The priority for public health is to improve the quality of medical care. Foremost, reforming the nursing service aims at increasing the competence of nursing care to the population. The reserve for improving medical services to society is the correct organization of nursing work: the proper placement of personnel, the redistribution of functions between nursing staff and paramedics, and work planning. The purpose of this paper is to reveal the effect of job rotation on working efficiency among nurses.
Nursing staff composes the largest category of health workers, and the services they provide are considered as an essential health resource for meeting population needs for affordable, acceptable, and cost-effective medical care. According to the established priorities, it is necessary to ensure the development and improvement of the activities of nursing personnel in critical areas. The primary role is given to primary health care with an emphasis on preventive work, diagnostic, and treatment assistance, including the provision of intensive inpatient treatment and care.
Nursing leadership and management resolve urgent issues, make decisions in the conditions of extreme instability and a constant shortage of all types of resources. The manager does not need only knowledge in the field of their narrow professional competence for the successful completion of the above tasks. The most crucial criterion for the value of a nurse as a leader becomes managerial competence, leadership skills, communication skills, optimism, a vision of the future, and the desire to develop.
A specialist in the field of nursing is required to fulfill all stages of the nursing process when caring for a patient. There is an increasing need for personnel who can work with modern medical equipment, ensure the monitoring of the patient’s condition, master the nursing process, and provide in-depth, comprehensive care and rehabilitation of the patient. Based on the theoretical research, staff rotation involves assessing the quality of nursing care (Bender, 2016). Expert assessment of the work of nursing leadership staff includes issues related to the quality of nursing care, counseling, and psychological support for patients, recommendations for adapting patients at home.
It should be noted that the organizational structure of nursing management, traditionally existing in medical institutions, does not keep pace with the dynamics of changes in the external and internal environment of the organization. One of the functions of nursing leadership and management is tracking environmental changes. They are analyzed with consideration of the strengths and weaknesses and regulating actions by the medical institution policy.
From the position of a systematic approach, the factors of the external and internal environment that affect the performance of medical organizations and, in particular, the nursing service can be distinguished. The key concepts of both factors prove the corresponding assumptions about the rotation effect on job performance. It is possible to note that external factors include increasing requirements for the quality of medical services (Jun, Kovner, & Stimpfel, 2016).
The emergence of competition in the medical assistance market and the social stratification of consumers of medical services in terms of income and inquiries are both external. The internal factors involve the appearance of managers with higher nursing education on the labor market, the increasing significance of managerial activities in nursing, the development, and implementation of modern medical technologies. Thus, there is a tendency for professional growth and, accordingly, the rotation of medical staff, which positively affects labor productivity.
The conceptual model of nursing management assumes the control of psychophysiological and intellectual capabilities, level of training and experience, as well as the circumstances in which it operates (Bender, 2016). The connections between the above-mentioned skills contribute to the positive growth dynamics of medical personnel. It should be borne in mind that the personal contact between the manager and staff is lost due to the overload; control over subordinates is complicated. Consequently, there is a decrease in the quality of professional training of workers, which negatively affects the psychological climate of the team and job performance.
The requirements for nursing management dramatically increase under such working conditions and sometimes go beyond their physical capabilities. As a result, solving this issue requires nursing managers to possess specific administrative skills and knowledge. One of the solving ways is to optimize the organizational structure of the nursing service, narrowing the control range by the manageability standard, and introducing another level of administration. Toward this goal, it is necessary to identify the main areas of nursing management activity and appoint the deputies in these areas from among the most qualified nurses.
Thus, the scientific basis ensures the high quality of nursing leadership requiring a set of organizational, regulatory, and educational activities, training, control, and drug provision from managers and organizers. Nursing management brings a contemporary understanding of the medical personnel’s role in practical health care. It requires not only valuable technical training, but also the ability to be creative in the management process, the ability to work with a subordinate as a personality, and not as an object of “manipulation technique.”
The key features of the job rotation effect on working efficiency among nurses are strategic skills, personal and communicative qualities, and administrative, organizational proficiency. In this regard, it seems extremely important to develop new areas for improving the quality of nursing activities. The transformation of the nursing leadership care system will provide a new level of medical support for the population through the attraction and effective use of nursing potential.
References
Bender, M. (2016). Clinical nurse leader integration into practice: Developing theory to guide best practice. Journal of Professional Nursing, 32(1), 32-40.
Jun, J., Kovner, C. T., & Stimpfel, A. W. (2016). Barriers and facilitators of nurses’ use of clinical practice guidelines: An integrative review. International Journal of Nursing Studies, 60, 54-68.