Patient care outcomes and temporary nurses

Mazurenko, Olena; Liu, Darren; Perna, Cheryl

doi:10.1097/01.numa.0000469351.33893.61

Cited by 6 publications

(20 citation statements)

References 26 publications

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“…This result holds across a range of available QoC indicators measuring quality in different domains, including consumer perceptions, realised care breaches and regulatory assessments. These findings align with prior evidence about agency staffing in other countries 8,11–13 and other care settings 14–16 . The sensitivity of these indicators substantiates previous concerns about relying on temporary staff who may lack familiarity with residents, particularly those with more complex and personalised needs 9…”

Section: Discussionsupporting

confidence: 85%

“…Prior research shows that facilities with a greater reliance on agency care staff have higher rates of deficiency citations 11 and physical restraint use, 12 and other poorer QoC outcomes 8,13 . These findings echo those in acute care and hospital settings 14–16 . A conspicuous feature of prior findings is the sensitivity of QoC to seemingly low agency staffing levels, with significant effects found when agency staffing is only 5% of direct care time 11 …”

Section: Introductionmentioning

confidence: 85%

“…However, as agency staffing may be unavoidable, providers may also consider operational strategies for mitigating any detrimental effects on quality. These could include sourcing processes with agencies that ensure proper matching of workers to the needs of individual facilities 15 and the regular use of the same staff to improve continuity of care for residents. Another potential strategy is to use more comprehensive and systematic orientation programmes that build familiarity with institutional processes, clarify role expectations and reduce the supervision burden on permanent staff 16 .…”

Section: Discussionmentioning

confidence: 99%

“…Another potential strategy is to use more comprehensive and systematic orientation programmes that build familiarity with institutional processes, clarify role expectations and reduce the supervision burden on permanent staff 16 . Providers could also improve the communication and teamwork within care teams comprising both internal and external staff through leadership training of team leaders, 15 the inclusion of agency staff within training programmes 5 and reliable client information systems and handover procedures.…”

Section: Discussionmentioning

confidence: 99%

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The quality effects of agency staffing in residential aged care

Sutton

Yang

et al. 2022

Australas J Ageing

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In residential aged care, the characteristics and composition of the direct care workforce are primary drivers of quality of care (QoC). 1 As such, it is unsurprising that workforce issues were highlighted as a central cause of substandard care by the recent Royal Commission into Aged Care Quality and Safety (RCACQS). 2 Several of these issues have subsequently been targeted for reform through minimum staffing standards, recruitment and

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Section: Discussionsupporting

confidence: 85%

Section: Introductionmentioning

confidence: 85%

Section: Discussionmentioning

confidence: 99%

Section: Discussionmentioning

confidence: 99%

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The quality effects of agency staffing in residential aged care

Sutton

Yang

et al. 2022

Australas J Ageing

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“…In addition, several studies indicate difficulties, besides the financial issue, in using temporary agency staff in healthcare organizations. These difficulties include impaired patient safety, lower organizational loyalty among external staff compared to permanent staff, a deteriorating work environment, less productive wards, and uncertainty in the supply of agency staff [4,25,30,31,70]. Temporary agency staff are also typically not as productive as internal staff [50].…”

Section: Using External Staffing Poolsmentioning

confidence: 99%

Creating Short-Term Volume Flexibility in Healthcare Capacity Management

Fagefors

Lantz

Rosén

2020

IJERPH

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It is well-known that unpredictable variations in supply and demand of capacity in healthcare systems create the need for flexibility. The main tools used to create short-term volume flexibility in the healthcare system include overtime, temporary staff from internal calling lists, moving staff across units, internal staffing pools, external staffing agencies, queuing patients, and purchasing care from external providers. We study the creation of short-term volume flexibility in healthcare systems to manage short-term capacity losses and demand fluctuations. A questionnaire was developed and distributed among healthcare managers in the Region Västra Götaland healthcare system. Respondents were asked to what extent they used each tool to create short-term flexibility in capacity. Data were analyzed using multiple regression analysis. Several significant tendencies were found, including that acute units use overtime and internal staffing pools to a larger extent, and queuing patients and external providers to a lesser extent than planned units. The prerequisites and required managerial approaches used to efficiently manage aggregate capacity in the system differ substantially between different parts of the system. These differences must be addressed when, for example, capacity pools are considered. These results serve as a stepping stone towards a more thorough understanding of efficient capacity management in healthcare systems.

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Leih- und Zeitarbeit in der Intensivpflege

Hermes¹,

Petersen-Ewert

2020

Med Klin Intensivmed Notfmed

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Zusammenfassung Hintergrund Leiharbeiter werden, meist im Sinne einer Arbeitnehmerüberlassung, zur pflegerischen Versorgung von Intensivpatienten eingesetzt. Ob bzw. wie sich Leiharbeit in der Pflege auf die Patientenversorgung auswirkt, wurde bislang kaum untersucht. Ziel Zweck dieser systematischen Übersichtsarbeit ist es, die verfügbaren Forschungsergebnisse über den Einsatz von Leiharbeitern in der pflegerischen Versorgung auf Intensiv- und Überwachungsstationen zu beschreiben und die potenziellen Auswirkungen auf das Patientenoutcome zusammenzufassen. Methode Es wurde in sieben Datenbanken mit booleschen Operatoren systematisch nach englisch- und deutschsprachigen Studien recherchiert und in Anlehnung an das PRISMA-Schema ausgewertet. Referenzen der Studien wurden ebenfalls in die Suche inkludiert und die Qualität aller eingeschlossenen Studien nach Hawker-Kriterien bewertet. Ergebnis Von insgesamt N = 630 gesichteten Datensätzen konnten jeweils eine qualitative und zwei quantitative Studien identifiziert und in die Auswertung einbezogen werden. Die Ergebnisse der qualitativen Studien gaben nicht signifikant an, dass Leiharbeiter zu einem schlechteren Patientenoutcome beitragen können. Die Ergebnisse der quantitativen Studien zeigten, dass die Wahrscheinlichkeit für das Auftreten von katheterassoziierten Infektionen mit dem Einsatz von Leiharbeitern steigen kann, aber eher von der Stationsgröße anhängig ist: Je zusätzlichem Bett steigt die Wahrscheinlichkeit für eine VAP um 14,8 % (95 %-CI = 1,032–1,277, p = 0,011). Allerdings konnten Tendenzen für einen Rückgang der Sepsisrate, sobald weniger Leiharbeiter (Stunden/Patient) auf der Intensivstation eingesetzt wurden, nicht bestätigt werden. Schlussfolgerung In den wenigen auswertbaren Studien wurden keine Hinweise dafür gefunden, dass der Einsatz von Leiharbeitern auf Intensiv- (ITS) und Überwachungsstationen (IMC) einen signifikanten Einfluss auf das Patientenoutcome hat. Es wurden allerdings Hinweise gefunden, dass individuelle Qualifikationen und die Arbeitsbedingungen einen Einfluss auf das Outcome haben. Weitere Studien sollten betrachten, welches Verhältnis von Festangestellten zu Leiharbeitern als unkritisch anzusehen ist, welche Qualifikationen temporäre Mitarbeiter vorweisen sollten und inwieweit diese überprüft werden können.

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Patient care outcomes and temporary nurses

Cited by 6 publications

References 26 publications

The quality effects of agency staffing in residential aged care

The quality effects of agency staffing in residential aged care

Creating Short-Term Volume Flexibility in Healthcare Capacity Management

Leih- und Zeitarbeit in der Intensivpflege

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