1887

Chapter 17 : Staffing and Scheduling

MyBook is a cheap paperback edition of the original book and will be sold at uniform, low price.

Ebook: Choose a downloadable PDF or ePub file. Chapter is a downloadable PDF file. File must be downloaded within 48 hours of purchase

Buy this Chapter
Digital (?) $30.00

Preview this chapter:
Zoom in
Zoomout

Staffing and Scheduling, Page 1 of 2

| /docserver/preview/fulltext/10.1128/9781555817695/9781555812799_Chap17-1.gif /docserver/preview/fulltext/10.1128/9781555817695/9781555812799_Chap17-2.gif

Abstract:

This chapter explains the dynamics of staffing and scheduling laboratory personnel with respect to current labor trends and business requirements. It describes the personnel classifications as determined by governing bodies, accreditation agencies, and specific laboratory needs. The chapter compares and contrasts traditional versus alternative staffing plans, using personnel classification and qualification and service requirements. It also describes key success factors for laboratory scheduling and metrics for effectiveness and efficiency. The education and experience required of the staff as well as staff scheduling models can optimize laboratory operations. Laboratory managers must understand the current and future dynamics that influence staff availability and must be aware of scheduling opportunities to provide efficient and effective laboratory operations. Each technologist or technician must be competent to perform laboratory tests based on the specific policies and procedures for the laboratory. The staffing model widely used 20 years ago was based on specialists for every discipline in the laboratory. Newer workload models may be available and should be investigated for appropriate use in the laboratory. The key to workload recording is to determine the basis for calculation, while reducing the variables that can affect the results and limiting the exceptions that will skew performance. Effective laboratory staffing and scheduling will have a positive impact on the laboratory as a service provider.

Citation: Medvescek P. 2004. Staffing and Scheduling, p 326-332. In Garcia L, Baselski V, Burke M, Schwab D, Sewell D, Steele J, Weissfeld A, Wilkinson D, Winn W (ed), Clinical Laboratory Management. ASM Press, Washington, DC. doi: 10.1128/9781555817695.ch17

Key Concept Ranking

Leaves
0.6905867
Transcription
0.6666667
Air
0.6138548
Roots
0.5869987
Elements
0.55139166
0.6905867
Highlighted Text: Show | Hide
Loading full text...

Full text loading...

References

/content/book/10.1128/9781555817695.chap17
1.American Medical Technologists. 2003. Online news report: February 2003 “Laboratory Staffing Shortages.” http://www.amt1. com/site/epage/9836_315.htm (verified 15 May 2003).
2.College of American Pathologists. Laboratory general checklist, 2003. #GEN.54750. College of American Pathologists Laboratory Accreditation Program. Northfield, Ill.
3.Health ONE Alliance. 2004. http://www.health1.org/seriousshortage.asp. [Online.]
4. Hope Kearns, E.,, S. Holmes,, and G. Schmidt. 2002. The role of e-commerce in health care. Am. Clin. Lab. August-September: 16-19.
5. Madigan, K. 1999. Corporate scoreboard, Business Week Online, (verified 15 May 2003).

Tables

Generic image for table
Table 17.1

Staffing ratio costs and benefits

Citation: Medvescek P. 2004. Staffing and Scheduling, p 326-332. In Garcia L, Baselski V, Burke M, Schwab D, Sewell D, Steele J, Weissfeld A, Wilkinson D, Winn W (ed), Clinical Laboratory Management. ASM Press, Washington, DC. doi: 10.1128/9781555817695.ch17
Generic image for table
Table 17.2

Scheduling alternatives

Citation: Medvescek P. 2004. Staffing and Scheduling, p 326-332. In Garcia L, Baselski V, Burke M, Schwab D, Sewell D, Steele J, Weissfeld A, Wilkinson D, Winn W (ed), Clinical Laboratory Management. ASM Press, Washington, DC. doi: 10.1128/9781555817695.ch17

This is a required field
Please enter a valid email address
Please check the format of the address you have entered.
Approval was a Success
Invalid data
An Error Occurred
Approval was partially successful, following selected items could not be processed due to error