Roster process review: a case study on the implications of preliminary findings
Bernadette Eather A C , Emma Malica B , Cassandra Walton B , Peter Hollmann B and Wyman Kwong AA KPMG, Health, Ageing and Human Services Sector Australia, 10 Shelley Street, Sydney, NSW 2000, Australia. Email: wkwong@kpmg.com.au
B NSW Ministry of Health, Rostering Best Practice Team, Performance Support Office, 73 Miller Street, North Sydney, NSW 2060, Australia. Email: emali@doh.health.nsw.gov.au; cwalt@doh.health.nsw.gov.au; pholl@doh.health.nsw.gov.au
C Corresponding author. Email: beather1@kpmg.com.au
Australian Health Review 39(4) 467-469 https://doi.org/10.1071/AH14114
Submitted: 12 August 2014 Accepted: 4 February 2015 Published: 7 April 2015
Abstract
Rostering is an important process to enable efficient, effective and safe delivery of health care, and one which receives little attention. The work outlined in this case study demonstrates that the analysis of rostering processes from a range of perspectives including the organisation, staff and the roster manager can identify significant opportunities for improvement. Roster governance is not universally applied, nor understood, which can result in dissonant expectations between managers and staff and a lack of transparency in how and why decisions about rostering are made. Redesigning roster processes can promote more effective governance and improve organisational efficiency.
References
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| 1:STN:280:DC%2BD387mtVKkuw%3D%3D&md5=ee358138d54eec753f0f5e9cd87ba6feCAS |
