ROTATION MANAGEMENT MODEL IN NURSING

Abstract

The model for optimizing nursing care organization in psychiatric institutions enables us to compose teams in a way that will meet the requirements of the work process in any given situation, thus yielding quality for patients, employees and institutions (lower time consumption for preparing work schedules and performing supervision, reduced number of everyday interventions by managers, etc.). Rotation model will be presented, which contributes to optimizing human resource capacity of health care. Therefore, the staff rotation model is a good start and contributes to the development of managerial practices that will be focused on ensuring a suitable work environment and appropriate work conditions while promoting good work relationships between the managerial staff and the employees and ensuring employee health and work satisfaction. Employees want rotation as an instrument of equalizing workload and workplace requirements. This indeed reflects the basic quality of developing approaches to staff assignment practices. The following areas constitute the optimization conditions: The kinds of teams which are needed at individual wards (size, number of hours to be worked, etc.); The positions in individual teams which are already occupied by people who remained within the department and at the same workplace over the entire period in question and were never reassigned elsewhere; The number of people in each individual team and their roles (leader, deputy, etc.); The name list of the assigned employees and their capabilities calculated by linear program according to Belbin team roles indicator. The project approach to the optimization of nursing care teams is determined on the basis of the above-mentioned key conditions. The process of optimizing staff assignment to teams consists of ten general modules which represent several managerial activities in the optimization of work processes.