Conditions for tostering : towards a general guideline for design and implementation of a new way of rostering.

Elders, Lisette (2009) Conditions for tostering : towards a general guideline for design and implementation of a new way of rostering.

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Abstract:At Medisch Spectrum Twente, rostering is a topic that is the subject of discussion in many projects and meetings. In 2008, after acknowledging that the acquisition of new software should not be the starting point, a study was conducted to find the most optimal roster for three different units. During the project no attention was paid to the implementation of the new rosters and subsequently not all three units were able to successfully deploy the new roster. This research looked for the right conditions, combined in a practical tool, which contribute to the effective implementation of a new way of rostering and to the extent in which the conditions were taken into account at the three units of Medisch Spectrum Twente (MST). An answer is given by firstly conducting a literature study in which all the relevant conditions for designing and implementing a new way of rostering were formulated and combined in a tool. Then an empirical study of six external mini cases tested the usability, completeness, and relevance of the tool (and the conditions). And in the last phase of this research another empirical study is conducted to analyse whether or not the conditions were taken into account at the three units of MSTThe empirical study was conducted by analysing six mini cases, being six units of other hospitals than MST. It became clear that not all steps/conditions were common to follow (explicitly). All respondents said the tool is helpful for guiding them through the process and helping them to see and analyse all the relevant aspects, and not just the calculation of capacity. The respondents stated that the list of conditions was complete, that it is relevant and usable. There were some minor points to consider and these were changed in the tool to finalize it. The second empirical study, the analysis of the units of MST, made clear that the previously performed project at three units of MST was only focussing on the calculation of the capacity in relation to the development of the optimal (efficiency) roster. Almost none of the newly defined 17 conditions were taken into account and no attention was paid to the conditions related to (the preparation for) the implementation (participations, implementation plan, introduction, support, trust, etc.). Whilst trying to implement the result of the mentioned project (or in other change situations), the units at MST took more conditions into account, but still more than half of the conditions were not considered (explicitly or implicitly). This is consistent with the results of the external mini cases in which it became clear that a lot of conditions were not commonly used. Analysing all the cases in combination with the tool made clear that the tool and conditions are mostly applicable when a unit works with shifts (with some rostering complexity) and the change-to-be-made affects the unit (process, employees, etc.). In other situations, the change in the way of rostering can be successful without using the tool, but using the tool is beneficial in any case. Although the situation of the MST units is different in each specific case, the most important and general recommendation is to follow all the steps and conditions for designing and implementing a new roster. The focus is now very much on capacity calculation and roster type (reducing variability). By not following the tool explicitly, the other essential and useful conditions are forgotten which considerably influences the effectiveness of the design and implementation of the new way of rostering. Participation, implementation plan, approach of rostering, introduction, etc. are equally important. When all conditions are followed through, a well designed and implemented roster will be the result. It is a roster that creates an effective availability of employees, according to the capacity, the roster type, etc. The roster also creates a better work-life balance for employees because it takes preferences, flexibility, participation, etc. into account. And in the end the roster will help to improve the productivity, health and safety and the turnover of employees. It thus leads to a better organisational performance. In addition to the above, the most important recommendation for MST as organisation is to assist units and its managers with the complex topic of rostering. This assistance includes setting general rules and policies for rostering, purchase suitable software for rostering, assist units in calculating the needed capacity and optimal roster, create a help-desk for questions, and provide for continuous education..
Item Type:Essay (Master)
Faculty:BMS: Behavioural, Management and Social Sciences
Subject:85 business administration, organizational science
Programme:Industrial Engineering and Management MSc (60029)
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