personnel staffing and scheduling information systems

Summary

Summary: Computer-based systems for use in personnel management in a facility, e.g., distribution of caregivers with relation to patient needs.

Top Publications

  1. Rainio A, Ohinmaa A. Assessment of nursing management and utilization of nursing resources with the RAFAELA patient classification system--case study from the general wards of one central hospital. J Clin Nurs. 2005;14:674-84 pubmed
    ..More resources do not solve the managerial problem of the right allocation of resources. If resources are placed wrongly, the problems of daily staff management and cost control continue. ..
  2. Mar C. Making smarter staffing decisions. Nurs Manage. 2006;Suppl:24 pubmed
  3. Dexter F. Why calculating PACU staffing is so hard and why/how operations research specialists can help. J Perianesth Nurs. 2007;22:357-9 pubmed
  4. Isken M, Hancock W. Tactical staff scheduling analysis for hospital ancillary units. J Soc Health Syst. 1998;5:11-23 pubmed
  5. Schuerenberg B. Making connections across an enterprise. Enterprise resource planning systems are tough to implement, but can provide a big payback. Health Data Manag. 2003;11:72-4, 76, 78 pubmed
  6. Valentine N, Nash J, Hughes D, Douglas K. Achieving effective staffing through a shared decision-making approach to open-shift management. J Nurs Adm. 2008;38:331-5 pubmed publisher
  7. Edwards G. Preventing the ax: proving education productivity and linking productivity to cost using the edvision methodology. J Nurses Staff Dev. 2001;17:294-300; quiz 301-2 pubmed
    ..EdVision allows education and training departments to prove their productivity and base resource decisions on data, thereby reducing vulnerability to unnecessary budget cuts. ..
  8. Gale S, Noga P. Creating a transparent and dynamic view of staffing as a foundation for improving quality and efficiency. Nurs Adm Q. 2013;37:129-35 pubmed publisher
    ..Nursing leaders, legislators, and the public have access to information that demonstrates that staffing is complex and cannot be based on precise nursing ratios in all hospital settings. ..
  9. Combs G. Nurse tracking systems. MCN Am J Matern Child Nurs. 2002;27:193 pubmed

More Information

Publications62

  1. Bowblis J. Staffing ratios and quality: an analysis of minimum direct care staffing requirements for nursing homes. Health Serv Res. 2011;46:1495-516 pubmed publisher
    ..MDCS requirements change staffing levels and skill mix, improve certain aspects of quality, but can also lead to use of care practices associated with lower quality. ..
  2. Junttila K, Meretoja R, Seppälä A, Tolppanen E, Ala Nikkola T, Silvennoinen L. Data warehouse approach to nursing management. J Nurs Manag. 2007;15:155-61 pubmed
    ..Successful implementation of a Nursing Management Information System requires systematic data quality checks. An information analyst is essential for interpreting and communicating nursing data to multi-professional management groups. ..
  3. Grando M, Peleg M, Cuggia M, Glasspool D. Patterns for collaborative work in health care teams. Artif Intell Med. 2011;53:139-60 pubmed publisher
    ..The proposed patterns are generic and abstract enough to capture the normal and abnormal scenarios of assignment and delegation of tasks in collaborative work in health care teams. ..
  4. Rauhala A, Kivimaki M, Fagerström L, Elovainio M, Virtanen M, Vahtera J, et al. What degree of work overload is likely to cause increased sickness absenteeism among nurses? Evidence from the RAFAELA patient classification system. J Adv Nurs. 2007;57:286-95 pubmed
    ..03). These excess rates of sickness absence resulted in 12 extra sick leave days per person-year. Measuring nurses' workload may be an important part of strategic human resource management of nurses to reduce sick leave among nurses. ..
  5. Perroca M, Ek A. Utilization of patient classification systems in Swedish hospitals and the degree of satisfaction among nursing staff. J Nurs Manag. 2007;15:472-80 pubmed
  6. Negus J. 'Clocking in and out feels draconian and has the slightest edge of mistrust'. Nurs Times. 2007;103:12 pubmed
  7. Moore M, Hastings C. The evolution of an ambulatory nursing intensity system: measuring nursing workload in a day hospital setting. J Nurs Adm. 2006;36:241-8 pubmed
    ..The weighted kappa statistic was .80, demonstrating substantial agreement between 2 raters. This ambulatory nursing intensity tool proved to be adaptable to heterogeneous patient populations. ..
  8. Hoo W, Parisi L. Nursing informatics approach to analyzing staffing effectiveness indicators. J Nurs Care Qual. 2005;20:215-9 pubmed
  9. Cawthorn L, Rybak L. Workload measurement in a community care program. Nurs Econ. 2008;26:45-8 pubmed
    ..The continued use of this tool will lead to refinement of case mix and professional utilization, and may show benefits in the future for novice nurse growth, staff retention, and satisfaction. ..
  10. Jackson S, Wilson J, MacCarthy B. A new model of scheduling in manufacturing: tasks, roles, and monitoring. Hum Factors. 2004;46:533-50 pubmed
  11. West C, Farmer J, Whyte B. Implementing computerised workload data collection in rural primary health care. Aust J Rural Health. 2004;12:11-6 pubmed
    ..Remote rural primary care is underpinned by a number of organisational and philosophical features that require understanding when considering the implementation of initiatives developed in an urban working environment. ..
  12. Baldwin F. Making do with less. There's no quick fix for the nursing shortage, but technology can help. Healthc Inform. 2002;19:37-40 pubmed
  13. Marzulli T. Using Internet technology to streamline healthcare recruiting. Healthc Financ Manage. 2002;56:62-4 pubmed
    ..In addition, this technology contributes to improved satisfaction of current employees by identifying those who are most eligible for promotion. ..
  14. Klopfenstein K, Lockhart C, Giles Sims J. Do high rates of OSCAR deficiencies prompt improved nursing facility processes and outcomes?. J Aging Soc Policy. 2011;23:384-407 pubmed publisher
  15. Glaski S. Nurse tracking systems: do the benefits to nurse managers outweigh risks to nurses' privacy?. MCN Am J Matern Child Nurs. 2002;27:72-3 pubmed
  16. Conn J. The 'other' category. Hospitals turn to IT systems outside the financial and clinical realms. Mod Healthc. 2007;37:30-1 pubmed
  17. Wanderer J, Charnin J, Driscoll W, Bailin M, Baker K. Decision support using anesthesia information management system records and accreditation council for graduate medical education case logs for resident operating room assignments. Anesth Analg. 2013;117:494-9 pubmed publisher
    ..We conclude that it is feasible to use ACGME case-log data in decision support systems for informing resident OR assignments. Additional analysis will be necessary to assess the educational impact of these systems. ..
  18. Tiwari V, Dexter F, Rothman B, Ehrenfeld J, Epstein R. Explanation for the near-constant mean time remaining in surgical cases exceeding their estimated duration, necessary for appropriate display on electronic white boards. Anesth Analg. 2013;117:487-93 pubmed publisher
    ..g., conflict checking for resources, filling holes in the OR schedule, and preventing holes in the schedule). ..
  19. Jossi F. In touch with your assets. Software helps manage equipment, meet regulations and organize maintenance staff. Healthc Inform. 2003;20:32-4, 36 pubmed
  20. Pandit J, Tavare A. Using mean duration and variation of procedure times to plan a list of surgical operations to fit into the scheduled list time. Eur J Anaesthesiol. 2011;28:493-501 pubmed publisher
    ..lww.com/EJA/A19) that can potentially improve operating list planning. ..
  21. Dexter F, Wachtel R, Epstein R. Impact of average patient acuity on staffing of the phase I PACU. J Perianesth Nurs. 2006;21:303-10 pubmed
    ..Methods are described for adjusting staffing requirements when some patient acuities differ from 1 nurse:2 patients, when patients transition from one acuity to another, and when acuity is not known for all patients. ..
  22. Brady A, Byrne G, Horan P, Griffiths C, MacGregor C, Begley C. Measuring the workload of community nurses in Ireland: a review of workload measurement systems. J Nurs Manag. 2007;15:481-9 pubmed
    ..There is a need to develop a workload measurement system for use by public health nurses in Ireland that is capable of measuring the uniqueness of the role. ..
  23. Anderson D, Shelton W. Clarify your financial picture with staff management tools. Nurs Manage. 2006;37:49-51 pubmed
  24. Forte J. Tap techno-solutions to workload measurement. Comput Inform Nurs. 2005;23:56, 58-9 pubmed
  25. Wagner C, Budreau G, Everett L. Analyzing fluctuating unit census for timely staffing intervention. Nurs Econ. 2005;23:85-90, 55 pubmed
  26. Kalisch B, Myer K, Mackey D, Aiken S, McNerney M, Beauchesne P, et al. Online patient assignments enhance horizontal communication. Nurs Manage. 2006;37:51 pubmed
  27. Lian J, Distefano K, Shields S, Heinichen C, Giampietri M, Wang L. Clinical appointment process: improvement through schedule defragmentation. IEEE Eng Med Biol Mag. 2010;29:127-34 pubmed publisher
    ..In addition, a clinical survey was conducted to identify the opportunities and challenges of applying the proposed defragmentation method in clinical appointment scheduling practice. ..
  28. Martin Z. I.T. makes bid to curb nursing costs. Health Data Manag. 2006;14:84-5 pubmed
  29. Forte J. Tap techno-solutions to workload measurement. Nurs Manage. 2004;35 Suppl 5:12-4 pubmed
  30. Haun P, Beltzer M, Hartwig R, Plutte A. [Flexible work schedules for physicians. Experiences with schedule accounts and a system of time management at the Alfried Krupp Hospital]. Urologe A. 2003;42:879-82 pubmed
  31. Schuerenberg B. Where does the time go? Delivery system uses Web-enabled time and attendance software to analyze staffing and streamline payroll processing. Health Data Manag. 2003;11:58-60 pubmed
  32. Conner D. Information systems enhance efficient and effective nursing practice and management. Semin Nurse Manag. 2002;10:76-7; discussion 78-9 pubmed
  33. Ahmed K, Khan N, Anderson D, Watkiss J, Challacombe B, Khan M, et al. Introducing the productive operating theatre programme in urology theatre suites. Urol Int. 2013;90:417-21 pubmed publisher
    ..TPOT has helped identify key obstacles and shown improvements in efficiency measures such as start/overrun times. ..
  34. Dexter F, Rittenmeyer H. A statistical method for predicting postanesthesia care unit staffing needs. AORN J. 1997;65:947-50, 952-3, 955-7 pubmed
  35. Krautscheid S. Easing the staffing burden. Tuality Healthcare turns to a new solution to address its staffing stress. Healthc Inform. 2007;24:106 pubmed
  36. Brunner J, Bard J, Kolisch R. Flexible shift scheduling of physicians. Health Care Manag Sci. 2009;12:285-305 pubmed
    ..Using data from an anesthesia department, computational results indicate that high quality schedules can be obtained much more quickly than by current practice. ..
  37. Feng Z, Katz P, Intrator O, Karuza J, Mor V. Physician and nurse staffing in nursing homes: the role and limitations of the Online Survey Certification and Reporting (OSCAR) system. J Am Med Dir Assoc. 2005;6:27-33 pubmed
    ..More systematic and timely efforts are needed to refine the OSCAR content and survey methodology to document nursing home staffing information. ..
  38. Todd B. A computer program for generating New Deal compliant SHO rosters. Emerg Med J. 2004;21:487-90 pubmed
    ..The program lends itself to, but is not specific to A&E applications; it can be used to generate compliant full shift rosters for other specialties. A copy of the program can be downloaded free of charge from a web site. ..
  39. Carter M. The ABCs of staffing decisions. Nurs Manage. 2004;35:16 pubmed
  40. Wright M, Scott E, Cockerill R. Surviving the management game: workload measurement systems in a cost-conscious environment. Can J Occup Ther. 1993;60:23-8 pubmed
    ..By using a procedure based workload measurement system, occupational therapy is able to accurately describe client costing, thereby articulating our role in client care. ..
  41. Hurst K. Nursing by numbers. Nurs Stand. 2006;21:22-5 pubmed
    ..In the face of NHS budget cuts, nurses are being asked to justify their workforce numbers. Keith Hurst reviews some of the tools available for calculating staffing levels, examines their pros and cons, and discusses their application. ..
  42. Baff M. The trend toward electronic time and attendance sheets. Caring. 2002;21:34-6 pubmed
    ..Telephony solutions are helping agencies achieve cost and operational efficiencies, while assuring high standards of patient care. ..
  43. Oldcorn P. Smart cards provide pack of benefits. Health Estate. 2002;56:48-9 pubmed
  44. Graf C, Millar S, Feilteau C, Coakley P, Erickson J. Patients' needs for nursing care: beyond staffing ratios. J Nurs Adm. 2003;33:76-81 pubmed
  45. Sayles N. Supporting an enterprise mission with IT. Oregon healthcare organization improves recruitment process with Web-based technology. Health Manag Technol. 2003;24:34 pubmed
  46. Shaw S, May V. An Australian agency revolutionizes home care with the palm pilot. Caring. 2004;23:30-2 pubmed
    ..The head of the agency explains how Palm Pilots were used to create a system to accomplish their goals. ..
  47. Dexter F, Wachtel R, Epstein R, Ledolter J, Todd M. Analysis of operating room allocations to optimize scheduling of specialty rotations for anesthesia trainees. Anesth Analg. 2010;111:520-4 pubmed publisher
    ..Practically, with this method, anesthesia residents and student nurse anesthetists can be assigned cases within their scheduled rotations as often as possible. ..
  48. Kash B, Hawes C, Phillips C. Comparing staffing levels in the Online Survey Certification and Reporting (OSCAR) system with the Medicaid Cost Report data: are differences systematic?. Gerontologist. 2007;47:480-9 pubmed
    ..Results call for a more accurate reporting system. ..
  49. Notarantonio R. Scheduling case history. Going once, going twice. Health Manag Technol. 2006;27:30-1 pubmed
  50. Douglas K. What every nurse executive should know about staffing and scheduling technology initiatives. Nurs Econ. 2011;29:273-5 pubmed
    ..The effectiveness of staffing and scheduling has significant business, safety, and quality implications that sit at the heart of the nurse executive's role. ..
  51. Lisbin S, Ortiz A. Dynamic modeling of outpatient systems to balance provider resources and patient access. Med Group Manage J. 2000;47:16-24 pubmed
    ..This article describes those factors and how dynamic modeling can assist decision makers in determining the appropriate number of providers or changes in practice or operations needed to meet given access targets. ..
  52. Malloch K, Conovaloff A. Patient classification systems, Part 1: The third generation. J Nurs Adm. 1999;29:49-56 pubmed
    ..Project rationale, methods for developing and implementing the system, key system components, advantages of the new system, and obstacles to implementation will be presented. ..
  53. Fabre J. Do the math: Staffing software multiplies effectiveness. Count your options for simplifying staff management. Nurs Manage. 2006;Suppl:20-4 pubmed