...Application of Theory Neukenya Jokines Chamberlain College of Nursing Application of Theory The future of nursing is dependent upon nursing leadership that adheres to the professional standards in regards to education, research and practice. On a daily basis decisions are made by nurses that directly affect the lives of others. Nursing theory is a guide that has been set in place in order for nurses to look upon when it comes to daily healthcare decisions. It was stated by Cody (2003), that “one learns to practice nursing by studying nursing theories” (pg. 226). This statement can be applied to the problems of nursing leadership, problem solving and decision making. Cody (2003), also states that “nursing practice will be transformed to the betterment of humankind when all nursing practice is fully autonomous and guided predominantly by nursing theory” (pg. 230). For many years nursing practice has found its foundations from nursing theories. Understanding how nursing knowledge within healthcare organizations influence patient and organizational outcomes are discussed in the middle range theory of nursing intellectual capital (Covell, 2008). Intellectual capital is defined as the combination of collective knowledge of individuals and structures in an organization or society. The theory consists of two concepts of nursing which includes human capital and nursing structural capital. According to (Covell & Sidani, 2013) “Intellectual capital theory defines human capital...
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...age will have a 43% chance of spending some time in a nursing home (Kemper and Murtaugh, 1991) and about 24 % of these individuals will spend less than a year in residence at a nursing home (CDC, 2012). The key employees of the nursing home that have the most interaction and greatest impact with the residents of nursing homes are the registered nurses (RNs), licensed practical nurses (LPNs), and certified nursing assistants (CNAs). For several years the shortage and turnover rate of nursing home staff has long been a serious problem for multiple nursing homes nationwide (Pillemer, et al., 2008). Providing effective and safe quality care in nursing homes requires clinically and interpersonally competent staff. Research findings suggest that inadequate supervisory, managerial, and human resource practices within nursing homes contribute to poor outcomes, including high nursing staff turnover, lower employee satisfaction, and poor clinical outcomes (Anderson, et al 2003). When a staff member leaves an organization, the knowledge, skill and experience that the person has brought to, and gained at, the organization is lost. Although high rates of nursing home staffing shortages and...
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...RETENTION STRATEGIES “Employee wellness programs are growing in popularity, as health system leaders look for ways to boost their employees’ health--and in doing so, boost their abilities to do their jobs well. This can improve the hospitals’ and health systems’ bottom lines, by increasing employee productivity and satisfaction, which in turn lowers staff turnover rates and the associated costs”.- Jennifer Larson( February 2013). The cost associated with replacing an employee who leaves is considerable. A 2009 report from the Robert Wood Johnson Foundation (RWJF) put the estimated cost of replacing a registered nurse between $22,000 and $64,000, and that doesn’t include the wealth of experience that seasoned nurses bring to the table. These costs mean that healthcare organizations have a definite financial interest in reducing turnover. PwC Saratoga’s recently released 2012/2013 US Human Capital Effectiveness Report found that hospitals saw increased turnover among employees in 2011, according to data that was available from about 60 hospital systems with a total of more than 1 million employees. The report also found that the bedside nurse voluntary separation rate rose from 7.5 percent to 9.1 percent from 2010 to 2011, and the first-year nurse turnover rate increased from 26.2 percent to 28.3 percent over the past year. Some key findings in 2011: Retention of all employees and nursing staff improved constantly during the 2008-2011 time period; Turnover of all employees and...
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...the main concerns I have seen in the hospital setting is staff turnover among the nursing profession. The turnover can ultimately lead to temporary problems like understaffing. Thankfully though, I believe this problem is amendable with proper intervention to facilitate a change toward staff retention. So why is staff turnover a problem in the nursing profession? First and foremost, this is not a unifactoral issue. In fact, staff turnover is the byproduct of multiple job related factors and stressors in the nursing profession. For instance, job-related stress plays a major factor in decreasing one’s job satisfaction. Stress in nursing usually occurs when one perceives that his or her resources are exceeded in a given situation (Esther, et al., 2005). Typical factors that can promote stress in a nurse are high job demands and excessive work hours. With these factors, the nurse may continually feel overworked, while also feeling like they are working “all the time.” Other factors that could cause stress are having little control over your work environment or having limited supportive relationships in the workplace. As we all realize, at least some sense of control and peer support are necessary to promote feelings of job satisfaction (2005). Finally, staff turnover itself can cause stress for the nurse, as he or she may feel overwhelmed by the increasing workload, which is promoted by the decreasing amount of available staff. Furthermore, “burnout” will usually occur after a prolonged...
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...based on the mission. From the vision statement the business strategy is determined which helps to bring into focus those actions that will help accomplish desired outcomes (Carpenter et al.) If the organization’s leaders and governance also portray behaviors that support the mission it will aid in the employees morale and desire to be a part of the organization. This will then help in the retention or the staff. Studies have shown that when the leaders adhere to the mission and behave as such, employees feel more support and security (Schyve, M.D., 2009). Having a strong mission at your organization can help make it clear to employees what’s expected and what their options are if something isn’t right. “Lead by example and live your mission,” says Rakowski. (Barajas, 2014).And CEO Don MacPherson believes that where a company’s values are known and understood, there is more engagement which leads to greater employee retention("2013 TINYpulse Employee Engagement Survey | TINYpulse," 2013). The organizational culture is also an important factor in the success of the organization and its retention efforts. An organizations culture is the way people behave and the meanings...
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...Staff Motivation at Sharp Healthcare Abstract Healthcare organizations can reap tremendous benefits from a motivated staff. The dynamic nature of the industry and the constant changes that governs the field requires organization to undergo changes on a consistent basis to maintain a competitive advantage. Sharp embarked on the transformation of the healthcare experience centered this vision on successfully motivating their staff. Activities such as open communication, re-recruitment, and workplace development are apart of their People Pillar of Excellence and were utilized in their motivation approach. These are intrinsic motivators, however, and may not be applicable to all employees. Similarly, their successful motivation approach may prove difficult to transplant in all healthcare organizations. Staff Motivation at Sharp Healthcare Sharp Healthcare is the largest private employer in San Diego and they have a vision to transform the healthcare experience of employees, physicians, and customers (Burns, Bradley, & Weiner, 2012, p. 114). Implementing this transformation and reaping the performance benefits requires buy-in and commitment from employees, best garnered through a motivated staff. This case study presents the motivation approaches undertaken by Sharp and seeks to identify the key to their success, any weaknesses in their approach, and the applicability to other organizations. Sharp’s Successful...
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...RETENTION RESEARCH PAPER Nurse Retention 07/28/08 Contents Introduction Literature review Plan of action Discussion Conclusion Introduction The priority goal of every hospital leadership team is to develop and retain a stable workforce that provides high quality patient care (Missouri Hospital Association [MHA], 2005). Nurse retention and recruitment are the top issues that all health organizations are facing in nowadays. They most effectively develop strategies not only to recruit nurses, but to retain experienced and knowledgeable bedside nurses who will deliver an excellent care. Practical retention plans and strategies are crucial to the financial and quality outcomes of an organization (Golden, 2008) Factors that are contributing and affecting nurse retention and consequently causing workforce disruption are related to high turnover, aging workforce, and job dissatisfaction. Literature Review Turnover is costly to an organization, creating significant financial burdens and affecting morale and clinical quality (Golden, 2008). Although the full impact of staff nurse turnover on hospital costs has not been assessed, costs associated with recruitment and hiring, personnel processing and training of new nurses are known to significantly increase as result of high turnover (Weisman, Alexander&Chase, 1981). There are several factors that contribute to hospitals currently high turnover...
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...RETENTION RESEARCH PAPER Nurse Retention Herbert Albert Health Sciences Center School of Nursing 07/28/08 Contents Introduction Literature review Plan of action Discussion Conclusion Introduction The priority goal of every hospital leadership team is to develop and retain a stable workforce that provides high quality patient care (Missouri Hospital Association [MHA], 2005). Nurse retention and recruitment are the top issues that all health organizations are facing in nowadays. They most effectively develop strategies not only to recruit nurses, but to retain experienced and knowledgeable bedside nurses who will deliver an excellent care. Practical retention plans and strategies are crucial to the financial and quality outcomes of an organization (Golden, 2008) Factors that are contributing and affecting nurse retention and consequently causing workforce disruption are related to high turnover, aging workforce, and job dissatisfaction. Literature Review Turnover is costly to an organization, creating significant financial burdens and affecting morale and clinical quality (Golden, 2008). Although the full impact of staff nurse turnover on hospital costs has not been assessed, costs associated with recruitment and hiring, personnel processing and training of new nurses are known to significantly increase as result of high turnover (Weisman, Alexander&Chase, 1981). There are several...
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...Introduction Background As the debate for healthcare reform continues one big issue that weighs in the mind of every hospital Chief Executive Officer and medical staff is will there be sufficient physicians available to care for the aging population and the 31,000 newly insured if universal healthcare becomes available (Stanley, 2009). Healthcare human resource executives are also faced with the challenge as business strategist to work out a plan with their hospital to recruit and retain talented physicians. In 2006, the Association of American Medical Colleges (AAMC) requested an increase of 30 for U.S. medical school enrollment and for growth within Graduate Medical Education (GME) positions. Even a request of such measure would not solve the problem with physician shortage. Assistance from international countries like Canada with a surplus of physician is welcomed; however as a country we cannot depend on other national to resolve United States physician shortage. It is predicted that we will have a “shortage of 85,000 to 200,000 physicians in 2020 unless action is taken soon to increase the number from 25,000 physicians who graduate from United States medical schools annually. Also “shortage of physicians in rural areas will present an even greater challenge than for metropolitan areas, as fewer and fewer physicians” entering the medical profession is choosing a rural location for their practice. (Stanley, 2009) Problem Statement Physician supply is decreasing at...
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...University of Phoenix. I want an opportunity to learn, grow and advance my knowledge and skills, and I believe this program will help me obtain this. Leadership skills are crucial to be successful in the ever-changing healthcare environment. To achieve this goal, and be successful in this program, I will keep up with all reading materials, participate in class activities, turn in assignments promptly and obtain a grade of C or higher in each class. Writing assignments are very tough for me. Therefore I might have to take extra writing classes to help me get through this program. However, I believe the more I read and write papers, the easier it will become. I plan on completing this program and obtain my Bachelor of Science in Nursing (BSN) by October 2017. Once I graduate with a BSN degree, I hope that I can advance my career and obtain a leadership positon at my current place of employment. Leadership skills play a critical role in decision making and assist in the development of quality improvement in various health care settings. To achieve effective Leadership practices, there should be a shift from hierarchical approaches to a leadership style that encourages shared governance with the availability of information and support structures to facilitate staff empowerment (Williamson, 2005). Effective leadership requires new ideas of thinking. Strong leadership also requires people to encourage others to be positive which in return creates positive outcomes. A characteristic...
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... INTROUDUCTION My proposal for this research is to figure out how a hospital can offer healthcare at a reasonable cost without compromising service and the safety of patients. In today’s healthcare market with so many competitors and the cost of healthcare it is important for a hospital to embrace organizational change with the trends in healthcare. The cost of staffing the best talent can be a difficult one along with retaining your staff but not comprising services or needs of their patients. Human capital can come at a high cost. Especially if you want to be top in your market. BODY The focus will be attracting talent, offering a competitive benefits package and retention of such talent. This is one of the most important things to any hospital to keep their overhead down but stay competitive in their market. How can a hospital attract top talent retain at the same time and keep the cost down? With the amount of competitors available it is a race to locate the best employees that you can acquire. Human Resources have become a major component in this field because of the role that they play in assisting managers and directors with their employment needs. After doing some research I found and article that was wrote about a medical center faced with the exact challenges. Jupiter Medical Center (JMC) was faced with the ongoing issues of recruitment and retention of employees and the huge cost that came with it. Between the cost of contract labor and recruitment...
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...How Magnet Designation Drives Healthcare Change in Institutions A Professional Practice Model (PPM) is a plan that represents the culture of an organization involving their beliefs, values, theories, and systems for nursing practice. A PPM outlines the elements of nursing practice in a way that brings meaning and significance to our daily work. Reinforcing the relationship between nurses and patients is the primary goal of a PPM. The Magnet Model provides a framework to achieve excellence in nursing practice and serves as a road map for organizations seeking Magnet recognition (American Nurses’ Credentialing Center website, 2015, para. 1). What is a Magnet Hospital? The American Nurses’ Credentialing Center (ANCC), which is an affiliate of the American Nurses Association (ANA), recognizes hospitals that comply with standards intended to assess the quality and strength of their nursing. These hospitals are known as Magnet hospitals. By achieving Magnet status, a hospital is affirmed to be one with a high level of job satisfaction, a low staff nurse turnover rate, and proper grievance resolution. There is also a great emphasis placed on staff nursing involvement in data collection and decision-making in patient care delivery. Nurse leaders are encouraged to value clinical feedback from staff nurses to help establish and advance researched-based nursing practices. Magnet hospitals are expected to obtain best patient outcomes by establishing appropriate personnel...
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...the provision of health care because it has reduced the quality of care of patients, increased accidents amongst patients, absenteeism rates and staffing among others. The purpose of this paper is to discuss the causes of nurse turnover and shortage, find out ways nurse leaders and managers may resolve this problem, and also to discuss the writer’s own personal and professional philosophy of nursing regarding this issue. Nursing shortage is also evident by the reduction in the availability of new nurses, inadequate staffing to meet the high demanding in patients’ needs, to mention but a few. Healthcare organizations need regular, dependable, highly efficient and fully involved staff to provide excellent patient care at all levels. Therefore nursing leaders and managers are highly depended upon in changing this current trend of shortage and turnover of nurses affecting the healthcare profession (Hunt,...
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...Results SuccessFactors Healthcare Executive Summary Nursing turnover is a major issue impacting the performance and profitability of healthcare organizations. Healthcare organizations require a stable, highly trained and fully engaged nursing staff to provide effective levels of patient care. The financial cost of losing a single nurse has been calculated to equal about twice the nurse’s annual salaryi. The average hospital is estimated to lose about $300,000 per year for each percentage increase in annual nurse turnoverii. Losing these critical employees negatively impacts the bottom line of healthcare organizations in a variety of ways including: Decreased quality of patient care Increased contingent staff costs Increased staffing costs Loss of patients Increased nurse and medical staff turnover Increased accident and absenteeism rates The primary causes of nurse turnover can be analyzed by I) understanding why nurses choose to work for an organization and ensuring this ‘employee value proposition’ is met; and II) identifying things that occur after nurses are hired that lead them to quit even though their initial job expectations were met. I. Primary factors that influence nurses’ choice of employers are work schedules, career development opportunities, and commuting distanceiii. However the relative importance of these factors varies widely across nurses. There is no “one size fits all” ideal job design and healthcare organizations that wish...
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...Issues Affecting Nurse Retention and Nursing Leadership in the United States Today Registered nurses (RNs) make up the largest group of healthcare professionals in the United States today (Bureau of Labor Statistics, U.S. Department of Labor, 2015). While the nursing profession is listed among the top occupations exhibiting job growth, nursing shortages have escalated, causing significant problems for the industry (Bureau of Labor Statistics, U.S. Department of Labor, 2015). Nurse turnover and nurse retention are concurrent causatives in this issue at hand. Turnover is defined as, “the number of persons hired within a period to replace those leaving or dropped from a workforce” (Merriam-Webster, 2017). Retention is defined as, “the act of...
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