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68 Cards in this Set
- Front
- Back
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what is the 1st year turnover for new grad
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27%
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why is it hard for managers to determine causes of turnover
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ppl arent always honest
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helps to retain nurses
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job satisfaction
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what can affect job satisfaction (7)
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- scheduling
- treatment - relationships -shift - salary - sense of empowerment - expectations |
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what are the criteria for a healthy work environment (6)
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- skilled communication
- true collaboration - effective decision making - appropriate staffing - recognition - authentic leadership |
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when employees choose to leave
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voluntary turnover
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employee terminated
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involuntary
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what is the projected cost/nurse for tunrover
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25000-65000 (retraining/salary etc)
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what are the mgnt strategies to retain staff (5)
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- provide realistic job preview and follow up
- facilitate intra organizational movement - improve mgnt practice - influence organizational policy - adapt to turnover rate |
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when the starting pay is higher than that of an existing nurse
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salary compression
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why should realistic job preview and follow up be provided
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bc they might not really understand the job
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how can one facilitate intra organizational movement
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help them look for other options w/in the organization (transfers)
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how can one improve mgnt practice (5)
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-education
- training - communication - team building - conflict resolution |
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how can a manager influence organizational policy
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coordinate with other managers
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how can one adapt to turnover (4)
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- data on rate
- keep track of it - manage beliefs of why a nurse left -try to think ahead |
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SE of salary compression (2)
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- old nurses quit and rehire
-new nurses have no benefits |
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using a system of performance indicators to advance an employee (provide enrichment to a job)
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clinical ladder programs
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how can one set up a clinical ladder programs
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set criteria to meet to move up the ladder
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have strict guidelines for nurses and are crudentialed
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magnet hospitals
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what do magnet hospitals use (3)
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- flexible schedules
- decentralized administration - shared decision making |
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longer more structured orientation program
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residency programs
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what are some ways to retain staff (5)
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- clinical ladder programs
- magnet hospital designation - mentoring - coaching - residency programs |
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% of voluntary call ins
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65%
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under the employees control
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voluntary absenteeism
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ex of voluntary absentism (2)
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- dont feel like coming in
- running errands |
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anything outside the employees control
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involuntary absenteeism
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# of scheduled days missed per time period
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total time lost
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total # of absence periods ragardless of time
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absence frequency
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what are attendance barriers (2)
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- illness
- transportation |
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calling in every monday in 3 mths or call in on monday and miss 1 wk total
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absence frequency
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how should one monitor absenteeism (4)
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- document call ins
- educate - intervene early - reward good attendance |
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covers an employees serious illness, care of serious ill child/spouse/ parent, birth/adoption/foster child
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FMLA
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what are the requirements for FMLA (2)
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- need to work full time
- work there for a full year |
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private needs >50 employees and public must must provide it w a leave up to 12 wks during a 12 mth period
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FMLA policy
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what do some companies have for absenteeism (3)
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- vaca days
- sick days -personal days |
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what are some organizational policies for attendance (5)
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- absence control policies
- wellness programs - employee assistant programs -car pooling -onsight child care |
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how a unit handles absenteeism
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absence culture
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can influence the attendance with the job itself (3)
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- environment issues
- do ppl like it - traffic |
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what impact can the labor market have on attendence (5)
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- nsg shortage
- decreased staff - overworked - more call ins - overworked |
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helps the staff member focus on solving a specific prblem or conflict that interferes with the employees satisfaction at work
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coach
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a wiser and more experienced person who guides, supports, and nutures a less experienced person
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mentors
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the number of scheduled days an employee misses
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total time lost
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the total number of distinct absence periods, regardless of their duration
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absence frequency
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what would it be considered if a person missed nine days in a row
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1 absence frequency and 9 total days lost
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how can supervision influence attendance (2)
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- decisions about personnel
- generational differences |
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what is reentry
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employee leaving and going to treatment
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when did the ADASA going into effect
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1990
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prohibits descrimination of anyone with a disability (ETOH and drugs) only if its diagnosed
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americans with disabilities act and substance abuse
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what does the manager need to think about with reentry (2)
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- decrease access to narcotics
- start on unit with narcotics |
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a destructive phenonmenon of nurse to nurse aggression that contributes to stress and burnout
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horizontal hostility
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what does horizontal hostility result in
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stress and burnout
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Signs of horizontal hostility (10)
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- backstabbing
- gossiping - belittleing - constant criticism - ignoring -sabbotaging - unfair assignments -condescending insults - undermining -intemidating |
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how to prevent/manage horizontal hostility (lateral violence) (6)
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- defuse intense anger (might be self)
- resolve to release anger - consult an expert - exhibit care and compassion for your colleagues - complement rather then complain - cultivate team spirit |
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how can one cultivate team spirit
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build cohesiveness and dont get sucked in
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how can one compliment rather than complain
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notice the employee doing something right and let them know
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how can one exhibit care and compassion for their colleagues
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reach out to those who need it
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what does one do when consulting an expert when managing lateral violence
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contact expert to help resolve the situation
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how can one resolve to release anger
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refuse to be imbittered by it (let go of it)
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how can one defuse intense anger
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avoid retaliation
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someone does only what they have to in order to get by (nothin extra)
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marginal employees
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always complaining
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disgruntled employees
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how to manage marginal employees and disgruntled employees (6)
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- set standards of performance
- keep notes about incidence and behavioral terms - take action early -be consistent - use key behaviors for coaching - follow up |
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challenges to marginal employees (3)
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- if manager ignores it they may keep doing it
- others follow - decreased QOC |
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what does manager need to think about with reentry (2)
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-decrease access to narcs
- start on units without narcs |
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requires that nurses be reported if impaired
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state board of nursing
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what can is be difficult to ID pts with substance abuse
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- they appear fine at work and deny it
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what are the managers strategies for intervention with a substance abuse (3)
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- manager needs to know organizations policies
- identify resources - check health insurance provisions |
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varies depending on policies (most outpt)
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treatment for substance abuse
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