Effective responses might share personal experience, ask for clarification, or add additional information, so feel free to analyze, interpret, critique, and suggest.
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I agree with the scientific management theory which relays that people are motivated by money. This is also reflected in my hospital with our yearly evaluations. Staff performance evaluations are done, and employees are given three percent max of their yearly salary as an reward. We also have a yearly bonus that is given to all staff members, which includes all full time, part-time and perdiiem’s. This monetary factor does motivate all staff with performance and hospital improvements. Our moral is great at the end of every year! I also concur that it is perceived that night shift is the less busy shift, therefore requires less staffing. That seems to be a ongoing belief in nursing. Your trauma orthopedic unit sounds like a PCA is greatly needed to care for the patients. Staffing remains to be an ongoing problems with nursing.
The Scientific Management Theory was created by Fredrick Taylor. He studied how work was performed, and then looked at how this affected worker productivity. Taylor’s philosophy focused on the belief that making people work as hard as they could was not as efficient as optimizing the way the work was done.
Taylor’s four principles are explained as:
- Replace working by “rule of thumb,” or simple habit and common sense, and instead use the scientific method to study work and determine the most efficient way to perform specific tasks.
- Rather than simply assign workers to just any job, match workers to their jobs based on capability and motivation, and train them to work at maximum efficiency.
- Monitor worker performance, and provide instructions and supervision to ensure that they’re using the most efficient ways of working.
- Allocate the work between managers and workers so that the managers spend their time planning and training, allowing the workers to perform their tasks efficiently.
Today in health care proper staffing continues to be an at-large issue. With nursing shortages on the rise as well as patient admissions there are simply not enough nurses available to provide the proper care. I work on a cardiac stepdown unit where we take care of a lot of open heart patients. Years ago we had 3 patients and we did everything. Bathed our patient, ambulated them, drew our own blood, did our own vitals, etc. Now the patient load has increased to 5 patients per nurse with 1 PCA for a unit with 30+ beds. The expectations of performance are unrealistic and unsafe for our patients. I believe that nurses are being overloaded with work, and compassion fatigue is a very real issue that is quickly on the rise. Compassion fatigue has been defined as a combination of physical, emotional, and spiritual depletion associated with caring for patients in significant emotional pain and physical distress (Anewalt, 2009). By following Taylors four principles of Scientific Management Theory proper staffing and nurse to patient ratios would be enforced resulting in safe and effective healthcare and the rate of nursing burn out and compassion fatigue could be decreased.
Anewalt, P. (2009). Fired up or burned out? Understanding the importance of professional boundaries in home health care hospice. Home Healthcare Nurse, 27(10), 591-597.
Frederick Taylor and Scientific Management: Understanding Taylorism and Early Management Theory Retrieved From: https://www.mindtools.com/pages/article/newTMM_Tay…
Shirley, I think the worst kind of manager to be is a micromanager. One who says move the cart and them shows you how to move the cart. They get into everything and they do not trust the staff to do anything without them. They are bossy, and in the end the staff cannot stand working for them. Productivity is low, moral is low, gossip is high, and happy is totally gone. I know a manager like that. She was overseeing our department since we had no manager for 2yrs. We are a very strong, long time critical care nurses with big personalities. She will not come back to our department again. She was not liked at all and trusted us to do nothing. We have run our department for the 2 yrs we are without a manager since anyone who steps in temporarily does not have a clue what an IR/cath lab requires. I don’t think we get the proper amount of credit for the job we do but we know how good we are. Our H-Caps show it and our numbers show it. Sometimes nursing has to pat itself on the back when no one else wants to.
It is a good point that, by valuing staff’s opinion, we as nurses can make positive changes in management of the work. For instance, I always ask my staff, as a charge nurse and team leader their concerns or anything they need to add and share in the beginning of each shift report. That way I can make a better staff assignment and assign the tasks more fairly. This allows me to manage my staff during my shift since I consider my staff’s concerns and abilities accordance to patients’ demands ahead of time. So I usually do not have to waste of my time worrying about staff’s dissatisfaction about workload and the tasks. Valuing the staff’ opinion provides staff both motivation and better satisfaction with their job and this leads to a better quality of patient care.