Nursing Leadership and Management Organizing and Staffing

Presented by: BSN 4C 2

-ANTHEA-

ORGANIZING!!! Nice Organ!!!!

Organizing
It is the process of establishing formal authority. It involves setting up the organizational structure through identification of groupings, roles and relationships, determining the staff needed by developing and maintaining staffing patterns and distributing them in various areas as needed.

It includes developing job descriptions by defining the qualifications and functions of personnel.

Elements of Organizational Structure

Setting up the Organizational Structure Staffing Scheduling Developing Job Description

Setting up the Organizational Structure

Understanding the organizational structure as a whole facilitates the development of roles and relationships to enable the achievement of goals. The organizational structure refers to the process by which a group is formed, its channel of authority, span of control and lines of communication. Departmentalization and division of work provide orderliness in administration. Through a breakdown of activities each individual becomes responsible for a specified set of activities and performs such.

Purposes of Setting up the Organizational Structure:

It informs members of their responsibilities so that they may carry them out. It allows the manager and the individual workers to concentrate on his/her specific role and responsibilities. It coordinates all organizational activities so there is minimal duplication of effort and conflict

It reduces the chances of doubt and confusion concerning assignments. It avoids overlapping of functions because it pinpoints responsibilities. It shows to whom and for whom they are responsible.

Purposes of Setting up the Organizational Structure

It informs members of their responsibilities so that they may carry them out. It allows the manager and the individual workers to concentrate on his/her specific role and responsibilities. It coordinates all organizational activities so there is minimal duplication of effort and conflict

The organizational structure of the Nursing Service should be updated, reviewed, approved and documented by the proper authority. Date of last review should be documented.

Staffing
The purpose of all staffing activities is to provide each nursing unit with an appropriate and acceptable number of workers in each category to perform the nursing tasks required. Too few or an improper mixture of nursing personnel will adversely affect the quality and quantity of work performed. Such situation can lead to high rates of absenteeism and staff turn-over resulting in low morale and dissatisfaction.

Scheduling
The objective in scheduling is to assign working days and days off to the nursing personnel so that adequate patient care is assured. A desirable distribution of off-duty days can be achieved and the individual members of the nursing team will feel that they are treated fairly. They will also know their schedule in advance.

Developing Job Description

A job description is a statement that sets the duties and responsibilities of a specific job. It includes the needed characteristics or qualifications of the individual to perform such duties successfully. It is an important management tool to make certain that responsibilities are wisely delegated, that work is efficiently distributed, that talents are fully used, and morale is maintained.

Principles of Organizing
Unity of Command Scalar Principle or Hierarchy Homogenous Assignment or Departmentation Span of Control Exception Principle Decentralization or Proper Delegation of Authority

Unity of Command
Although employees may interact with many different employees in the performance of their duties, they should be responsible to only one superior. This is to avoid confusion, overlapping of duties and misunderstanding.

Scalar Principle or Hierarchy

Authority and responsibility should flow in clear unbroken lines from the highest executive to the lowest. The other term for this is chain of command, usually a military term.

Homogenous Assignment or Departmentation (Specialization)

Workers performing similar assignments are grouped together for a common purpose. Departmentation promotes the specialization of activities, simplifies the administrators work, and helps maintain effective control.

Exception Principle
Recurring decisions should be handled in a routine manner by lower-level managers whereas problems involving unusual matters should be referred to the higher level.

Decentralization or Proper Delegation of Authority

Decentralization is the process of conferring specified decision making to the lower levels of the organization. Basic top level decisions and policies must receive attention at the top levels. The amount of skills and competence of subordinates and executives determines the success of any program of decentralization.

Executives should be developed to handle situations delegated to them. This delegation of authority is still subject to the supervision and control of the delegating superior.

-UMALI-

ORGANIZATIONAL STRUCTURE
ORGANIZATIONAL REDESIGN, RESTRUCTURING AND REENGINEERING
Delmar Learning
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RESTRUCTURING
A significant modification made to the debt operations or structure of a company. This type of corporate action is usually made when there are significant problems in a company, which are causing some form of financial harm and putting the overall business in jeopardy. The hope is that through restructuring, a company can eliminate financial harm and improve the business.

Delmar Learning
Copyright 2003 Delmar Learning, a Thomson Learning company

REDESIGNING
make a design of; or a systematic planning to change the design of (something). Reorganize, Rearrange, Recast, Reshape

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REENGINEERING
Is the radical redesign of an organization's processes, especially its business processes. Rather than organizing a firm into functional specialties (like production, accounting, marketing, etc.) and looking at the tasks that each function performs.

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 Restructuring and reengineering deals with the entire organizations structure to improve its functioning and productivity. It naturally follows organizational affiliations, mergers, consolidations, and integrations. Downsizing or right sizing by cutting the number of positions is also restructuring requiring redesign.
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The role of the Nurse Manager through 3 Rs Involves: (Sullivan And Decker, 2001)
Team Building Coaching Mentoring Initiating change Reducing cost Improving quality of care

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Types of Organizational Structure

Informal Structure Formal Structure Pun Line Organization Line and Staff Organization Functional Line and Staff Organization Matrix or Free form Organization Adhocracy or adaptive or organic model
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Purpose of Organizational Structure

The primary purpose of an organizational structure is to facilitate the accomplishment of the institutions mission.

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Informal Structure

It is based on personal relationship rather than on respect for positional authority. It helps member meet personal objectives and provide social satisfaction.

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Formal Organization
The organizational structure furnishes the formal framework in which the management process takes place. It should provide an effective work system, network of communication, and identity to individuals and the organization and should consequently foster job satisfaction.

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Line and Staff Organization

Line and Staff Organization develops when a simple line structure is altered to provide support line authorities. The line functions are command and control. The Staff functions are separate from chain of command. Involves specialization, and a supportive to line authorities.
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Functions of Staff
Do what the executives do Serve the line organization Submerge personal interest to champion the executives long range objectives. Manages policies and procedures

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Functional Line and Staff Organization

Staff have some authority over line executive. Staff expert responsible for specific management function , such as staffing, staff development , or quality improvement. Has authority to command line executives to implement staff plans.

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Matrix and Free Form Organization

Matrix organizational design try combine the advantages of the project and the functional structures. The functional line organization provide support for the project line organization. The functional manager has the authority to determine and rate goals, select personnel, determine pay and promotion, make personnel, and evaluate personnel and the project.
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 In a matrix organization the functional manager shares those responsibilities with the project manager . Initially, the functional manager may experience a sense of loss in status, authority and control. Therefore it is important for the managers to be able to persuade others by using their personal qualities and knowledge of the program.

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Characteristics of matrix
decision making as far down in the organizational structure Most decisions are made at the middle management level More decentralized with fewer levels of decision making Increases the amount of contact among individuals & its complexity makes conflict inevitable.
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Adhocracy/ adaptive or Organic model

Adhocracy or organic models are newer organizational frameworks that are more free form, open , flexible and fluid than older bureaucratic models. Boundaries separating internal & external relationships are more easily penetrated. adhocracy comes from an ad hoc committee.Its structures are loosely structured project organizations.
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-VIRAY-

ORGANIZATIONAL CHART
Is a line drawing that shows how the parts of an organization are linked. It depicts the formal organizational relationships, areas of responsibility, persons to whom one is accountable and channels of communication.

PURPOSES
They can contribute to sound organizational structures Show formal lines of communication Help employees understand their assignments, especially in relation to other.

Organizational Concepts and Structures

Vertical Chart

Horizontal Chart

Circular Chart

-JRO-

LINE AND STAFF RELATIONSHIP

Line authority is the simplest and most direct type in
which each position has general authority over the

lower

positions

in

the

hierarchy

in

the

accomplishments of the main operations of the organization. The unit head has direct responsibility for the work of a unit.

 Staff personnel provides advice, counsel or technical support that may be accepted altered or rejected by the line officer.

GUIDELINES IN ORGANIZING
1. Supply Market It is important that the local supplier capacity is properly researched prior to organizing a business seminar to ensure that goods and services are relevant to the needs. 2. Invitations The invitation should indicate the types of suppliers that will be attending the seminar.

3. Frequency Due to limited resources, and in order to be fair to all countries, generally only participate in one major supplier event per country per year. 4. Facilities The organizing entity should ensure that the facilities are available for business seminars:

5. Agenda The agenda for the business seminar should be agreed with other participating organizations and the organizing entity. 6. Individual meeting with suppliers A program should be prepared in advance by the organizing entity. Each supplier meeting should be scheduled to last for no longer than 15 minutes.

7. Expenses
Organizing entities in developed countries are expected to cover the travel expenses, hotel and meals for all participants

8. Supplier fees Any fees charged to suppliers for participating should be kept to a minimum and aim to only cover costs incurred.

9. Travel, Accommodation & other practical information

The organizing entity is responsible for making the necessary accommodation arrangements for participants.

-CHICO-

Staffing

Staffing
Is the process of determining providing the acceptable number mix of nursing personnel to produce a desired level of care to meet the patients demand.

Factors affecting staffing:

the type, philosophy, and objectives of the hospital and the nursing service; the population served or the kind of patients served whether pay or charity; the number of patients and severity of their illness-knowledge and ability of nursing personnel are matched with the actual care needs of patients;

Factors affecting staffing cont

availability and characteristics of the nursing staff, including education, level of preparation, mix of personnel, number and position; administrative policies such as rotation, weekends and holiday off-duties;

Factors affecting staffing cont

standards of care desired which should be available and clearly spelled out. institution may utilize the ANSAPs standard of nursing practice; PRC-ANSAPs standards of safe nursing practice and/ or the hospitals themselves may formulate/develop their own standards;

Factors affecting staffing cont

availability and characteristics of the nursing staff, including education, level of preparation, mix of personnel, number and position; administrative policies such as rotation, weekends and holiday off-duties;

Factors affecting staffing cont

expected hours of work per annum of each employee. this is influenced by the 40-hour week law; and patterns of work schedule-traditional 5 days per week, 8 hours per day; 4 days a week, ten hours per day and three days off; or 3 days of 12 hours per day and 3 days off per week.

Factors affecting staffing cont

layout of the various nursing units and resources available within the department such as adequate equipment, supplies, and materials; budget including the amount allotted to salaries, fringe benefits, supplies, materials, and equipment;

Factors affecting staffing cont

professional activities and priorities in nonpatient activities like involvement in professional organizations, formal educational development, participation in research and staff development; teaching program or the extent of staff involvement in teaching activities;

Factors affecting staffing cont

expected hours of work per annum of each employee. this is influenced by the 40-hour week law; and patterns of work schedule-traditional 5 days per week, 8 hours per day; 4 days a week, ten hours per day and three days off; or 3 days of 12 hours per day and 3 days off per week.

Selection of personnel
Recruitment and Retention Screening of potential staff Interview Orientation

Selection of personnel
Recruitment and Retention
if a acquisition man proceeds confidently in the of The of qualified people in direction any agency hiscritical dreams to live the life he and has is forand the endeavors establishment, maintenance imagined, willorganizational. meet with success unexpected in growth ofhe the Therefore active common hours ------henry david Thoreau recruitment is important, and the attraction of qualified applicants is the first step in selection of personnel.

Selection of personnel
Recruitment and Retention

Modes for active recruitment

employee recommendations and word of mouth advertisement in local newspaper, nursing organization bulletins, and nursing journal

recruitment literature, such as fliers and newsletter

Recruitment and Retention

Modes for active recruitment cont

Posters career days job fairs contract with schools graduating classes
Recruitment and Retention

Modes for active recruitment cont

placement service open houses nursing conventions

Recruiters should know nursing qualifications and the needs of the institution.
Recruitment and Retention

Major sources of personnel

persons seeking their first jobs dissatisfied employees unemployed individuals These classifications are important for all categories indicate types of information the nursing manager should obtain and they influence the selection process.
Recruitment and Retention

Selection of personnel
Recruitment and Retention Screening of potential staff Interview Orientation

Selection of personnel
Screening of potential staff
investment in well-qualified nurses can produce a high rate of return and errors whether they be failure to hire a promising nurse or hiring someone who fails to achieve the organizations expectations can be expensive mistaken.

There are three underlying philosophy the screening process:

1. The manager should screen out applicants who do not fit the agencys image. 2. The manager should try to fit the job to a promising applicant. 3. Usually the manager should try to fit applicant to the job.
Screening of potential staff

Application forms and resumes

Data in the personal history educational background, work experience, and other pertinent informationcan be used to the following:
determine whether the applicant meets minimal hiring requirements, such as minimal educational level or minimal job experience
Screening of potential staff

Application forms and resumes cont

furnish background data useful in planning the selection interview obtain names of references who may be contracted for additional information about the applicants work experience and general character Collect information for personnel administration, that is, social security number, number of dependents, and so forth.

Screening of potential staff

Selection of personnel
Recruitment and Retention Screening of potential staff Interview - A preemployment interview to predict job success should be conducted with the most Orientation
qualified applicants.

Selection of personnel
Recruitment and Retention Screening of potential staff Interview Orientation

Purposes of the interview

to obtain information to give information to determine if the applicant meets the requirements for the position

Interview

One of the main purpose is to learn about the prospective employee. The interview answers questions, explains policies and procedures, and helps acquaint the applicant with the position. Finally, the interviewer must predict whether the applicants overall performance will be satisfactory.
Interview

Selection of personnel
Recruitment and Retention Screening of potential staff Interview Orientation - Induction is the first 2 o 3 days of
orientation. It can be done by personnel department employees for all new employees.

It includes a history of the

organization the vision purpose structure working hours holiday time Vacation sick time paydays performance standards parking facilities eating facilities health services education opportunities
Orientation

 Orientation is important, and the manager who does not take the time to assist a new employee is making a serious mistake.

Because of the information overload, induction and further orientation should be conducted over time. a checklist for orientation that indicates the content, time frame, and who is responsible to teach it can be helpful.
Orientation

-CRISTINA-

Staff development
Goes beyond orientation It is a continuing liberal education of the whole to develop her potential fully It deals with aesthetic senses, as well as technical and professional education It is also related to retention, raises, advancement to other positions or termination

Preceptor ships
Used to help recruit, retain, orient, and develop staff. Is responsible for the quality of patient care and facilities the students learning. They are liaison between students and the agency They help students learn skills and learn how to organize their work. A work shop to prepare preceptors is desirable.

Preceptor ships
Purposes Gives agency personnel an opportunity to evaluate students and determine if they are suitable candidates employment.

Mentorship
Should provide an opportunity to share information review works, provide feedback, explore issues, plan strategies and solve problems. Preceptors are role model who may become mentors. Is a confident who personalizes role modeling and serve as a sounding board for decisions. Are resource people who support the development of the younger person through influences and promotion.

Mentorship
Purposes Gives their times, energy and materials support teach, guide, assist, counsel and inspire younger nurses.

Phases of the mentoring process

Invitation Questioning Transitional

Career mapping
Is a strategic plan for ones career It provides direction for formal education, experience, continuing education, professional association and network ship

Career mapping
Purposes Nurses need to assess their own values and define success for themselves Job security , sense of accomplishment and opportunities for professional advancement are often considered important Other issues to considered are work hours, salary, benefits retirements plans, organizational and geographical climate and location

Careers typically progress through stages:

Exploration (ages 15 to 22 yrs) Early career(22 to 38 yrs) Middle career (38 to 55 yrs) Later career (55 to 70 yrs)

-JENA-

ASSIGNMENT SYSTEM FOR STAFFING:

Changes in assignment systems are a response to changing needs.
shortage of nurses manage competition care to patient through primary nursing

System Used in Staffing

Case Method
Each patient is assigned to a nurse for total patient care while that nurse is on duty.

Functional Nursing
Hierarchical structure predominant Efficient system that is least costly and requires few RNs

 Team Nursing Group or Team action Led by a professional or Technical Nurse who: Plan Interprets Coordinates Supervise Evaluates Team member is encourage to make suggestion and ideas

 Primary Nursing
Patient should be the focus of professional nurses instead of task The RN remains responsible for the care of the patient 24 hrs per day throughout the patient hospitalization

 Modular or District Nursing

Modification of Team and primary nursing Uses smaller team who are grouped geographically

 Managed Care
Focused from acute care to promotion of health and disease management of chronic and terminal care

 Case Management
Focused on chronic long term outpatient (Psychiatry and social work)

 Collaborative Practice
Interdisciplinary team Nurse-physician interaction in practice or nursephysician collaboration on care giving

Advantages and Disadvantages of Assignment System

SYSTEM Advantages Disadvantages
Case
Total patient Different different different days nurse, shifts,

Method care

SYSTEM

Advantages Disadvantages
Nurses do managerial
work Nurses aides do

Functional Efficiency
Nursing

patient care Time needed to

coordinate delegated work.

Team

Team effort patient

Time needed to care coordinate

nursing Frees
the unit

coordinator to manage delegated work

Nursing
conferences

care
help

problem

solve

and

develop staff Nursing care plan

Modular nursing Useful

where Paraprofessionals
technical

there are few RNs do

RNs plan care

aspects of care

Primary Nursing RNs give total patient care Confines nurses talents to

Primary nurse has 24-hour a

responsibility Associate nurse

limited

number

of

patients works Associates nurse may

with patient while the change care plan without

primary nurse is off duty Accountability in place Continuity facilitated Reduces number of errors from relay of orders Fewer patient complaints of care is discussing with primary nurse

Shorter hospitalization

Managed Care Incorporates case Questionable

management Can be used with any nursing care deliver system continuity of care

Standard critical
paths

Increases
efficiency Reduces costs

Case Management

Focuses on entire episode of illness Emphasizes achievement of outcomes Care is coordinated by a case manager Second-generation primary nursing Critical paths Variation analysis Intershift reports Health care team meeting Interdisciplinary

Effort to coordinate

-ANJIING-

Staffing Schedules for Productivity

Definition
SCHEDULING is the process of deciding how to commit resources between a variety of possible tasks. Time can be specified or floating as part of a sequence of events.

TYPES OF SCHEDULING: Centralized Schedule- one person, usually the chief nurse or her designate, assigns the nursing personnel to the various units of the hospital. This includes the shifts on duty and off-duty.

 Decentralized Schedule- the shift and off duties are arranged by the supervising nurse or head or senior nurse of the particular unit.

Self Schedule- it is a system that is coordinated by staff nurses. It is a process by which nurses and other staff collectively develop and implement work schedules, taking policies and variables affecting into consideration.

-KAT-

Patient Care Classification System

Is a method of grouping patients according to the amount and complexity of their nursing care requirements and the nursing time and skill they require. This assessment can serve in determining the amount of nursing care required, generally within 24 hours, as well as the category of nursing personnel who should provide that care.

LEVEL I
- Self Care or Minimal Patient can take a bath his own, feed himself, feed and perform his activities of daily living.

LEVEL II
- Moderate Care or Intermediate Care Patients under this level need some assistance in bathing, feeding, or ambulating for short periods of time.

LEVEL III
- Total, Complete or intensive Care Patient under this category are completely dependent upon the nursing personnel.

LEVEL IV
- Highly Specialized Critical Care Patients need maximum nursing care with ratio of 80 professionals to 20 nonprofessionals.

-BABY-

Republic Act 5901 The Fourty Hour Week Law

Provides that employees working in the hospitals with 100 bed capacity and up will work only 40 hours a week.

Employees working in agencies with less than 100 bed capacity or in agencies located in communities with less than one million populations will work 48 hours a week and therefore will get only one off- duty a week.

Civil Service Commission as per Memorandum Circular No.6, series of 1996

Granting of the three-day special privilege to government employees. Which may be spent for Birthdays, weddings, anniversaries, funerals (mourning), relocation, enrolment or graduation leave, hospitalization, and accident leaves.

Rights and Privileges given each personnel per year

Working hours per week40 hours

Working hours per week 48 hours

Vacation leave Sick leave Legal holidays Specials holidays Special privileges Off duties as per R.A. 5901 Continuing education program

15 15 10 2 3 104 3

15 15 10 2 3 52 3

Total non-working days per year

Total working holidays per year Total working hours per year

152
213 1,704

100
265 2,120

SCHEDULED METHOD SELF-SCHEDULING

PROS - coordinating by staff nurses -saves manager scheduling time -helps develop accountability -increases perception of autonomy -increased job satisfaction -improved team spirit -improved morale -decreased absenteeism -reduced turnover -effective for recruitment and retention

CONS -increases amount of time staff spends on scheduling

ROTATING WORK SHIFTS

-can rotate teams

-rotate among shifts -increased stress -affect health -affect quality of work Disrupt development of works group -high turnover

PERMANENT SHIFTS

-can participate in social activities-job satisfaction-commitment to the organization-few health problem-less tardiness-less absenteeism-less turnover

-most people want day shift-new graduates predominantly staff evening and nights-difficulty evaluating evening and night shiftnurses may not appreciate the workload or problems of other shift

BLOCK, OR CYCLICAL SCHEDULING

-same schedule repeatedly-nurses not so exhausted-sick time reducedpersonnel know schedule in social events-decreased time spend on scheduling-staff treated fairly-helps establish stable work groupsdecreased floating-promotes continuity of care

-rigidity

VARIABLES STAFFING

-use census to determine number and mix of staff-little need to call in unscheduled staff

ALTERNATING OR ROTATING WORK SHIFTS The frequency of alternating between days and evening, or days and nights, or rotating through all three shifts may vary among institutions. Some nurses may work all three shifts within 7 days.

Alternating and rotating work shift create stress for staff nurses, environmental cues, such as: sunrise and sunset, fluctuate in a predictable cycle.

 Instrument s that designate hours, minute, and seconds correspond to the natural daily cycle and allow knowledge of ones location in that cycle. The ability of the body function to adjust varies considerably among individuals; it takes 2 to 3 days to 2 weeks for a person to adjust to a different sleep-awake cycle.

PERMANENT SHIFTS
Permanent shifts relieve nurses from stress and health-related problem associated with alternating and rotating shift. When nurses are able to choose the shift that best suits their personal life, they can participate in social activities, even when they require regular attendance.

 In studies conducted with MONTREAL NURSES, those working permanent shifts had higher average on psychological scales such as: mental health, job satisfaction, social involvement, and commitment to the organization.

BLOCK OR CYCLICAL SCHEDULING

Uses the same schedule repeatedly. With a 6day forward rotation, personnel are scheduled to work6 successive days followed by at least 2 days off. The scheduled repeats it every 6 weeks.

 Personnel can be scheduled with every other weekend off and 1 day during the week so that there are more than 4 consecutive days of are not exhausted by working too many consecutive days, sick leave can be reduced.

TEN HOURS PER DAY, FOUR-DAY WORK PER WEEK

A cyclical scheduled allowed at least 14 hours off between shifts and a 4-day weekend every 6 weeks for those who rotated. The work week began on Sunday and the weekend was Saturday and Sundays for all shifts.

Variables staffing

PROS

CONS

8 hours 10 hours

Traditional Time to complete work, Long weekends, Extra days off, Decreased overtime, Cover peak workloads, Decreased costs Longer workday, Fatigue, Overlap, Difficult to find substitute

12 HOURS

Lower staffing requirements,Lower cost per patient day,Increased knowledge of patients,Get new admission settled,Not so rushed,Better continuity of care,Team development is possible,Less daily to do staffing,Reduced travel time,Less personal expenses for gas, meals, babysitting

Overtime,Exhaustion increases at end of workweek,Tension increased at the end of workweek,Increased in minor accident,Increased medication errors,Home and social life suffer the week worked.

-JOSEPH-

Determination of Number of Nursing Personnel

Importance: So that there should have sufficient staff to cover all shifts, off-duties, holidays, leaves, absences, and time for staff development program.

Steps in Computing Number of Nursing Personnel

Sample Problem
Find the number of nursing personnel needed for 250 patients in tertiary hospital.

Eh.. Panu bhe eyun?? Toxic yata??

Illustration:
Step 1 Categorize the patients according to the levels of care needed. Multiply the total number of patients by the percentage of patients at each level of care.

care GIVEN 250(pts) x .30 =75 min. 250(pts) x .45 = 112.5 mod.care 250(pts) x .15 = 37.5 int. care 250(pts) x .10 = 25 h. spcl. care 250

Step 2 Find the # of Pts at each level by the average number of nursing care hour needed per day. Get the sum of the NCH/day needed at the various levels.

75pts x 1.5 (NCH@L1) = 112.5NCH/day =75 min. care 112.5pts x 3 (NCH@L2) 337.5 NCH/day = 112.5=mod.care 37.5pts x 4.5 (NCH@L3) = 168.75 = 37.5 int. care NCH/day 25pts x 6 (NCH@L4) 150NCH/day = 25 h. = spcl. care Total 768.75NCH/day

Step 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.

x 365 days/year 280,593.75 NCH/year 768.75NCH/day

SAVE

Step 4
Find the actual number of working hours rendered by each nursing personnel per year. Multiply the number of hours on duty per day by the actual working days per year.

Working hrs/yr

Total NCH/yr

8 (hrs/day) x 213 (working days/year) 1,704 working hours/year

SAVE
280,593.75 NCH/year SAVE

Step 5
Divide the total # of NCH/yr by the actual # of working hrs rendered by an employee/yr. 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). Add the number of relievers to the number of nursing personnel needed.

Total NCH/yr = 280,593.75 = 165 1,704 Working hrs/yr Relief x Total Nsg Personnel = x 0.15 = 25 Total Nursing Personnel needed + = 190
1,704 working hours/year SAVE 280,593.75 NCH/year SAVE

Step 6
Categorize the nursing personnel into professionals and nonprofessionals. Multiply the # of nsg personnel according to the ratio of professionals to non-professionals

x .65 = 124 professional nurses 190 x .35 = 66 nursing attendants

190

Step 7
Distribute by shifts.

Professional 124 nurses x .45 = 56 nurses on AM shift 124 nurses x .37 = 46 nurses on PM shift 124 nurses x . 18 = 22 nurses on night shift total 124 nurses

66 nursing attendants

124 professional nurses

Step 7
Distribute by shifts.

Non-Professional
66 Nsg attendant x .45 = 30 Nsg attendant on AM shift 66 Nsg attendant x .37 = 24 Nsg attendant on PM shift 66 Nsg attendant x .18 = 12 Nsg attendant on night shift total 66 Nsg attendant

66 nursing attendants

124 professional nurses

Tapos na!