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Copy of Staff management (발표용)
Transcript of Copy of Staff management (발표용)
Kim Mi Youn
Lee guen Ji
Lee Ha NA Staff management After completing this chapter you will be able to;
Understand the conception of disciplining.
Explain the process of disciplining.
Explain the principle of disciplining.
Suggest how to manage an employee who has problems. Day-to-day coaching COACHING - the day-to-day process of helping employees improve their performance - an important tool for effective nurse managers - it encompasses needs analyses, staff development, interviewing, decision making, problem solving, analytical thinking, active listening, motivation mentoring, and communication skills Terminating Employees Thank you
for listening to our presentation. The goal of coaching In general, coaching sessions should last no more than 5 to 10 minutes.
the steps in successful coaching are; Disciplining staff If repeated coaching can not solve problems, Disciplining staff is needed. Strategies for Discipline Day-to-day coaching
Terminating Employees When does manager use coaching? Intervene immediately in performance problems on a day-to-day basis. performance meets the standard but improvement can still be obtained. to eliminate or improve performance problems to save time, prevent poor morale from occurring, and avoid later, more difficult action such as discipline or termination to retain employees and reduce turnover. How to coach 1. State the targeted performance in behavioral terms. 2. Tie the problem to consequences for patient care, the functioning of the organization, or the person's self-interest. 4. Ask the employee for his or her suggestions and discuss ideas on how to solve the problem. 5. How formal should the coaching session be? 6. Arrange for a follow-up meeting, at which time the employee will receive performance feedback. 3. Having stated the problem behavior, avoid jumping to conclusions but instead explore reasons for the problem with the employee. Reference Dealing with a Policy Violation As with day-to-day coaching, prepare to confront an employee about a policy violation. *steps in confrontation 1. Prepare before the meeting. 1 3 2. without attacking the person, describe the undesired behavior. Tie that behavior to its consequences for the patients, organization, or employee. 3. Solicit and openly listen with empathy to the employee's reasons for the behavior. 2 4. Explain why the behavior cannot continue, and ask for suggestions in solving the problem. If none are offered, suggest solutions. Agree on steps each will take to solve the problem. 4 5. set and record a specific follow-up date. 5 'Is the employee aware of the policy and procedure?
How will the employee react?' "Jane, were you aware that it is clinic policy to notify both the clinic manager and the hospital supervisor when you will be absent form work? Not only were we worried about you, but we had to reschedule patient procedures because we did not have the staff to attend to both clinic appointments and special procedures." "Why didn't you notify someone about your absence?" "In the future, you will need to notify both the clinic manager and the hospital supervisor if you cannot come in. How do you suppose you might do this since you do not have a phone?" "Can we meet again in 1 month to review this plan?" Primary function Not to punish the guilty party
but to teach new skills and encourage that person and others to behave appropriately in the future Principle for Effective Discipline Penalties should be progressive. why some employees do not respond to either coaching or discipline theft, physical abuse of a patient, assault on others. how 1) contact with the organization's human resource department
and nursing administration. 2) discuss the termination and seek approval for it. employee voluntarily resign leave without a record of termination. Q & A Coaching, disciplining and terminating staff
Reducing Turnover, Retaining Staff Progressive discipline is the process of increasingly severe warnings for repeated violations that can result in termination. 1. Have a positive attitude
2. Get the facts before acting.
3. Do quickly as soon as possible.
4. Discipline in private.
5. Focus on the inappropriate behavior.
6. Do not apply penalties inconsistently.
7. advise an employee
8. check up on how his behavior changes. Reducing Turnover Facilitate
Intraorganizational Movement allow a transfer to an other service area in the organization. Improve Management Practice Enrich or redesign the staff nurse’s job
Facilitate upward and downward communication
Link rewards with performance
Develop group cohesiveness
Help resolve interpersonal conflicts
Provide training and educational opportunities Coordinate with Other Managers
to Influence Organizational Policy Coordinating efforts with other managers to change organization’s policy
Work scheduling is a particular important area
- relationship to voluntary turnover
- frequent linkage to unionization attempts Adapt to Turnover Rate The manager may be able to lessen potential problems by doing two things. Manager thinks about why a nurse left.
Provide human resources with a preferred list of replacement workers. Retaining Staff
True collaboration-between and among nurses and other health-care professionals
Effective decision making
Authentic leadership AACN established six criteria for a healthy work environment to "foster excellence inpatient care" 2. Improving Salaries nurses wages account for the majority of an organization's salary budge
Pay scales must be reconfigured to reflect achievement and accomplishment 3. Management Strategies to Retain Staff ⦁Provide a realistic job preview to new hires
⦁Facilitate movement within the org
⦁Improve the work environment
⦁Coordinate with other managers to influence organizational policy
⦁Adapt to turnover rate Drenkard (2004) :
new graduates' unmet expectation about the practice setting is the cause of the high rate of turnover
Providing a realistic job preview, orienting the new graduate's adaptation can help prevent these early withdrawal Provide Realistic Job Preview
and Follow-up CHAPTER19
Coaching, Disciplining, and
Terminating Staff After completing this chapter you will be able to;
Describe cause of turnover.
Describe how nursing turnover affects the organization
Demonstrate how to retain nurses CHAPTER20
Reducing Turnover, Retaining Staff Gilmore (2007) :
- a healthy work environment increases nurse job satisfaction, a necessary condition for retaining staff
-unhealthy work environment lead to turnover and poor patient care
Miracle (2008) :
both nurse satisfaction and excellent nursing care is the product of a healthy work environment 1. Healthy Work Environment Sullivan, E. J. (2012). Effective Leadership and Management in Nursing (8th ed.). Pearson Prentice Hall.
Lee byeng sook. Nursing management(2nd ed.). Jungdam media
Park sung yae, Nursing management(2010), Gun-Ja publisher
http://www.google.co.kr/ 2. Causes of Turnover Turnover increases much cost of the hospital
Due to the turnover of fellow employees,
- low morale of the remaining employees,
- poor quality of care.
team's function is reduced.
low quality of nursing care caused by the immature performance of the new staff members How nursing turnover
affects the organization Penalties should be progressive. Progressive discipline is the process of increasingly severe warnings for repeated violations that can result in termination. Mentor-protégé relationships 4. MENTORING The initiation stage
The protégé stage
The breakup stage
The lasting friendship stage There are also workshops, educations. Definition of management turnover would leave the workplace nursing staff was involved. Voluntary turnover - Resignation
Non-voluntary turnover - Layoff, Punitive dismissal, Mandatory retirement Organization-wide factor
Job environmental factor
Job description factor
Personal factors - size
- promotion policy
- Feeling of rejection to the management philosophy and the philosophy of the organization
- Difficulty of human relationships within the organization
- Dissatisfaction of management style of boss
- Heterogeneity of organizational climate Organization-wide factor Job environmental factor - Corresponds difficult job description
- Irregular working hours
- Excessive amount of business
- Autonomy lack of business
- Lack of ability Job description factor - Change jobs in a better workplace
- family reasons
- Change jobs to find opportunities for development and achievement of individual Personal factors Strengthen the unity among employees who have various backgrounds, abilities, experiences, interests and is face-to-face leadership that leads others to achieve goal as a devoted companion.
As formal work that is given manager, It is important and difficult work to develop employee's skill. Discipline? Process for Discipline verbal warning
dismissal Staff who have
trouble with working drug abuse
low level performance -cause: physical, emotional, personal problems.
-patients can be in danger and teamwork can't work well.
-management collect the evidential material
manager enhance the supervision of drug
If patient is be in danger, Staff will not work temporarily.
her work performance is continually dissatisfied,
she need step-by-step discipline
(If it is not solved finally, she will be fired) - continually violate rules.
- keep the action that requires discipline.
- perform the task which does not reach the standard
- work in a threatening attitude.
-management (Schniederjans & Stoeberl(1985)) terminating staff : manager recommend that employees will resign.
interdepartment rotation : relocate to another department
consultation : improve the performance by consultation or coaching actively
lack of solution : look for a possible solution
ignorance: ignore the problem DRUG ABUSE low level performance Marriner & Tomey(1996) 5. Performance-driven clinical ladder Compensation system that can be performed without causing elevated administrator an excellent nurse.
Excellent clinical nurses can remain near the patient
It is possible to receive compensation for clinical excellent. Strength: 6. Coaching Strategy proposes to represent nurse's job dissatisfaction. Reducing turnover Through problems that can be solved. Nurse or Human Resources Employees who prepared to help to resolve the dispute. who? Goal The coach helps
the employee to reveal the exact nature of the problem.
consider the various exchanges.
find out the underlying problems and then recognize links and disadvantages of turnover.