Staff scheduling and rostering problems, with application in several application areas, from transportation systems to hospitals, have been widely addressed by researchers. This is not the case of hospitality services...Staff scheduling and rostering problems, with application in several application areas, from transportation systems to hospitals, have been widely addressed by researchers. This is not the case of hospitality services, which have been forgotten by the quantitative research literature. The purpose of this paper is to provide some insights on the application of staff scheduling and rostering problems to hospitality management operations, reviewing existing approaches developed in other similar areas, such as nurse rostering or examining adaptable problem models, such as the tour scheduling.展开更多
This paper reviews the concept, research condition and research progress of hierarchical division in nursing ladder management in China; points out the problem and outlook of this area.
Aim: To explore challenges that Chinese head nurses confront on financial management from the perspective of different levels of nursing and non-nursing managers and to provide contemporary nurse managers with suitabl...Aim: To explore challenges that Chinese head nurses confront on financial management from the perspective of different levels of nursing and non-nursing managers and to provide contemporary nurse managers with suitable supports.Methods: Eighteen nursing leaders in different levels were divided into two groups: Junior Leadership Group (head nurses) and Senior Leadership Group (nurse coordinator, nurse executive, and vice-president of the hospital). All the subjects were invited to participate in a semi-structured interview. The interviews were audio-taped and transcribed, and data were analyzed using a comparative content approach. Results: The four following challenges that head nurses confront on financial management practice were identified from the research findings: 1) lack of intrinsic motivation;2) insufficient training and edu-cation on financial management and nursing economics;3) desires for cross-uniting communication and cooperation;4) insufficient reference managerial tool. Conclusions: The confusion confronted by head nurses in Changsha include three aspects: managerial roles, managerial training, and managerial tools. Cooperative management model, evidence-based management training, and data-driven tools will contribute to improving the financial management capacity of nurse managers.展开更多
Objective: The purpose of this qualitative study was to obtain a better understanding of nurse manager’s recognition behavior. Methods: This study, consisting of semi-structured interviews, was conducted in five hosp...Objective: The purpose of this qualitative study was to obtain a better understanding of nurse manager’s recognition behavior. Methods: This study, consisting of semi-structured interviews, was conducted in five hospitals with 100 beds or more in the Kanto, Kansai, and Kyushu regions of Japan. Fifteen nurse managers, who each had more than one year of professional work experience as a nurse manager, participated in this study. Results: We extracted four categories and fourteen subcategories as the factors related to the recognition behaviors in nurse managers. The first category is the basis of the recognition behaviors, which were divided into the following four subcategories: recognition behaviors that they received, perception of recognition behaviors, construction of confidential relationships with staff nurses, and the organizational climate. The second category is the issues that make recognition behaviors difficult, which were classified into the following three subcategories: multiple duties, number of staff nurses, and characteristics of the recent staff nurses. The third category is the factors regarding the staff nurses that must be considered, which consist of the following two subcategories: the characteristics and motivation of staff nurses and recognition behaviors that the staff nurses expect. The forth category is the methods of the recognition behaviors, which consist of the following five categories: watching over and consideration of individuals, evaluation of routine work, development as a professional, opinion sharing and delegating work, and promotion of work-life balance. Conclusions: The recognition behavior by nurse managers is influenced by their own experience, and nurse managers practice recognition behaviors in response to the characteristics of their staff nurses in a busy environment. Our results suggest that nurse managers need expertise in management for them to identity appropriate recognition behavior.展开更多
Nurse managers play a critical role in improving the work environment. Important leadership characteristics for nurse managers include visibility, accessibility, communication, recognition, and support. The nurse mana...Nurse managers play a critical role in improving the work environment. Important leadership characteristics for nurse managers include visibility, accessibility, communication, recognition, and support. The nurse manager’s recognition behaviors strongly influence the job satisfaction of staff nurses. In our previous study, we investigated how staff nurses perceived the nurse manager’s recognition behaviors and revealed that there was a divergence in practical approaches to these behaviors between the nurse manager and the staff. We assume that one factor causing this divergence could be perception gaps between the nurse manager and the staff. The aim of this study, therefore, was to uncover what types of perception gaps exist between the nurse manager and staff nurses and whether the background of staff nurses, such as years of experience or academic background, could affect the staff nurses’ perceptions. This quantitative, cross-sectional study involved 10 hospitals in Japan. A total of 1425 nurses completed the questionnaire. The results showed that staff nurses considered “Respect job schedule preferences” to be the most important of the recognition behaviors. In contrast, nurse managers gave “Nurse manager meets with the staff nurses to discuss patient care and unit management” the highest score for importance. Four factors (marriage status, age, years of clinical experience, and training background) affected the professional awareness of recognition behaviors. Our results suggest that nurse managers need to consider these factors when they conduct recognition behaviors.展开更多
目的评价激励化管理对护理人员工作质量的影响。方法回顾性分析2021年1—12月山东大学附属儿童医院儿科实施常规管理的13名护理人员作为对照组,2022年1—12月山东大学附属儿童医院儿科实施激励化管理的12名护理人员作为观察组。比较不...目的评价激励化管理对护理人员工作质量的影响。方法回顾性分析2021年1—12月山东大学附属儿童医院儿科实施常规管理的13名护理人员作为对照组,2022年1—12月山东大学附属儿童医院儿科实施激励化管理的12名护理人员作为观察组。比较不同管理模式对2组护理人员工作质量的影响。结果观察组个人成就感评分为(39.87±4.12)分,高于对照组的(33.37±3.90)分;观察组情感耗竭、去人格化评分分别为(23.34±3.86)分、(9.12±1.34)分,低于对照组的(30.96±5.17)分、(14.40±1.32)分,差异有统计学意义(P<0.05)。观察组工作投入量表(utrecht work engagement scale,UWES)评分高于对照组,差异有统计学意义(P<0.05)。观察组职业获益感评分高于对照组,差异有统计学意义(P<0.05)。观察组护理水平评分高于对照组,差异有统计学意义(P<0.05)。观察组核心胜任力评分高于对照组,差异有统计学意义(P<0.05)。结论激励化管理对护理人员工作质量提高具有积极影响,可减轻护理人员职业倦怠感,提升工作投入状况、职业获益感及护理水平。展开更多
文摘Staff scheduling and rostering problems, with application in several application areas, from transportation systems to hospitals, have been widely addressed by researchers. This is not the case of hospitality services, which have been forgotten by the quantitative research literature. The purpose of this paper is to provide some insights on the application of staff scheduling and rostering problems to hospitality management operations, reviewing existing approaches developed in other similar areas, such as nurse rostering or examining adaptable problem models, such as the tour scheduling.
文摘This paper reviews the concept, research condition and research progress of hierarchical division in nursing ladder management in China; points out the problem and outlook of this area.
基金This research was funded by CMB Seed Grand. Grant number:740010006
文摘Aim: To explore challenges that Chinese head nurses confront on financial management from the perspective of different levels of nursing and non-nursing managers and to provide contemporary nurse managers with suitable supports.Methods: Eighteen nursing leaders in different levels were divided into two groups: Junior Leadership Group (head nurses) and Senior Leadership Group (nurse coordinator, nurse executive, and vice-president of the hospital). All the subjects were invited to participate in a semi-structured interview. The interviews were audio-taped and transcribed, and data were analyzed using a comparative content approach. Results: The four following challenges that head nurses confront on financial management practice were identified from the research findings: 1) lack of intrinsic motivation;2) insufficient training and edu-cation on financial management and nursing economics;3) desires for cross-uniting communication and cooperation;4) insufficient reference managerial tool. Conclusions: The confusion confronted by head nurses in Changsha include three aspects: managerial roles, managerial training, and managerial tools. Cooperative management model, evidence-based management training, and data-driven tools will contribute to improving the financial management capacity of nurse managers.
文摘Objective: The purpose of this qualitative study was to obtain a better understanding of nurse manager’s recognition behavior. Methods: This study, consisting of semi-structured interviews, was conducted in five hospitals with 100 beds or more in the Kanto, Kansai, and Kyushu regions of Japan. Fifteen nurse managers, who each had more than one year of professional work experience as a nurse manager, participated in this study. Results: We extracted four categories and fourteen subcategories as the factors related to the recognition behaviors in nurse managers. The first category is the basis of the recognition behaviors, which were divided into the following four subcategories: recognition behaviors that they received, perception of recognition behaviors, construction of confidential relationships with staff nurses, and the organizational climate. The second category is the issues that make recognition behaviors difficult, which were classified into the following three subcategories: multiple duties, number of staff nurses, and characteristics of the recent staff nurses. The third category is the factors regarding the staff nurses that must be considered, which consist of the following two subcategories: the characteristics and motivation of staff nurses and recognition behaviors that the staff nurses expect. The forth category is the methods of the recognition behaviors, which consist of the following five categories: watching over and consideration of individuals, evaluation of routine work, development as a professional, opinion sharing and delegating work, and promotion of work-life balance. Conclusions: The recognition behavior by nurse managers is influenced by their own experience, and nurse managers practice recognition behaviors in response to the characteristics of their staff nurses in a busy environment. Our results suggest that nurse managers need expertise in management for them to identity appropriate recognition behavior.
文摘Nurse managers play a critical role in improving the work environment. Important leadership characteristics for nurse managers include visibility, accessibility, communication, recognition, and support. The nurse manager’s recognition behaviors strongly influence the job satisfaction of staff nurses. In our previous study, we investigated how staff nurses perceived the nurse manager’s recognition behaviors and revealed that there was a divergence in practical approaches to these behaviors between the nurse manager and the staff. We assume that one factor causing this divergence could be perception gaps between the nurse manager and the staff. The aim of this study, therefore, was to uncover what types of perception gaps exist between the nurse manager and staff nurses and whether the background of staff nurses, such as years of experience or academic background, could affect the staff nurses’ perceptions. This quantitative, cross-sectional study involved 10 hospitals in Japan. A total of 1425 nurses completed the questionnaire. The results showed that staff nurses considered “Respect job schedule preferences” to be the most important of the recognition behaviors. In contrast, nurse managers gave “Nurse manager meets with the staff nurses to discuss patient care and unit management” the highest score for importance. Four factors (marriage status, age, years of clinical experience, and training background) affected the professional awareness of recognition behaviors. Our results suggest that nurse managers need to consider these factors when they conduct recognition behaviors.
文摘目的评价激励化管理对护理人员工作质量的影响。方法回顾性分析2021年1—12月山东大学附属儿童医院儿科实施常规管理的13名护理人员作为对照组,2022年1—12月山东大学附属儿童医院儿科实施激励化管理的12名护理人员作为观察组。比较不同管理模式对2组护理人员工作质量的影响。结果观察组个人成就感评分为(39.87±4.12)分,高于对照组的(33.37±3.90)分;观察组情感耗竭、去人格化评分分别为(23.34±3.86)分、(9.12±1.34)分,低于对照组的(30.96±5.17)分、(14.40±1.32)分,差异有统计学意义(P<0.05)。观察组工作投入量表(utrecht work engagement scale,UWES)评分高于对照组,差异有统计学意义(P<0.05)。观察组职业获益感评分高于对照组,差异有统计学意义(P<0.05)。观察组护理水平评分高于对照组,差异有统计学意义(P<0.05)。观察组核心胜任力评分高于对照组,差异有统计学意义(P<0.05)。结论激励化管理对护理人员工作质量提高具有积极影响,可减轻护理人员职业倦怠感,提升工作投入状况、职业获益感及护理水平。
