Commenced in January 2007
Frequency: Monthly
Edition: International
Paper Count: 32727
Absence of Leave and Job Morality in the ICU

Authors: Li-Ping Hsiao, Feng-Chuan Pan


Leave of absence is important in maintaining a good status of human resource quality. Allowing the employees temporarily free from the routine assignments can vitalize the workers- morality and productivity. This is particularly critical to secure a satisfactory service quality for healthcare professionals of which were typically featured with labor intensive and complicated works to perform. As one of the veteran hospitals that were found and operated by the Veteran Department of Taiwan, the nursing staff of the case hospital was squeezed to an extreme minimum level under the pressure of a tight budgeting. Leave of absence on schedule became extremely difficult, especially for the intensive care units (ICU), in which required close monitoring over the cared patients, and that had more easily driven the ICU nurses nervous. Even worse, the deferred leaves were more than 10 days at any time in the ICU because of a fluctuating occupancy. As a result, these had brought a bad setback to this particular nursing team, and consequently defeated the job performance and service quality. To solve this problem and accordingly to strengthen their morality, a project team was organized across different departments specific for this. Sufficient information regarding jobs and positions requirements, labor resources, and actual working hours in detail were collected and analyzed in the team meetings. Several alternatives were finalized. These included job rotating, job combination, leave on impromptu and cross-departmental redeployment. Consequently, the deferred leave days sharply reduced 70% to a level of 3 or less days. This improvement had not only provided good shelter for the ICU nurses that improved their job performance and patient safety but also encouraged the nurses active participating of a project and learned the skills of solving problems with colleagues.

Keywords: Information, job rotating, human resource, intensive care unit.

Digital Object Identifier (DOI):

Procedia APA BibTeX Chicago EndNote Harvard JSON MLA RIS XML ISO 690 PDF Downloads 1471


[1] O. Chen, S. J., & Huang, T. S. 2003.A hospital in the use of "work management" to enhance the human use-effectiveness of ward project report. Yang-Ming Hospital, 36 (1), 51-59.
[2] Eric S. Williams, Thomas R. Konrad, William E. Scheckler, Donald E. Pathman, Mark Linzer, Julia E. McMurray, Martha Gerrity, Mark Schwartz, 2001. "Understanding physicians: Intentions to withdraw from practice: The role of job satisfaction, job stress, mental and physical health", Advances in Health Care Management, Vol. 2, pp.243 - 262 (2001).
[3] Lu, M. S. (2008). Nursing administration and management: Human resources management general remarks. Health Care Management Review, 26(1), 7-19.
[4] Bennett, 2003. Training Strategies for Tomorrow", Bradford, Vol.17, No.4, 7
[5] Barry-Walwer, J. The impact of systems redesign on staff, patient, and financial out comes. Journal of Nursing Administration, 30(2), 77- 89, 2000.
[6] Aiken, L. H., Clarke, S. P., Sloane, D. M., Sochalske, J., & Silber, J. H. (2002). Hospital18 nurse staffing and patient mortality, nurse burnout, and job dissatisfaction. JAMA, 288 (16), 1987-1993.
[7] Kung, Y. Y., Fu, L., & Yin, T. C. (2003). Care operations improvement and humane. Veterans Care, 15 (4), 436-439.