This study aims to identify the management function of the head of the room, the level of staff burnout and develop problem solving solutions by preparing burnout management guidelines for nursing staff. The method used is a case study and analysis of results and implementation gaps with a discussion based on a literature review. The results showed that the perception of the head of the room related to the planning function was 53.7%, the organizing function was 59.3%, the manpower function was 53.7%, the directive function was 55.6% and the control function was 55.6%. The burnout level of nursing staff is in the medium category. The emotional exhaustion dimension scored 50.5%, the depersonalization dimension was 44.1% and the personal accomplishment dimension was 50.7%. In conclusion, the implementation of the draft guideline for burnout management can be carried out well. The involvement of the team, support from the Nursing Services Division and the Nursing Committee is needed in the preparation of the burnout management guide draft for nursing staff in hospitals. Keywords: Burnout, COVID-19, Function Management, Nurse Manager
This study aims to identify the optimization of the staffing function by the head of the room in the division of work and rest time to reduce nurses' workload in the inpatient unit. The research method used is a pilot project which starts from identifying problems related to the implementation of nursing management functions in hospitals, analyzing problems, prioritizing issues, preparing plans of action, implementing, evaluating structures and discussing based on literature reviews. The results of the study illustrate that the organizing function and actuating function (66%) are not optimal, while the planning function (53%), staffing (63%) and controlling (63%) are optimal. The performance category shows a description of the nurse's workload at a low percentage. The temporal demand category has 74%, followed by the mental demand category 68%, frustration level 63%, physical demand 58% and effort 53%. In conclusion, the application of the scheduling function of the head of the room at Hospital X is not optimal and still requires implementation following field conditions. Keywords: Workload, COVID-19, Employment Function, Rest Time
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