Document Type

Dissertation

Publication Date

Fall 8-9-1960

Abstract

The problem was to study the methods used by a selected group of directors of nursing service when planning rotation and assignments for their staff nurse group. The data were gathered by means of a questionnaire, so constructed that it was possible to (l) identify present day methods of rotation and assignment; (2) determine problems encountered in the process, and (3) elicit from the participants their recommendations for alleviating these problems. The increasing emphasis on personnel administration as a valuable tool of management prompted the desire to explore this area. The analysis of the data indicated that the majority of directors of nursing service participating in this study encountered problems when planning staff nurse rotation and assignments. Problems were more pronounced in rotation practices rather than assignment practices. Turnover and job dissatisfaction was ascribed to rotation more frequently than to assignment. Some of the participants seemed to believe problems in this area were inevitable. Recommendations offered by the directors of nursing service for alleviating the problems included good human relations, active staff education, sound personnel policies, attractive remuneration for evening and night duty, group planning for policy making and problem solving and an understanding of the individual personal preferences and domestic responsibilities of the nurse. Because of the present impetus toward meeting the individual's social, psychological and emotional needs, it is apparent that there is a need for further study in this area. Where the nurse works and when she works will have much to do with her gaining satisfaction from her work situation. Soliciting the head nurse’s opinion concerning present day assignment and rotation practices is recommended in order to gain further insight into this problem. Also, a survey of the staff nurse's reaction to this aspect of nursing service administration should prove Worthwhile.

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