Assessing productivity is a crucial survey that entails discovering available productivity measures and identifying inefficient processes with the goal of redesigning tactics (Hernandez, 2009). Clinical support, the income cycle department, patient care, and ancillary support services are all assessed in a hospital setting. A manager should address numerous questions before laying out the operations in order to assess the necessary labor requirements while establishing productivity standards (Sturgeon, 2010).
The following are some of the questions that a successful manager should ask himself or herself: First, how does quantity affect quality? The manager should underscore the quality and accuracy of the services offered and not the speed at which the available human resource offer the service, speed should be considered later (Sturgeon, 2010). Second; what are the time slots if the services commixture? This question will enable the manager to find the time allocation to each of the services offered. If the services involved have complicated procedures, for instance, intensive care and major surgery the time coding should more than the less complicated cases in the hospital schedule (Sturgeon, 2010). Third; do the patients modes of payments differ? If the payments methods differ, then the staff needs to strategize ways of harmonizing all of the modes accurately. Fourth; is the working system digital or paperwork? Digital work is more accurate and speed oriented. However, the manager must ensure that the change from manual to digital is in line with the workers' ability otherwise the pace of operation would be slower. The staffs should harmonize both processes to avoid duplication of records. Fifth; are different teams specialized in their respective tasks? Specialization improves the quality and the speed of delivery of services offered. The workers in this department should manage their time to decide when they shall meet to consort the reports (Sturgeon, 2010). Sixth; are their other unrelated task done within the stipulated time? This question will enable the manager to identify the time lost on other affairs in order to manage it and determine the number of tasks done per unit time by deducting the time lost in other affairs (Sturgeon, 2010). Seven; how is the workers’ competence? This question enables the managers to evaluate the workers' capability to offer quality services promptly. The manager may train them that seem not competent (Sturgeon, 2010). Eight; what is the productivity by profit? The ratio of staff to effectiveness should be used to measure a profitable operation for the manager to find out the shortage or overstaffing (Hernandez, 2009). Furthermore; does the whole process satisfy both the patients and the staffs? The manager should ensure that apart from venturing on the quality and speed, the staff and the patients feel fair dealing (Hernandez, 2009). Finally; what has been the trend in patients’ number and diseases? If the number of patients has been increasing gradually, the manager should plan for an increase in the staff working in a given department. Proper strategies should be laid down find the workforce requirement at a given time and allow diversity (Hernandez, 2009).
The management should seek to monitor personal and professional essentials of the workers so as to make them be committed to the organization and be motivated to realize the expectation of the group (Hernandez, 2009). The workers ought to make the adherence to efficiency and accuracy their culture within the working place. The managers should factor in the expected changes in the working environment (Hernandez, 2009).
References:
Hernandez, S. R. (2009). Strategic Human Resources Management in Health Services Organizations, 3e, 3rd Edition. [VitalSource Bookshelf version]. Retrieved from http://online.vitalsource.com/books/1133140998
Sturgeon, J. (2010). Tips for setting productivity standards, No. 41 P. 6, Vol 22. [For The Record]. Retrieved from http://www.fortherecordmag.com/archives/080210p6.shtml
