Volume 27, Issue 2 (summer 2024)
Hakim 2024, 27(2): 130-140 |
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Armand M, Khorsand Vakilzadeh A, Majdi S, Khatooni E, Ahmadi F Z, Yousefi M. Improving Quality and Productivity at Imam Reza Educational, Research, and Treatment Complex: Management of Nursing Human Resource Distribution in Hospital Clinical Wards. Hakim 2024; 27 (2) :130-140
URL: http://hakim.tums.ac.ir/article-1-2374-en.html
URL: http://hakim.tums.ac.ir/article-1-2374-en.html
Minoo Armand1 
, Ali Khorsand Vakilzadeh2 , Saeed Majdi1 , Elham Khatooni3 
, Fatemeh Zahra Ahmadi4 , Mahdi Yousefi *5
, Ali Khorsand Vakilzadeh2 , Saeed Majdi1 , Elham Khatooni3 , Fatemeh Zahra Ahmadi4 , Mahdi Yousefi *5
1- Imam Reza Educational, Research and Treatment Complex, Mashhad University of Medical Sciences, Mashhad, Iran.
2- Associate Professor, Department of Acupuncture and Complementary Medicine, School of Persian and Complementary Medicine, Mashhad University of Medical Sciences, Mashhad, Iran.
3- Education and Research Group, National Institute of Health Research, Tehran University of Medical Sciences, Tehran, Iran. & PhD Candidate in Epidemiology, Department of Epidemiology and Biostatistics, School of Public Health, Tehran University of Medical Sciences, Tehran, Iran.
4- Education and Research Group, National Institute of Health Research, Tehran University of Medical Sciences, Tehran, Iran. & PhD Student in Health Policy, Department of Management, Policy, and Health Economics, School of Public Health, Tehran University of Medical Sciences, Tehran, Iran.
5- Associated professor of health econimics, School of public health, Mashhad University of Medical Sciences, Mashhad, Iran. ,yousefimh@mums.ac.ir
2- Associate Professor, Department of Acupuncture and Complementary Medicine, School of Persian and Complementary Medicine, Mashhad University of Medical Sciences, Mashhad, Iran.
3- Education and Research Group, National Institute of Health Research, Tehran University of Medical Sciences, Tehran, Iran. & PhD Candidate in Epidemiology, Department of Epidemiology and Biostatistics, School of Public Health, Tehran University of Medical Sciences, Tehran, Iran.
4- Education and Research Group, National Institute of Health Research, Tehran University of Medical Sciences, Tehran, Iran. & PhD Student in Health Policy, Department of Management, Policy, and Health Economics, School of Public Health, Tehran University of Medical Sciences, Tehran, Iran.
5- Associated professor of health econimics, School of public health, Mashhad University of Medical Sciences, Mashhad, Iran. ,
Abstract: (27 Views)
Introduction: The management and equitable distribution of nursing human resources is one of the fundamental challenges of the health system, particularly in large and teaching hospitals. Imbalanced workforce distribution, lack of clear standards, and absence of reliable data can lead to reduced quality of care, staff dissatisfaction, and decreased organizational productivity. This study aimed to design and implement a standard model for managing the distribution of nursing human resources across clinical hospital wards.
Methods: This study was conducted as an action research using a mixed quantitative-qualitative approach at Imam Reza Educational, Research, and Treatment Complex in Mashhad in 2023. The study phases included problem identification; stakeholder analysis and prioritization using the power–interest matrix; review of national and international evidence; selection of an appropriate method for workforce estimation; design of a computational tool; and implementation of the intervention. Data were collected and analyzed through field observations, focus group discussions, document review, and data entry into Excel files and an online monitoring dashboard.
Results: The findings showed that the lack of a unified and transparent standard for nursing workforce distribution had led to subjective interpretations, distrust among head nurses, and repeated requests for staff increases. By implementing a standard workforce distribution and allocation model based on bed capacity, ward type, and patients’ level of care, shortages and surpluses of nursing staff across different wards were identified, enabling targeted staff redeployment. Additionally, the development of an online dashboard facilitated continuous monitoring and data-driven decision-making.
Conclusion: The implementation of a standard, data-driven system for managing the distribution of nursing human resources enhances transparency and organizational equity and can improve productivity, quality of care, and stakeholder acceptance of change. This model is transferable and can be applied in other similar hospitals.
Methods: This study was conducted as an action research using a mixed quantitative-qualitative approach at Imam Reza Educational, Research, and Treatment Complex in Mashhad in 2023. The study phases included problem identification; stakeholder analysis and prioritization using the power–interest matrix; review of national and international evidence; selection of an appropriate method for workforce estimation; design of a computational tool; and implementation of the intervention. Data were collected and analyzed through field observations, focus group discussions, document review, and data entry into Excel files and an online monitoring dashboard.
Results: The findings showed that the lack of a unified and transparent standard for nursing workforce distribution had led to subjective interpretations, distrust among head nurses, and repeated requests for staff increases. By implementing a standard workforce distribution and allocation model based on bed capacity, ward type, and patients’ level of care, shortages and surpluses of nursing staff across different wards were identified, enabling targeted staff redeployment. Additionally, the development of an online dashboard facilitated continuous monitoring and data-driven decision-making.
Conclusion: The implementation of a standard, data-driven system for managing the distribution of nursing human resources enhances transparency and organizational equity and can improve productivity, quality of care, and stakeholder acceptance of change. This model is transferable and can be applied in other similar hospitals.
Keywords: Nursing workforce allocation, Healthcare quality improvement, Hospital productivity, Human resource management
Type of Study: Review |
Subject:
General
Received: 2026/08/3 | Accepted: 2024/09/5 | Published: 2024/09/5
Received: 2026/08/3 | Accepted: 2024/09/5 | Published: 2024/09/5
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