Nursing Human Resource Management Strategy and the Effectiveness after Implementing 2-Days Off Per Week: A Case Study of NTU Hospital

• Main Authors: Huang, Lian-Hua, 黃璉華
• Other Authors: 陳家聲
• Format: Others
• Language: zh-TW
• Published: 2003
• Online Access: http://ndltd.ncl.edu.tw/handle/33332751216988935702

碩士 === 國立臺灣大學 === 商學研究所 === 91 === In 2001, a 2-days off per week policy was implemented. As a result, 18,252 days off for the Department of Nursing NTUH were added, thus increasing nursing workload and the stress of nurses. Meanwhile, due to the enactment of the medical service personnel appointment, the cost of human resources has been increased, all vacant nursing positions have been filled, in addition to the imbalance between the supply and the demand of nursing manpower, the privilege and rights of new nurses are not as satisfactory as before, and lower pay for new nurses has become a major dilemma for the nursing profession. Finding a balance point among nursing human resources, cost and quality of care, has become an imperative issue for nurse administrators. The purpose of this study was to understand nursing human resource management strategy and it’s effectiveness after implementing 2-days off per week policy. The strategies included hiring new staff into lower-paying temporary positions, creating a clinic aide position, incorporating a ward manager role, providing joint management for the same types of wards, incorporating head nurses’ role into that of supervisor, establishing clinical nurse specialists, floating clerks and patient aides, hiring part time nurses, recruiting student nurse volunteers, work flow reengineering, computerized nursing records and documents, setting up term limits for nurse administrators, outsourcing ward’s cleaning work etc. In evaluating effectiveness from several perspectives, such as manpower, cost and quality, the strategies were found to be successful. However, further evaluation of the effectiveness of the strategies such as clinic aides, outsourcing ward’s cleaning work, and terms limit for nurse administrators is needed. The degree of job satisfaction of new staff nurses in National Taiwan University Hospital and nurses’ job satisfaction as a function of differences in nurses’ intrinsic characters were also examined via a secondary data analysis. The results of the secondary data analysis on 305 new staff nurses’ job satisfaction in NTUH showed that: The scores on the subscale of job satisfaction were rated in the following order: “supervisor”, “co-worker”, “environment”, “working itself”, “salary”, and “promotion”. The age, educational background, years of work experience, hiring status, salary and work motivation of new staff nurses significantly influenced part of the subscale of job satisfaction and “overall job satisfaction”. Recommendations for practice and administration were suggested, such as caring for new nursing staff’s working status and adaptation, adjustment when needed, assigning preceptor and ensuring its effectiveness.