Asunto(s)
Anciano Frágil/estadística & datos numéricos , Necesidades y Demandas de Servicios de Salud , Comercialización de los Servicios de Salud , Organizaciones sin Fines de Lucro , Anciano , Asignación de Recursos para la Atención de Salud , Investigación sobre Servicios de Salud , Humanos , Aceptación de la Atención de Salud/estadística & datos numéricos , Estados UnidosAsunto(s)
Terapia Ocupacional , Selección de Personal/métodos , Adulto , Selección de Profesión , Planes para Motivación del Personal , Femenino , Humanos , Satisfacción en el Trabajo , Masculino , Persona de Mediana Edad , Terapia Ocupacional/educación , Encuestas y Cuestionarios , Utah , Recursos HumanosRESUMEN
In recent years, the nurse executive (NE) has become an integral part of the hospital administrative team. The position has taken on a higher profile, and many questions are surfacing about every facet of NE administration. Since 1991, the literature is replete with articles discussing the new NE role. This article is a review summary and consolidation of 19 recently published articles, selected from a much broader list of periodical articles. It also reflects the results of six focus groups with hospital administrators and NEs in both urban and rural healthcare delivery settings. The summary pinpoints attributes identified as essential to an NE and those areas in which more research is needed. It also discloses that to function effectively, the new NE must have flexible and action-oriented personality qualities, possess executive level business management skills, have completed some graduate level degree work, and be an expert on clinical affairs. Future research should concentrate on the diverse educational needs of NEs and how to best meet those needs.
Asunto(s)
Enfermeras Administradoras/tendencias , Humanos , Enfermeras Administradoras/normas , Investigación en Administración de Enfermería , Competencia Profesional/normas , Rol , Estados UnidosRESUMEN
BACKGROUND AND PURPOSE: This study assessed the current and future needs of physical therapy personnel in Utah, including both physical therapists and physical therapist assistants. SUBJECTS: Three hundred twenty-two health care facilities selected from four major employer groups in Utah and a total of 590 physical therapy personnel were surveyed. Two hundred forty-four health care facilities (76%) and 198 physical therapy personnel (33.6%) responded. METHODS: Two survey instruments were developed: one to assess the current and future supply and demand of physical therapy personnel in Utah, and the other to determine recruitment and retention factors. RESULTS: Utah health care facilities projected a need for 46 additional physical therapists and 28 additional physical therapist assistants in 1992. Surveyed physical therapy personnel reported feeling satisfied with the profession and had chosen the profession through a person of influence. Freedom on the job and development of skills were the most often mentioned determinants of job satisfaction, and pay and benefits were the major determinants of retention. CONCLUSION AND DISCUSSION: Physical therapy personnel should have a role in recruitment efforts. Physical therapy personnel have many options for employment and often choose to seek a diversity of opportunities for better compensation.