An evaluation of two systems of in‐patient care in a general hospital psychiatric unit II: measures of staff and patient performance

Abstract

This study reports on a comparison between a single ward and a two-ward system of acute in-patient care in a general hospital psychiatric unit. It looked at job satisfaction, levels of stress, absenteeism/sickness and work proficiency amongst the staff and also at patients' level of disturbed behaviour, length of stay and re-admission rates. It was found that a continuous-care ward was associated with a lower level of behavioural disturbance and was preferred by the majority of staff, with some increase in job satisfaction and a decrease in stress. The continuous-care ward was also associated with shorter admissions. However, those who progressed through a two-ward system were less likely to be re-admitted within 3 months. The implications of these results are discussed.

The Relationship Between Professional Burnout and Quality and Safety in Healthcare: A Meta-Analysis

“…Workers with burnout often experience physical health problems (e.g., insomnia, headaches, poor overall health), relationship problems, reduced job satisfaction, and increased mental health problems (e.g., depression, anxiety, substance abuse). [8][9][10][11][12][13][14][15] Burnout has also been negatively associated with organizational functioning, including excessive employee absences, tardiness, frequent breaks, reduced job commitment, and in some studies, poor job performance and increased turnover. 11,13,16,17 Burnout can impact healthcare quality and safety in a number of ways.…”

Burnout and Self-Reported Quality of Care in Community Mental Health

“…Burnout has been associated with negative consequences for mental health providers, including physical health problems (e.g., insomnia, headaches, poor overall health), relationship problems, reduced job satisfaction, and increased mental health problems (e.g., depression, anxiety, substance abuse) (Carson et al, 1999; Heaney, Price, & Rafferty, 1995; Killian, 2008; Long, Blackwell, & Midgley, 1990; Perrone, Aegisdottir, Webb, & Blalock, 2006; Rohland, 2000; Smoot & Gonzolas, 1995; Stalker & Harvey, 2002). Burnout is also problematic for organizations, and literature reviews frequently report increased absenteeism, tardiness, reduced job commitment, and, in some studies, poor job performance and increased turnover (Burke & Richardsen, 1993; Schwab, Jackson, & Schuler, 1986; Smoot & Gonzolas, 1995; Stalker & Harvey, 2002).…”

A Comparative Effectiveness Trial to Reduce Burnout and Improve Quality of Care

“…Burnout is common among clinicians, with rates of up to 67% of those working in mental health reporting high levels of burnout on the Maslach Burnout Inventory (Oddie, 2007;Rohland, 2000;Siebert, 2005;Webster & Hackett, 1999). Research also indicates that burnout is associated with a number of problems not only for mental health clinicians (e.g., insomnia, relationship problems, poor mental health) (Carson et al, 1999;Heaney, Price, & Rafferty, 1995;Killian, 2008;Long, Blackwell, & Midgley, 1990;Perrone, AEgisdóttir, Webb, & Blalock, 2006;Rohland, 2000;Smoot & Gonzales, 1995;Stalker & Harvey, 2002), but also for employer organizations (e.g., turnover), consumers (e.g., less empathic treatment providers), and the mental health system as a whole, resulting in poor quality of care. Thus, interventions that address burnout have the potential to positively impact quality of care and consumer outcomes; yet, little controlled research has directly addressed this hypothesis.…”