NURSING

Nursing

Nursing

Managers in wellbeing care have a difficult task in providing high-quality wellbeing care services in a cost-effective way. Although this is itself a dispute, the position becomes more complicated under the force of expanding waiting registers and labor lacks. In supplement, in some European countries there is a trend toward a decrease in working time. Currently in The Atlanta VAs, there is a debate concerning whether specialists should work 40 or 48 h/wk. In 2008, a 5% decrease in working time was introduced in the university hospitals for nursing personnel. Although a little decrease in employed time can be compensated for by a boost in effectiveness, health care services in general, and clinics in specific, are very vulnerable to this kind of change. First, as in most service commerce, human assets are of the utmost significance; even a little decrease in employed time has a direct effect on the worth of these assets. An added difficulty is that human assets in the hospital setting are not uniform. Patients are battled with physicians, doctors, administrative staff, and students, as well as diverse supportive staff whom patients may never glimpse but who may be crucial for their general well-being. All staff are functionally related to one another, and small changes in the employed agenda of one assembly have a direct effect on other ones and, thus, on the entire chain of events.

Loss of the experienced nurses can only be described as 'brain drain.' Although, knowledge of life-span growth and developmental needs is well-known, nursing care delivery has not been revised to accommodate the needs of middle-aged nurses. ICU nurses work shorter weeks than the normal nurses. ICU nurses work 36 hours per week and get paid for 40 hours. This rule should be implemented on all the nurses.

In August 2008, all Atlanta VA university hospitals switched from a 38-h working week to a 36-h schedule. At the same time, a decrease in holiday hours and slightly fewer “local” holidays reduced this >5% decrease in working hours to a 4% decrease. The introduction of this new agenda was escorted by an increase in flexibility, the pivotal idea behind which was to focus on the number of hours worked throughout the entire year rather than intensifying on the hours per week. This provided each institution the likelihood of varying the number of hours worked throughout the week, according to the local demand. The major aim of this expanded flexibility was to increase efficiency. Working hour flexibility was applied by each clinic in its own way. For example, any hospital decided to lengthen the working day in the operating rooms (OR) from 8 to 9 h/d, resulting in a schedule of four working days of 9 h each and one free day for the nursing personnel. This also meant that the overtime period started 1 h later after August 2008. Nevertheless, a down turn in the number of surgical procedures performed was anticipated after the introduction of the new ...