the care o a group o patients. P$(A$0 P$(A$ 0 #A$! "%$&"' also
patient. *++!$!"TAT!* *++!$!"TA T!* "%$&"'
•
known as $!LATO"&)P-1A&!*
P$A#T#! delineates di/erent
"%$&"' is organized so that
roles or nurses ased on their
the patient is at the center o
skill, knowledge, educational
the structure2 one nurse has 34hour responsiility or the •
nursing care plan. #A&! (A"A'!(!"T is a collaorative process that assesses, plans, implements,
•
level and motivation. The two asic di/erentiated di/erentiated practice models are !*%#ATO"AL (O*!L- role di/erentiation ased on type o di/erentiation educational preparation
•
8A"*,1&", and (&"9 and
skills necessary, employee
#O(P!T"!#0 (O*!L- role
evaluation, and communication
di/erentiation di/erentiatio n ased on
patterns are oten a/ected y
individual nurse skill level,
work redesign.
e:pertise, e:perience, etc. The care (AP 8(%LT*&#PL"A$0 A#TO" PLA"9 is a comination o a critical path and a nursing care plan, e:cept that it shows times when nursing interventions should occur as well as
•
variances. A new role sometimes termed #L"#AL "%$&!-L!A*!$, an e:perienced e:perience d nurse possessing a accalaureate or higher degree will acilitate care or patients in
•
the uture. *elivery system may have elements o the various designs present in the system in any
•
organization. !ach unit5s care delivery structure should acilitate meeting the goals o the organization, e cost-e/ective, satisy the patient, provide role satisaction to nurses, allow implementation o the nursing process, and provide or adeuate communication
•
among health care providers. 6hen work is redesigned, it reuently has personal conseuences or employees that must e considered. &ocial interactions, the degree o autonomy, the ailities and
CHAPTER 15
•
$!#$%T(!"T is the process o actively seeking out or
EMPLOYEE, RECRUITMENT,
attracting applicants or e:isting
SELECTION, PLACEMENT, PLACEMENT, AND
positions, and it should e an
INDOCTRINATION
ongoing process. &uccessully $!#$%T"' and
• •
&TA++"' &T A++"' is the third phase o the management process. n
adeuate workorce depends on many variales, including
sta;ng, the leader leader-manager -manager
fnancial resources, and
recruits, selects, places, and
adeuate nursing pool,
indoctrinates personnel to
competitive salaries, the
accomplish the goals o the
organization5s reputation, the
organization. t is and especially
location5s desiraility, and the
important phase o the
status o the national and local
management process in health
economy. !/ective recruiting methods
care organizations ecause such
•
include advertisements, career
•
•
organizations are usually laor intensive. The frst step in sta;ng process process
days, literature and the inormal use o memers o the
is to determine the type and
organization as e:amples o
numer o personnel needed. A numer o actors have
satisfes employees. An "T!$@!6 may e defned
•
contriuted to a severe nursing
as veral interaction etween
shortage, particularly in acute
individuals or a particular
care hospitals, in the early 3<st century. These actors include a
•
interview is su?ectivity.
nationwide downsizing o hospitals in the <==>s, the aging
•
o the nursing workorce,
these are <.9 prepare or the
proessional nursing services,
interview, 3.9 use a team
and inadeuate enrollm enrollment ent in
approach and lastly, B.9 develop
nursing programs o study. The current current shortage is caused
a structures interview ormat or
y oth inadeuate short-term and long-term supply o human resources resour ces as well as a pro?ected long-term rise in demand or nursing services.
nterview research helped managers to develop strategies or overcoming its limitations
accelerating demand or
•
purpose. The ma?or deect o the
•
each ?o classifcation. *espite their limitations, interviews are widely widely used as a method o selecting employees or hire.