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HUMAN RESOURCES MANAGEMENT for HOSPITALS

INTRODUCTION
You have the opportunity to apply a unique human relations pressure management tool that I’ve developed, which helps hospital staff avoid conflict and work together better, by reducing lateral violence. Because it has both on-site experiential training and an online complement, it’s capable of transforming attitudes in an entire workforce culture. The methodology is based on the embodied wisdom in Aikido, the martial art of peace, allowing it to provide solutions to stressful interpersonal relations described as "lateral violence." Many businesses are experiencing this problem, but the levels of tension in nursing have made it the first to earn this provocative title. I would like to discuss with you how I might integrate use innovative tools with my earlier risk management work in health care to assist your organization. Here's the background for understanding human resources management in hospitals today.

DOWNLOAD Lateral Violence: Nurse Against Nurse, by Patricia A. Rowell, PhD, RN  

Abstract & Objectives:Violence between and among workers is not unusual today. In health care, violence is a growing problem among nurses, as well as other disciplines. This independent study module focuses on lateral violence between and among nurses. The purpose of this independent study module is to increase nurses’ awareness and understanding of the problem of violence between nurse co-workers in the health care setting.

Although there are several theories regarding why lateral violence is a problem among nurses, the core issue continues to be that violent behavior towards another oftentimes injures the other’s self-esteem. Such an adversarial dyad serves no one but establishes an atmosphere for increasing anger and possibly violent behavior.

To stop lateral violence, the chief executive nursing officer must set a “zero tolerance” policy towards violent or abusive behavior among staff. This policy must be strictly and justly administered so that all employees accept that the policy is “for real” and applies to staff nurse and/or nurse administrators. No one ever deserves to be abused by anyone or by any type of behavior.

Key Words: interpersonal abuse, lateral violence, horizontal violence, workplace violence, interpersonal conflict, bullying, anger management

The standards for healthy work environment defined by Critical Care Nurses in 2005 include six critical care dimensions, which are: skilled communication, true collaboration, effective decision making, appropriate staffing. (AACCN)
 
Karen Stanley, RN is a leading exponent of dynamics associated with lateral violence in nursing. Her  work give us a frame of reference for evaluating the cost of living with this problem. Her April 2010 work reports that 65% of nurses surveyed observe obstructive behaviors on the job and that 57% say that violent behaviors among interdisciplinary team members are a serious problem. Lateral violence is defined to include behavior that is disruptive, inappropriate, confrontational, verbally abusive, harassing, and demeaning or disrespectful.
Here's th download and a summary of her findings :

The cost of replacing an RN in the US ranges from about $22,000 to over $64,000. The average cost in 2007 was $36,567

The average 2007 turnover cost per RN for hospitals with:

Fewer than 1,000 FTE RNs = $24,861

Greater than 1,000 = $43,667, about 75% higher

A 2002 study of turnover costs in a large, acute care hospital were $62,000 –67,000 per RN. Turnover costs per RN for FY 2007, $82,000 – $88,000

If filled with an experienced RN with shorter new hire learning curve, 32% overall cost increase from 2002 to 2007

Average turnover rates:

8.4% clinical practicing nurses

27.1% first-year nurses voluntary turnover (PricewaterhouseCoopers‟ Health Research Institute, July 2007)

New graduate turnover:

60% leave first job within 6 months because of LV (Griffin, 2004)

30% left job in first year; 57% left by the second year (Bowles & Candela, 2005) 20% leave the nursing profession because of LV (Griffin, 2005)

Institute of Medicine of the National Academies 2006 Report:

1.5 million patients are harmed by medication errors each year

3.5 billion dollars = extra medical costs of treating drug-related injuries each year. This figure does not take into account lost wages and productivity or additional health care costs

Disruptive behavior linked to adverse events:

71% felt disruptive behaviors were linked to medical errors

27% felt disruptive behaviors were linked to patient mortality

18% had witnessed at least one mistake as a result of disruptive behavior 

 

 


 
 
 
 

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jerry@greenermediations.net