Term Paper: Nurse Retention Capacity Standards

Pages: 10 (3428 words)  ·  Bibliography Sources: 8  ·  Level: Master's  ·  Topic: Health - Nursing  ·  Buy This Paper

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[. . .] In continuing to apply principles to effect leadership and suitable job that nurses are not being overwhelmed with hostile or extensive responsibilities, these hospitals and other healthcare facilities will need to have principles that support every staff member within the company and they are provided and offered these opportunities fairly within all of the organization, therefore, every role requires some responsibility, therefore, and the head nurse and administration being no exception. Moreover, these facilities should offer permanent and dependable teaching to all personnel in jobs of headship which Monaghan's response was a lengthy approach to the development and progress of an individual manager is the course of mentoring. This is an exceptional means of taking care of the on hand select few for additional expansion within the society and to support to be specified mentors, as well as make sure that they also get the learning needed to guarantee their usefulness (Monaghan, 2009).

Finally the standards within the company should develop a formal rather than an ad hoc approach to succession planning because it is not difficult in the national economic atmosphere, to become satisfied about the issues of retaining nurses particularly when some may have delayed their retirement, or increased their hours as their other half may have lost their job. There can be no uncertainty, however, that spending time and funds on existing and possible nursing managers is one of the greatest savings a facility can decide upon. Not only will it help with decreasing the funds connected with replacing workers who have moved on, but it will offer the techniques that are essential to the employees to support the management charge as healthcare institutes get used to and modify to the desires of their opportunities in the future (Monaghan, 2009).

In addition to reevaluating the leadership and the way it is promoted within hospitals there are nine other guidelines that medical centers should follow that will promote employee preservation with the first being able offer and apply momentous input to the healthcare center. Next the administration will give appreciation to the importance to the nurse involvement so the people will be rewarded on their talents with an opportunity for occupational flexibility and growth. Furthermore, institutions will support specialized performances and persist on growth and progress through long-term teaching/qualifications is sustained. Another key focus is partaking in mutual decision building at all ranks, and guaranteeing the existence of professional, capable, plausible, observable management, and making sure there are sufficient amounts of trained nurses. These establishments must support a culture of accountability, enforce a communication wealthy society, and give reverential uncompetitive contact and manners, and that will help build group direction, confidence, value in diversity, opportunities assembled and labeled, where everyone is held liable, giving the nurses and other worker leniency to offer eminent concern to the patients in their wing or department and illustrate a steadiness in their pledge to their occupation and home life (Monaghan, 2009).

In analyzing these principles to avoid high turnover rates and fulfill open positions, only 13% of the registered nurses were under 30 years of age, and the average age of the nurse population was 45, and the majority of the reasons for the older nurses to leave and go to other job opportunities was because of the physical stress they underwent. However, the younger crowd out of the 13% of nurses that were mostly new graduates with hospital as their first nursing job left because they were unsatisfied with their jobs and the stress they endured in the process, and they classified these stressful situations as hostile or traumatic working conditions (Runy, 2006). The second largest reason that there was a shortage in the nursing staff was the fact that the level of management and leadership was insufficient in providing a well rounded and stable work environment, and the promotional segment was unfair. Last, the third reason that nurses left their positions was because of the responsibilities that was given to the registered nurses and licensed practitioner nurses (LPN) that became overwhelmed and tired from working long hours and doing the work of other staff members because of the shortage of nurses in their sector and/or department.

After looking over the different data derived from research with Tourangeau et al., and reviewing and rereading the surveys that were recorded in the registered nurses and retention issues while specific words and phrases were noted that nurse participants used to explain the dynamics of their purpose to stay or depart their particular institution (2009). Experts were used to help administration understand the records of the surveys with a definite type of system to process the types and rising arguments, and the figures were consistently contrasted and evaluated transversely collections of succeeding focal point set facts were assessed and measured up to former groupings. Reliability was recognized throughout the utilization of accurate speech marks to demonstrate results and through affiliate examinations. Furthermore, the experts show prelude conclusions to a number of members, asking for their outlook on precision of elucidation. Transmitting results was maintained during the depiction of the point in time and circumstances in which the information originated, and it permitted examiners to make choices about transferability (Tourangeau, Cummings, Cranley, Ferron, & Harvey, 2009).

Tourangeau et al. report was similar to the findings of this analysis because the focus group surrendered to several different thematic sorts that encouraged hospital nurses purposes to stay effective within the facility: relationships with other workers, conditions of their job's surroundings, relationship with people in charge of their shifts, rewards and incentives and how if any were given to them and for what reasons for recognition, was there any managerial assistance and performances, physical and mental responses to tasks, patient rapport and occupation satisfaction, and other outside issues (2009).

From the findings above of all focus groups, the participants talked about the significance of their companionship with other people they worked with in their department, and some of surveys had revealed that the environment and value of these friendships were one of most vital explanation they remained working at the hospital, and others pointed out that unconstructive or unsettled co-worker affairs were a strong force for getting out of the job within the facility as quick as they could. The nursing staff was concerned that one reason they did stay employed at the hospital was because they had felt they had belonged to some type of peer group which was very important at work, and as a matter-of-fact, some even commented on the professionalism of some of the co-workers that they thought that was one of the reasons they liked their jobs so well (Tourangeau, Cummings, Cranley, Ferron, & Harvey, 2009).

The assessment revealed that nurses did want to remain at their jobs when they worked in a setting where they felt was stable and dependable, where they had some trust and respect for one another, especially the doctors and they wanted to stay at their jobs. Furthermore, if the nurses had ordinary occasions to meet with other people they worked with and commemorate with them was perceived as a significant factor of fitting in to that group. In fact, numerous staff participants explained being engaged in or have previously observed nurse-to-nurse or nurse-to-employee circumstances of harassment or disparagement, and those who talked about these aggressive conditions did identify what they witnessed as inspirations to look for various vocational or instituted declarations on their scrutiny that affirmed that they had not been yelled at by a senior or any other co-worker within the past year, and explained that they had never been insulted the way since they had been in this positions as nurses (Tourangeau, Cummings, Cranley, Ferron, & Harvey, 2010).

Like Tourangeau et al., conditions in the surroundings in their study, the focus groups were similar because the employees who took the survey stated that the stipulations had a huge impact on their willingness to remain in that setting and continue to work there. Essential to these debates was the identified capability of both individual and being equipped for granting treatment for the patients. The participants did state that they were definitely more liable to think about submitting applications for jobs in other medical centers and healthcare facilities where there was not a sufficient amount of staff scheduled or poor workers scheduled treating and monitoring to the patients because they felt that the patients deserved better. The nurses, especially felt that understaffed and not as experienced staff that was working collectively was absolutely an risky place of work and preferred to be elsewhere mainly in times or days such as these. These nurses and other staff members also felt the same way when they were consistently dealing with a lack of equipment and supplies. Other undesirable working conditions and negative situations involved supervisors not being on the floor on the job because of they had too much responsibility because if definitely affected their work and others… [END OF PREVIEW]

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Nurse Retention Capacity Standards.  (2011, July 21).  Retrieved April 20, 2019, from https://www.essaytown.com/subjects/paper/nurse-retention-capacity-standards/6151322

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"Nurse Retention Capacity Standards."  Essaytown.com.  July 21, 2011.  Accessed April 20, 2019.
https://www.essaytown.com/subjects/paper/nurse-retention-capacity-standards/6151322.