The oldest method of measuring nursing productivity is hours spent upon a patient per day (Huber 2000: 703). However, in the modern era, a variety of productivity measures have been employed to assess employee productivity and efficacy. Patient improvement or outcomes measurement is sometimes deployed, although this is obviously an imperfect measure, given that many factors can impact patient success rate. Measuring improvement against overall (national) general benchmarks of patient improvement for similar ailments is occasionally used. But this does not take into consideration other environmental factors within the hospital besides nursing care, and demographic factors that could impact patient improvement (Huber 2000: 704). Other measures might include patient return rates (given that rapid return visits can indicate improper care during the first visit) and ER wait time but even these are far from 'foolproof.'
One valuable indicator has been to assess patient outcomes in relation to numbers of nurses on staff. Given that there often is a dramatic improvement in patient outcomes when nurses per patient are increased, this provides some clue as to how to demonstrably improve patient health, if increasing staff members is feasible (Huber 2000: 702-703).
Describe the two models for productivity: cost-effectiveness and cost-benefit models.
Cost effectiveness models (CEA)...
Productivity in the Workplace An average employee lives around 10,000 days of his lifetime working. When one looks at it this way, it is rational to try and make this time at work as gratifying and rewarding as one can, so that people can be saved from burning out in advance. As a matter of fact, it is proven by research that the easiest and most effective way to uplift morale,
In Worklife Report's (2002) survey study of the effect of socialization in work relationships, it was found out that "...workers who regularly socialize with their colleagues are likely to be happier at work, have stronger team working skills and stay in one job for a longer period of time" (14). This finding illustrates how unity among members of the organization leads to better working performance and environment. Of course,
The manager of a manufacturing organization could offer the rewards when the amount of items produced increases by a constant number. Say for instance a worker produces 5 parts a day; if he produces 6 during one day, he will not receive a rewards, but if he produces 6 parts every day, throughout a whole month, he would receive a reward. This way, the objective of increasing the productivity would
From the beginning there must be an acknowledgement, on diverse teams, of different workers communications styles. Self-awareness and awareness of others is crucial rather than willed ignorance and the ignoring of such differences. For example, when a woman knows that her tendency to say 'I'm sorry' is often misinterpreted by her male colleagues, she is less likely to use this method of communication in a reflexive manner. Likewise, a colleague
Higher Education and the Workforce The concept of college as a means to a higher paying job is not new to most Americans. However, the need mid-career for more education or even for a college degree is becoming more and more common for members of the workforce. Certainly there is a percentage of the employees who already hold a four-year degree and there is a percentage of employers who are willing
In HS2: Valuing the benefits of HS2 (London-West Midlands), the authors consider the direct benefits and disbenefits to users, the wider economic impact, and other economic and social impacts arising from land use changes. The major benefits for users are journey time savings, reduced crowding, and improved reliability. Though HS2 would generate profits, it would cost the government money to implement it. Finally, Dr. J Savin conducted a financial
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