Keeping the Clinical Manager “Clinical”: A pilot project that decreases staff nurse turnover

2.50
Hdl Handle:
http://hdl.handle.net/10755/150192
Type:
Presentation
Title:
Keeping the Clinical Manager “Clinical”: A pilot project that decreases staff nurse turnover
Abstract:
Keeping the Clinical Manager “Clinical”: A pilot project that decreases staff nurse turnover
Conference Sponsor:Sigma Theta Tau International
Conference Year:2001
Conference Date:November 10 - 14, 2001
Author:Cox, Karen, PhD(c)
P.I. Institution Name:University of Missouri-Columbia
Title:Program Manager
Research indicates that a staff nurse’s satisfaction is directly linked to the effectiveness of the unit manager. However, a common cost saving technique is to increase direct reports by having one individual manage more than one unit. Although the model of increased reports appears to save healthcare dollars it simultaneously diminishes the opportunity to offer staff support at a variety of levels particularly where clinical issues are at stake. As managers move further away from the bedside, staff perceive they are left with a manager who knows little about the day-to-day struggles of the clinical unit. A pilot project at a freestanding pediatric institution in the Midwest was begun two years ago that uses a model of two, FULL TIME managers for one unit in order to create an environment that comprehensively supports staff. Specific details of this model include each manager working as staff at least twice per pay period as well as having the ability to perform all managerial activities associated with the job. This has led to sustained single-digit turnover for nurses on that unit as well as high satisfaction for physicians, staff, and the managers themselves. The indirect cost savings as a result of the decreased turnover has more than paid for the increase in direct expenditures. Perhaps the greatest benefit comes from the fact that staff nurses feel supported in a time when many do not.
Repository Posting Date:
26-Oct-2011
Date of Publication:
10-Nov-2001
Sponsors:
Sigma Theta Tau International

Full metadata record

DC FieldValue Language
dc.typePresentationen_GB
dc.titleKeeping the Clinical Manager “Clinical”: A pilot project that decreases staff nurse turnoveren_GB
dc.identifier.urihttp://hdl.handle.net/10755/150192-
dc.description.abstract<table><tr><td colspan="2" class="item-title">Keeping the Clinical Manager &ldquo;Clinical&rdquo;: A pilot project that decreases staff nurse turnover</td></tr><tr class="item-sponsor"><td class="label">Conference Sponsor:</td><td class="value">Sigma Theta Tau International</td></tr><tr class="item-year"><td class="label">Conference Year:</td><td class="value">2001</td></tr><tr class="item-conference-date"><td class="label">Conference Date:</td><td class="value">November 10 - 14, 2001</td></tr><tr class="item-author"><td class="label">Author:</td><td class="value">Cox, Karen, PhD(c)</td></tr><tr class="item-institute"><td class="label">P.I. Institution Name:</td><td class="value">University of Missouri-Columbia</td></tr><tr class="item-author-title"><td class="label">Title:</td><td class="value">Program Manager</td></tr><tr class="item-email"><td class="label">Email:</td><td class="value">CoxK@health.missouri.edu</td></tr><tr><td colspan="2" class="item-abstract">Research indicates that a staff nurse&rsquo;s satisfaction is directly linked to the effectiveness of the unit manager. However, a common cost saving technique is to increase direct reports by having one individual manage more than one unit. Although the model of increased reports appears to save healthcare dollars it simultaneously diminishes the opportunity to offer staff support at a variety of levels particularly where clinical issues are at stake. As managers move further away from the bedside, staff perceive they are left with a manager who knows little about the day-to-day struggles of the clinical unit. A pilot project at a freestanding pediatric institution in the Midwest was begun two years ago that uses a model of two, FULL TIME managers for one unit in order to create an environment that comprehensively supports staff. Specific details of this model include each manager working as staff at least twice per pay period as well as having the ability to perform all managerial activities associated with the job. This has led to sustained single-digit turnover for nurses on that unit as well as high satisfaction for physicians, staff, and the managers themselves. The indirect cost savings as a result of the decreased turnover has more than paid for the increase in direct expenditures. Perhaps the greatest benefit comes from the fact that staff nurses feel supported in a time when many do not.</td></tr></table>en_GB
dc.date.available2011-10-26T10:18:36Z-
dc.date.issued2001-11-10en_GB
dc.date.accessioned2011-10-26T10:18:36Z-
dc.description.sponsorshipSigma Theta Tau Internationalen_GB
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