The Impact of Nurse Scheduling Management on Nurses’ Job Satisfaction in Army Hospital: A Cross-Sectional Research

Rizany, Ichsan; Hariyati, Rr. Tutik Sri; Afifah, Efy; Rusdiyansyah,

doi:10.1177/2158244019856189

Cited by 29 publications

(30 citation statements)

References 46 publications

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“…Furthermore, limiting mandatory overtime (Wheatley, 2017) and allowing self-scheduling (Rizany, Hariyati, Afifah, & Rusdiyansyah, 2019) would enable nurse managers to have greater control over balancing their personal and professional lives, especially those with families.…”

Section: Implications For Nursing Managementmentioning

confidence: 99%

Organisational and professional turnover intention among nurse managers: A cross‐sectional study

Labrague

2020

J Nurs Manag

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Aim We sought to examine factors associated with organisational and professional turnover intention among nurse managers. Background Turnover among nurse managers is an ongoing problem in many health care institutions worldwide. While many studies exist that have examined factors contributing to organisational turnover intention, surprisingly, little is known about which factors contribute to nurse managers' decisions to quit the profession. Methods This cross‐sectional study involved 240 nurse managers working in 17 hospitals in the central Philippines. Five validated standardized scales were used for data collection. Results The composite scores of the organisational and professional turnover intention measures were 2.75 and 1.97, respectively (Likert range: 1/strongly disagree to 5/strongly agree). Work–Family Conflict (β = 0.127; p < .05) and job satisfaction (β = −0.315; p < .001) were strongly associated with organisational turnover intention. Job stress was correlated with stronger professional (β = 0.200, p < .01) and organisational turnover intentions (β = 0.281; p < .001). Conclusion Nurse managers reported a moderate level of organisational turnover intention and a low level of professional turnover intention. Job satisfaction, job stress, and Work–Family Conflict were identified as significant predictors of organisational and professional turnover intentions. Implications for Nursing Management Turnover intention among nurse managers can be best addressed by exploring organisational measures such as a structured transition programme (e.g. nurse manager orientation, coaching, mentorship or preceptorship), leadership programme for new nurse managers and stress management interventions. Further, through provision of a work‐ and family‐friendly workplace and consistent career growth opportunities, retention of nurse managers may be enhanced.

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Section: Implications For Nursing Managementmentioning

confidence: 99%

Organisational and professional turnover intention among nurse managers: A cross‐sectional study

Labrague

2020

J Nurs Manag

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“…Each form has particular strength and weakness (Koning, 2014). Nurse managers should consider the competencies of staff, number of staff, versatility, balance and skill combination in the management of the schedule (Rizany et al, 2019).…”

Section: Resultsmentioning

confidence: 99%

“…The self-scheduling process is carried out by presenting a job schedule to a lower-level manager and the manager will settle on the scheduling according to the criteria and needs of the unit, thereby ensuring consistency in deciding the shift schedule (Koning, 2014). Self-scheduling is rarely carried out in Indonesia, however, since nurses usually work full-time (Rizany et al, 2019).…”

Section: Resultsmentioning

confidence: 99%

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Satisfaction Index of Employees on Service Quality through Quality Leadership at Three Hospitals B-Type, Central Java Province

Agiwahyuanto

Suharyo

Ayusasmita

et al. 2021

UJPH

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One achievement of leadership style is job satisfaction. Therefore, this research aims to analyze the effect of job satisfaction on service quality through the leadership of hospital directors at various Type B Regional General Hospitals. This was done by processing data contained in the Decree of the Minister of Administrative Reform (Kepmenpan) No. Kep/25/M.PAN/2/2004. The research had a cross sectional study design and 500 samples who were employees from both civil servants and BLUD (300 respondents from hospital B type at Semarang city, 100 from Jepara regency, and 100 from Kendal regency). A simple random sampling was the technique used to obtain the subjects. Data processing and analysis was performed using the Community Satisfaction Index of Government Agencies Service Units. The results show that employee satisfaction index, service quality and the quality leadership of hospital B type at Semarang city and at Kendal Regency is decreasing. But hospital B type at Jepara regency is increasing. Therefore, a transformational leadership style can increase employee satisfaction.

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“…The appropriate management of medical staff has always been one of the most crucial topics for hospital managers [1][2][3][4][5]. Medical staff can influence the quality of medical care directly because they have the most direct contact with patients [6][7][8][9]. Consequently, whether medical staff can properly use their time on the job and whether managers can effectively allocate medical staff are critical factors that influence the quality of healthcare for patients [10].…”

Section: Introductionmentioning

confidence: 99%

Applying Heuristic Algorithms to Solve Inter-hospital Hierarchical Allocation and Scheduling Problems of Medical Staff

Chen¹,

Huang²,

Chiang³

et al. 2020

IJCIS

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To address the inter-hospital hierarchical allocation and scheduling problems, this research used the pooling resource concept to allocate medical staff among hospital branches as well as determine their monthly schedules. This study proposed a two-stage strategy. The first stage proposed three heuristic algorithms-HRA1 (human resource allocation based on the hospital's size), HRA2 (human resource allocation based on the average allocation), and HRA3 (human resource allocation based on the severity of penalties)-for medical staff allocation. The second stage used the improved particle swarm optimization (PSO) algorithm to schedule the medical staff within a reasonable time. Based on the numerical results, HRA3 was superior to HRA1 and HRA2. Furthermore, the analysis of two scenarios-varying the sizes of hospital branches (Scenario 1) and varying the total number of medical staff (Scenario 2)-showed that, when the sizes of hospital branches varied (Scenario 1), HRA3 was superior to HRA1 and HRA2 whereas, when the sizes were given (Scenario 2), the lowest number of medical staff possible was approximately 60. The findings of this research will help hospital managers make decisions concerning the allocation and scheduling of medical staff.

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The Impact of Nurse Scheduling Management on Nurses’ Job Satisfaction in Army Hospital: A Cross-Sectional Research

Cited by 29 publications

References 46 publications

Organisational and professional turnover intention among nurse managers: A cross‐sectional study

Organisational and professional turnover intention among nurse managers: A cross‐sectional study

Satisfaction Index of Employees on Service Quality through Quality Leadership at Three Hospitals B-Type, Central Java Province

Applying Heuristic Algorithms to Solve Inter-hospital Hierarchical Allocation and Scheduling Problems of Medical Staff

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