Example Of Mandatory Overtime Policy In Nursing Practice Critical Thinking

Problem

The existing lack of adequate nursing staff as a result of the adequate changes in the environment of health care has impacted on the practice of nursing. The continued increase in nursing shortage has demonstrated a growing trend for hospitals to formulate the mandatory overtime policy as a measure to address the nursing staffing problem. Paraschivescu & Căprioară (2014) argue that the effects of the mandatory overtime is likely to yield to increased job stress for nurses, law quality services, reduced patient satisfaction and increases rate of errors with medication and practice related procedures. The need for a mandatory overtime policy address these concerns to evidence a continued provision of services in the nursing practice.

Policy Objectives

The objective of this policy is to promote the safety of patients. The target population are the nurses practicing under the registered portfolio to involve them in working for extra 2 hours but still deliver quality nursing care. Due to the increasing number of patents in need of health care, the uniform emergencies and situations of mass causality, the provisions of mandatory overtime policy will be instrumental in promoting the needs of the patients. The development of mandatory overtime policy must reflect the procedural significance of quality planning. This responds to the primary objectives of the policy and address issues decision process that structures the measures to meet established goals under the heath care operating conditions.
The foundation of Juram triology manifest a human dimension on the quality issues of mandatory overtime policy formulation that emphasizes of addressing the problem, and it causes. Towards developing a total quality appraisal in the nursing environment, the quality of the outcome of the nursing process should be the focus. Through quality planning, mandatory overtime policy highlight the importance to identify the needs of the patients, nature of the of their health care challenges, and input of nurses extra time in a bid to meet the satisfaction of patients at the least cost and formulate a preliminary and proposed process to achieve target goals under the existing conditions in the organization.

Identifying customers, both internal and external

Quality planning issues must inform the development of mandatory overtime policy. With a suitable scheduled shift, overtime principles must be anchored on adequate compensation, quality patient care and legal liability. This manifests a quality planning process given the reality suggested by Paraschivescu & Căprioară (2014) that the poor quality’s service costs has considerable detrimental effects on the well-being of the organization. From the perspective of bottom-line management, mandatory overtime policy must be planned to achieve the gains of patients’ safety. Mandatory overtime policy define the problem in the patient care process, and identify the main causes of the problem, take up steps to remedy the problem, and apply quality processes.

Determining their Needs

The management of the hospital must always examine the individual nurse man hour and call for the extension to 2 hours so that challenges of fatigue and medical error do note set in. According to Kearney (2012), illustrates the cross-functional management framework to inform the process of quality planning for addressing the inherent needs of patients is an implication of Mandatory overtime policy y guidelines which focuses on the end product of effective nursing practice measurable in the satisfaction of both the patients and the practitioners. Juran triology characterize a bell system that inspects the planning, control chart, and acceptance sampling to enhance the dimension of human quality management based on the needs of the customers.

Specifying the product features that satisfy those needs at minimum cost

The development of Mandatory overtime policy stems from the objective of promoting functionality in the organization. The design new work schedules which delineates the response to customers’ needs and the adoption of processes that reflect the external and internal expectations of the value proposition are addressed in the Mandatory Overtime Policy. According to Kearney (2012), the issues of safety, technology, collaboration, resource utilization and information management are concisely interlinked in the policy.

Designing the processes that can reliably produce those features

In Mandatory Overtime policy, issues of patient safety are inherent in the Nurses Practice Act and thus, the tasks that the nurse performs are concisely defined so as to promote the delivery of quality patient care. The consistency in the nursing operationalization shapes the design of planning where changes envisioned in the quality dynamics must reduce the cost of operation, improve the outcomes and maximize the margins of satisfaction. The key issues identified in the formulation of policy within the spectrum of Juran trilogy demonstrates the perspective of Kearney (2012) that managers in the health care environment must address systematic approaches to enhance the processes and principles of health care engineering. Empirical evidence shows that the focus of the policy should be on fulfilling the needs of the customers in the consumption of nursing services.
Mandatory Overtime policy responds to this mechanization by aligning the technological infrastructure to the human resource capabilities thus initiating the correct process for optimal performance, accuracy, and effectiveness. The process established in the implementation of mandatory overtime policy allow nurses and their supervisors to engage in the choice of measurement units, control subjects and establish procedures for measurement and initiate actions that correct differences in the outcomes. This step is involved in the identification of control measures in the process, which play a role in achieving process requirements and meeting the customer expectations.

Proving that the process can achieve its goals under operating conditions

Kearney (2012) addresses the need to initiate processes and procedures required in meeting the needs of the customers. This step is clearly addressed in Mandatory Overtime policy in a bid to structure methodologies to reduce waste, identify room for improvement, provide solutions and remedies and maintain control for effective gains. Nevertheless, the process is not complete until the trilogy process is successfully incorporated into the company. Failure to achieve this is the reason for the high percentage of failure in quality leadership (Bisgaard, 2008). The foundation of Mandatory Overtime policy reflect the human relational problems. This perspective highlights a strategic focus where managers of health care institutions must isolate the human functionality and promote acceptance of strategic designs to support policy recommendations.

References

Bisgaard, S. (2008). Quality Management and Juran's Legacy. Quality Engineering, 20(4), 390-401.
Kearney, R. (2012). Advancing your career. Concepts to Professional Nursing. New York: F.A. Davis. ISBN: 0803632916, 9780803632912
Paraschivescu, A. O., & Căprioară, F. M. (2014). Strategic Quality Management. Economy Transdisciplinarity Cognition, 17(1), 19-27.