A Case Study: The Initiative to Improve RN Scheduling at Hamilton Health Sciences

Wallace, Laurel-Anne; Pierson, Sharon

doi:10.12927/cjnl.2008.20285

Cited by 4 publications

(20 citation statements)

References 1 publication

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“…186 l Financial: to ensure cost-effectiveness and efficiency. 126,127,129,131,133,144,156,158,160,170,176,184,185,190,193,195 l Quality: linked to national standards and legislation on quality and patient safety. 126,127,[130][131][132]156,183 l Professional: regulatory processes from the professional body.…”

Section: Site 3 Participantmentioning

confidence: 99%

“…Roster policies, family-friendly policies and use of agency and bank nurses. 129,130,143,146,147,155,157,169,177,184,185,189,195,196 l Patient and public: linked to good-quality care safety, transparency and patient satisfaction. 165,166 DOI: 10.3310/hsdr06360 HEALTH SERVICES AND DELIVERY RESEARCH 2018 VOL.…”

Section: Site 3 Participantmentioning

confidence: 99%

“…Financial strategy, linked to resource availability, underpinned all other organisational strategies related to staffing and quality care. 129,131,133,144,158,160,170,176,184,185,190,195 The evidence strongly suggested that strategic aims for the delivery of safe, good-quality care had to be considered in the light of financial strategy:…”

Section: Site 3 Participantmentioning

confidence: 99%

“…124,126,154,179,191,194,200 This team could be strategic, encompassing managers and finance and information specialists. 174,195,199 A support team could also provide more practical advice on WPTs. Junttila et al 192 highlighted the need for an information analyst with clinical expertise to produce reports, identify trends and recognise new information needs.…”

Section: Context and Mechanismmentioning

confidence: 99%

“…The availability of training and education on WPTs was highlighted by many sources as being essential, so that nurse managers could input, collect and analyse data and understand how to use the technology effectively. [124][125][126][127]129,131,143,147,150,154,156,162,171,173,174,179,182,191,192,195,[198][199][200][201][202][203] The evidence also suggested that training and education is important for the development of nurse managers' skills for decision-making processes related to their role generally 148,149,187,188 and in relation to staffing decisions. 153,174 Training and education can promote skills in organisation, critical thinking 149,188 and human relations, such as communication and team-building, 149 negotiation and conflict mediation 148 and skills in technical competence.…”

Section: Site 2 Participantmentioning

confidence: 99%

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NHS managers’ use of nursing workforce planning and deployment technologies: a realist synthesis

Burton

Rycroft-Malone

Williams

et al. 2018

Health Serv Deliv Res

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BackgroundPolicy and reviews of health-care safety and quality emphasise the role of NHS managers in ensuring safe, good-quality patient care through effective staffing. Guidance requires that NHS managers combine professional judgement with evidence-based workforce planning and deployment tools and technologies (WPTs). Evidence has focused on the effectiveness of WPTs, but little is known about supporting their implementation, or the impact of using WPTs across settings.ObjectivesThe review answered the following question: ‘NHS managers’ use of workforce planning and deployment technologies and their impacts on nursing staffing and patient care: what works, for whom, how and in what circumstances?’.DesignA realist synthesis was conducted. A programme theory was formulated and expressed as hypotheses in the form of context, mechanisms and outcomes; this considered how, through using WPTs, particular conditions produced responses to generate outcomes. There were four phases: (1) development of a theoretical territory to understand nurse workforce planning and deployment complexity, resulting in an initial programme theory; (2) retrieval, review and synthesis of evidence, guided by the programme theory; (3) testing and refinement of the programme theory for practical application; and (4) actionable recommendations to support NHS managers in the implementation of WPTs for safe staffing.ParticipantsNHS managers, patient and public representatives and policy experts informed the programme theory in phase 1, which was validated in interviews with 10 NHS managers. In phase 3, 11 NHS managers were interviewed to refine the programme theory.ResultsWorkforce planning and deployment tools and technologies can be characterised functionally by their ability to summarise and aggregate staffing information, communicate about staffing, allocate staff and facilitate compliance with standards and quality assurance. NHS managers need to combine local knowledge and professional judgement with data from WPTs for effective staffing decisions. WPTs are used in a complex workforce system in which proximal factors (e.g. the workforce satisfaction with staffing) can influence distal factors (e.g. organisational reputation and potential staff recruitment). The system comprises multiple organisational strategies (e.g. professional and financial), which may (or may not) align around effective staffing. The positive impact of WPTs can include ensuring that staff are allocated effectively, promoting the patient safety agenda within an organisation, learning through comparison about ‘what works’ in effective staffing and having greater influence in staffing work. WPTs appear to have a positive impact when they visibly integrate data on needs and resources and when there is technical and leadership support. A collaborative process appears to be best for developing and implementing WPTs, so that they are fit for purpose.LimitationsThe evidence, predominantly from acute care, often lacked detail on how managers applied professional judgement to WPTs for staffing decisions. The evidence lacked specificity about how managers develop skills on communicating staffing decisions to patients and the public.Conclusions and recommendationsThe synthesis produced initial explanations of the use and impact of WPTs for decision-making and what works to support NHS managers to use these effectively. It is suggested that future research should further evaluate the programme theory.Study registrationThis study is registered as PROSPERO CRD42016038132.FundingThe National Institute for Health Research Health Services and Delivery Research programme.

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Section: Site 3 Participantmentioning

confidence: 99%

Section: Site 3 Participantmentioning

confidence: 99%

Section: Site 3 Participantmentioning

confidence: 99%

Section: Context and Mechanismmentioning

confidence: 99%

Section: Site 2 Participantmentioning

confidence: 99%

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NHS managers’ use of nursing workforce planning and deployment technologies: a realist synthesis

Burton

Rycroft-Malone

Williams

et al. 2018

Health Serv Deliv Res

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Flexible Working Arrangements in Healthcare

Mercer

Russell

Arnold³

2014

JONA: The Journal of Nursing Administration

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Implementation of Flexible Work Arrangement among Healthcare Workers in Miri Hospital—Assessment of the Validity and Reliability of Flexible Work Arrangement Perceived Benefits and Barriers Scale, and the Exploratory Study

Poh¹,

Chai²,

Lim³

et al. 2022

MJMS

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Background: Flexible work arrangements (FWAs) have been widely implemented during the COVID-19 pandemic. We aimed to assess the validity and reliability of the FWA perceived benefits and barriers (FWAPB) scale and subsequently, to determine the preference and perceived feasibility, perceived benefits and barriers, and readiness to implement FWA among healthcare workers. Methods: We conducted a cross-sectional study using a self-administered questionnaire in Miri Hospital. The questionnaire was administered via a web survey design (Google Forms). The convenience sampling method was applied to recruit respondents. All healthcare workers in Miri Hospital who could read and understand English were invited to participate in the study. Response process validation, exploratory factor analysis, reliability analyses and descriptive statistics were performed. Results: A total of 339 respondents participated. All items had satisfactory response process indices. Exploratory factor analysis revealed a three-factor structure. Items of ‘perceived benefits-workplace management’, ‘perceived benefits-family life balance’ and ‘perceived barriers’ have high internal consistency reliability (Cronbach’s alpha = 0.852–0.884) and factor loadings. Flextime is preferred and perceived to be the most feasible work arrangement. Most agreed that FWA helps in improving social distancing among colleagues (mean = 3.65, standard deviation [SD] = 0.99) and reduces their exposure to COVID-19 (mean = 3.60, SD = 1.06). A total of 44.0% of the respondents agreed Miri Hospital is ready to implement FWA. Conclusion: The FWAPB is valid and reliable. Almost half of the respondents were positive towards the implementation of FWA. These findings contribute to the understanding of FWA, and thus increase the readiness and acceptance of such an arrangement.

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A Case Study: The Initiative to Improve RN Scheduling at Hamilton Health Sciences

Cited by 4 publications

References 1 publication

NHS managers’ use of nursing workforce planning and deployment technologies: a realist synthesis

NHS managers’ use of nursing workforce planning and deployment technologies: a realist synthesis

Flexible Working Arrangements in Healthcare

Implementation of Flexible Work Arrangement among Healthcare Workers in Miri Hospital—Assessment of the Validity and Reliability of Flexible Work Arrangement Perceived Benefits and Barriers Scale, and the Exploratory Study

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