HLTH310-1302B-01: Health Care and the Consumer
Unit 3 IP 3 Management Performance Plan
Penny Cochran
AIU Online
June 30, 2013
Instructor: Mrs. M

Overview:
At Angel’s Touch Nursing Home, we strive to offer our staff and employees competitive wages, benefits and a flexibility of hours, paid vacation time starting with 1 week for the first year then going to 2 weeks the second year and 3 weeks on the 5th year, 6 paid holidays, employee birthday off with pay, paid sick time or PTO (personal time off), a sign on bonus of $500, training for advancement, but also we offer staff and employee involvement in both inside and outside activities and the care and treatment of your loved ones.
Motivation:
Angel’s Touch Nursing Home tries to make work fun for our employees. We have activities that our employees and their families can share with our residents and their families such as a family picnic and cookout day, a talent show competition between employee and resident among the other fun activities that are planned. We also recognize our employees for their good jobs with programs such as Employee of the Month, a day off with pay for being accident free for a year and service recognition within each department.
Empowerment:
As the population ages, there is an increased need that exists for the gerontological social worker which is to help empower older people and their caregivers (Cox & Parsons, 1994). It is among “top-down” hierarchy of nursing homes, that the contributions of both family members and nursing aides that are often overlooked, which results in feelings of powerlessness and resentment (Mok & Mui, 1996; Tellis-Nayak, 1988). Among this are the three components that are overlapping. They are 1) cultivating the individual’s own strengths (Cox & Parsons, 1994; Mok & Mui, 1996); 2) is to encourage the caregiver’s sense of potency (Simon, 1990); and the 3) is to foster the exchange of information among their equals (Holmes & Saleebey, 1993).
We have found that by empowering our employees and work teams through the proper training and workshops help them to make decisions about our resident’s care, it has achieved a better performance and job satisfaction among our CNAs, and improved resident care and other positive effects. This has boosted our CNAs feelings as they gain decision-making responsibilities and allowed to work on their own with supervised nurse management. They became more aware of their responsibilities and the health conditions of our residents and our employees grew more competent in their abilities (Yeatts, Ph.D&Cready, Ph.D. Cready, Ph.D. & , November 6, 2007).
As we use teams to work together, it has taken stress off the individual CNAs and has helped to lower call-ins and absenteeism. It also helped with CNAs performance and reduces the chance of problems going unnoticed and gives management the chance to question any poor performances of the team members and allows more time to solve any misunderstandings among the teams.
We have also found that this causes a fewer turnover as our employees are less likely to go somewhere else because they are happy with their jobs.
Coproduction with families and residents:
As the employees work closely with the family and residents about what their health care needs, it gives each a sense of well-being and independence. This helps to ensure that our residents and their families are happy, safe and well taken care of.
This helps us to give our residents the quality of life that they are used to and need. It also helps us to better understand what some of the fears that our residents may have and how to overcome those fears.
Conclusion:
Angel’s Touch offers our employees the chance to work closely with the residents and their families to maintain the quality of care and the quality of life that the residents are used to. By offering employees training through workshops and classes, we will all work together to provide excellent healthcare and our employees will help us to become a leader in providing great healthcare services.
The management team at Angel’s Touch uses peer mentors to help solve problems that employees might have and to help retrain any employee that needs it so that everyone has a chance for improvement.

References:

Ingersoll-Dayton, Schroepfer, Pryce, & Waarala, B. T. J. &. C. (July 2003). Enhancing relationships in nursing homes through empowerment. (Vol. 48 number 3, pp. 420-424). National Association of Social Workers. Retrieved from https://www.georgiastandards.org/resources/Lexile_in_Action_CTAE/HS-NE-3_970_EnhancingRelationshipsinNursingHomes.pdf
D. E. Yeatts and C. M. Cready, Consequences of Empowered CNA Teams in Nursing Home Settings: A Longitudinal Assessment, The Gerontologist, June 2007 47(3):323–39
Yeatts, Ph.D&Cready, Ph.D. Cready, Ph.D. & , D. E. &. M. (November 6, 2007). Consequences of empowered cna teams in nursing home settings: A longitudinal assessment. (Vol. Volume 95). The CommonWealth Fund. DOI: Consequences of Empowered CNA Teams in Nursing Home Settings: A Longitudinal Assessment - The Commonwealth Fund http://www.commonwealthfund.org/Publications/In-the-Literature/2007/Nov/Consequences-of-Empowered-CNA-Teams-in-Nursing-Home-Settings--A-Longitudinal-Assessment.aspx