Table 5.
Details of the obtained optimal solutions
| Run | No. of Category 1 regular nursing staff required | No. of Category 2 regular nursing staff required | No. of Category 3 regular nursing staff required | Level change∗ for Category 1 regular nursing staff | Level change∗ for Category 2 regular nursing staff | Level change∗ for Category 3 regular nursing staff | No. of Category 1 temporary nursing staff required | No. of Category 2 temporary nursing staff required | No. of Category 3 temporary nursing staff required | Total monthly staffing cost (HK$) |
|---|---|---|---|---|---|---|---|---|---|---|
| 1 | 2 | 6 | 5 | −13 | 0 | −1 | 6 | 4 | 1 | 275,000 |
| 2 | 3 | 6 | 6 | −12 | 0 | 0 | 6 | 5 | 3 | 277,480 |
| 3 | 4 | 5 | 6 | −11 | −1 | 0 | 5 | 4 | 0 | 270,340 |
| 4 | 6 | 5 | 4 | −9 | −1 | −2 | 5 | 4 | 0 | 274,080 |
| 5 | 5 | 4 | 5 | −10 | −2 | −1 | 5 | 6 | 1 | 284,260 |
| 6 | 4 | 5 | 6 | −11 | −1 | 0 | 5 | 5 | 0 | 273,980 |
| 7 | 5 | 5 | 5 | −10 | −1 | −1 | 5 | 5 | 2 | 284,540 |
| 8 | 6 | 4 | 5 | −9 | −2 | −1 | 6 | 2 | 1 | 274,200 |
| 9 | 5 | 4 | 6 | −10 | −2 | 0 | 5 | 4 | 0 | 271,640 |
| 10 | 5 | 6 | 6 | −10 | 0 | 0 | 5 | 3 | 0 | 273,140 |
| 11 | 6 | 5 | 5 | −9 | −1 | −1 | 5 | 3 | 1 | 272,580 |
| 12 | 5 | 6 | 4 | −10 | 0 | −2 | 6 | 3 | 2 | 280,520 |
| 13 | 4 | 4 | 6 | −11 | −2 | 0 | 5 | 4 | 1 | 274,800 |
| 14 | 5 | 4 | 5 | −10 | −2 | −1 | 6 | 6 | 0 | 281,860 |
| 15 | 6 | 5 | 4 | −9 | −1 | −2 | 6 | 3 | 0 | 280,820 |
| 16 | 4 | 5 | 6 | −11 | −1 | 0 | 5 | 4 | 0 | 274,780 |
| 17 | 5 | 5 | 5 | −10 | −1 | −1 | 4 | 4 | 0 | 279,080 |
| 18 | 4 | 4 | 6 | −11 | −2 | 0 | 6 | 1 | 1 | 272,400 |
| 19 | 6 | 5 | 4 | −9 | −1 | −2 | 6 | 5 | 0 | 276,860 |
| 20 | 6 | 4 | 5 | −9 | −2 | −1 | 6 | 4 | 0 | 276,480 |
| Average | 276,442 (−13.48%) |
∗For level change, a positive number refers to the additional regular nursing staff to be hired, while a negative number refers to the amount of existing regular nursing staff left the workforce.