EFFECT ON PAY

Core Measures and the Effect on Pay

Core Measures and the Effect on Pay

Introduction

The core measures are the methods of comparing the healthcare quality, which a facility of healthcare offers. National standards of healthcare are set by the core measures in five specific classes, and healthcare facilities are then evaluated on how frequently they offer suggested treatments recognized for getting the paramount outcomes for patients with certain surgical procedures or medical conditions. The calculations rely on scientific evidences, and healthcare researchers and experts are continually assessing the facts in order to make sure that the guidelines and measures are kept updated. In the decade of 1990, cost restrictions provoked by managed care decreased the healthcare repayments, and the initiatives of the purchasers from the private sector persuaded healthcare facilities to merge, decrease the capacity of beds, etc. A number of healthcare facilities went through initiatives of restructuring as a means for achieving, which had unpredicted impacts on nursing. In a number of situations, these initiatives of restructuring affected nursing authority, workload and nursing roles within the healthcare facility (Norrish & Rundall, 2001). This paper discusses the core measures in a healthcare facility and their impacts on the pay of nurses in a holistic context.

Discussion

Nursing - an integral part of the health care system, aimed at solving the problems of individual and public health in a changing environment. Nursing includes health promotion, disease prevention, provision of psychosocial support and care of persons with physical and/or mental illness, and the disabled of all ages. The nursing staff has a significant share of the load in solving the problems of care, treatment and prevention. In this regard, to ensure the required quality of medical services in the world per physician has an average of four nurses. However, permanent shortage of nursing staff, as well as the remaining low wages has lead to the fact that the overwhelming number of nurses and paramedics work more than the bid or combine other positions.

In early in the 1980s, the nursing profession, in the preceding decades, had made considerable treads in achieving support and authority from the management of hospitals, establishing exemplary management and clinical practices and developing strong leaders, making feasible the “magnet hospital” title (McClure, Poulin, Sovie & Wandelt, 1983). Majority of this development had been lost by the late 1990s. Features of a number of initiatives for restructuring were the deployment of smaller number nurse managers, a diminishment of the nurse executive role, and the substitution of registered nurses with workers that were less skilled (Norrish & Rundall, 2001). The unplanned consequences of these changes comprised of the undermining of the nurse executive's clinical leadership, less mentoring of staff nurses, less time spent on direct care-giving, and a de-emphasis of the patient-nurse relationship. In addition to this, the augmentation in the nurse's durations of patient care tasks were not coupled by implementation and implementation of work process efficiencies. The nurses that got affected through the initiatives of restructuring reported less meaningful patient-nurse relationships and ...