmanagement full-time equivalent) and in management span of control (nonmanagement full-time equivalent per manager). Productivity ratios for the 10th- and 90th-percentile laboratories varied more than 3-fold. Except in histology, laboratory sections with higher test volumes had higher labor productivity (P < .001 for cytology, chemistry/hematology, and transfusion medicine; P = .003 for microbiology). Even within peer groups composed of sections with similar volume, there was wide variation in labor productivity. A number of variables other than test volume were associated with labor productivity and management span of control. Staffing ratios for each laboratory section and for sections of different sizes are presented. Conclusions.—Despite standardization of testing methods in the clinical laboratory industry, there is wide variation in staffing level among institutions. This variation suggests opportunities to improve staff productivity in many facilities.

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.

Service quality framework for clinical laboratories

2015 ◽  
Vol 28 (4) ◽  
pp. 367-381 ◽  
Author(s):  
Vinaysing Ramessur ◽  
Dinesh Kumar Hurreeram ◽  
Kaylasson Maistry
Keyword(s):  
Service Quality ◽  
Service Delivery ◽  
Clinical Laboratory ◽  
Medical Practitioner ◽  
Turnaround Time ◽  
Quality Model ◽  
Content Type ◽  
Laboratory Staff ◽  
Clinical Laboratories ◽  
Quality Framework

Purpose – The purpose of this paper is to illustrate a service quality framework that enhances service delivery in clinical laboratories by gauging medical practitioner satisfaction and by providing avenues for continuous improvement. Design/methodology/approach – The case study method has been used for conducting the exploratory study, with focus on the Mauritian public clinical laboratory. A structured questionnaire based on the SERVQUAL service quality model was used for data collection, analysis and for the development of the service quality framework. Findings – The study confirms the pertinence of the following service quality dimensions within the context of clinical laboratories: tangibility, reliability, responsiveness, turnaround time, technology, test reports, communication and laboratory staff attitude and behaviour. Practical implications – The service quality framework developed, termed LabSERV, is vital for clinical laboratories in the search for improving service delivery to medical practitioners. Originality/value – This is a pioneering work carried out in the clinical laboratory sector in Mauritius. Medical practitioner expectations and perceptions have been simultaneously considered to generate a novel service quality framework for clinical laboratories.

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.

Service-oriented high-performance human resource practices and employee service performance: A test of serial mediation and moderation models

2020 ◽  
pp. 1-37 ◽  
Author(s):  
Mert Gürlek ◽  
Akyay Uygur
Keyword(s):  
Human Resource ◽  
High Performance ◽  
Affective Commitment ◽  
Service Performance ◽  
Human Resource Practices ◽  
Full Time ◽  
Line Managers ◽  
Hr Practices ◽  
Service Oriented ◽  
Questionnaire Form

Abstract This research aims to reveal how and under what conditions service-oriented high-performance human resource practices (HR) influence employee service performance (ESP). Data were gathered from full-time hotel employees and line managers. In total, 1,525 questionnaire forms were acquired. While respondent employees had filled in the questionnaire form containing independent, mediator, and moderator variables, line managers filled in the questionnaire form containing the dependent variable. The research results demonstrate that HR attributions, trust in the organization, and affective commitment serially mediate the relationship between service-oriented high-performance HR practices and ESP. In addition, the results point out the moderating roles of person–supervisor fit and person–vocation fit. As a result, the current research contributes to the literature by way of revealing how and under what conditions the service-oriented high-performance HR practices affect ESP.

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.

scholarly journals Assessment of biosafety measures in clinical laboratories of Al-Madinah city, Saudi Arabia

2018 ◽  
Vol 12 (09) ◽  
pp. 755-761
Author(s):  
Omar Falah Khabour ◽  
Khalil H. Al Ali ◽  
Jamal N. Aljuhani ◽  
Mousa A. Alrashedi ◽  
Fuaad H. Alharbe ◽  
...  
Keyword(s):  
Saudi Arabia ◽  
Clinical Laboratory ◽  
Health And Safety ◽  
Daily Basis ◽  
Safety Measures ◽  
Public And Private ◽  
Laboratory Staff ◽  
The Public ◽  
Clinical Laboratories ◽  
Laboratory Workers

Introduction: Workers in clinical laboratories are exposed to occupational hazards on a daily basis and their health and safety may be threatened if appropriate protective standards are not implemented. The aim of this study was to assess the knowledge and practices of clinical laboratory workers towards biosafety measures, in Al-Madinah city, Saudi Arabia. Methodology: Clinical laboratory staff was recruited from both the public and private sectors. A structured self-administered questionnaire was used to achieve the aim of the study. Results: A total of 208 workers participated in the study (64% were males, 57% were from the public sector and 71% held a BSc degree). About 68% of the workers were trained in laboratory safety. The majority (> 80%) followed guidelines for disposing medical wastes, decontamination of sample spills, and use of protective lab coats, gloves, etc. However, among participants, 24.2% used to eat, drink or use gum, 18.3% used cosmetics and 24.6% used the mobile phone in the lab. About 18.4% reported that they continued working with a finger cut, whereas 67% reported that they used to recap needles after blood withdrawal. These unacceptable behaviors were associated with lack of lab safety training (P < 0.05), biology degree holders (P < 0.05), and low experience (3 years and less, P < 0.01). With respect to facilities, most of the laboratories complied with standard safety measures. Conclusion: The majority of the sample showed good laboratory practices with respect to safety measures. However, some behaviors are not accepted and need interventions

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