Developing Organizational Policies and Practices
Developing Organizational Policies and Practices: Review the national healthcare issue/stressor you examined in your Assignment for Module 1, and review the analysis of the healthcare issue/stressor you selected. Identify and review two evidence-based scholarly resources that focus on proposed policies/practices to apply to your selected healthcare issue/stressor…
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Developing Organizational Policies and Practices
Paper details
Competing needs arise within any organization as employees seek to meet their targets and leaders seek to meet company goals. As a leader, successful management of these goals requires establishing priorities and allocating resources accordingly.
Within a healthcare setting, the needs of the workforce, resources, and patients are often in conflict. Mandatory overtime, implementation of staffing ratios, use of unlicensed assisting personnel, and employer reductions of education benefits are examples of practices that might lead to conflicting needs in practice.
Leaders can contribute to both the problem and the solution through policies, action, and inaction. In this Assignment, you will further develop the white paper you began work on in Module 1 by addressing competing needs within your organization.
To Prepare:
- Review the national healthcare issue/stressor you examined in your Assignment for Module 1, and review the analysis of the healthcare issue/stressor you selected.
- Identify and review two evidence-based scholarly resources that focus on proposed policies/practices to apply to your selected healthcare issue/stressor.
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Solution
Developing Organizational Policies and Practices
The United States has been experiencing a critical nurse shortage for close to a decade (Jacobs et al., 2018). However, this healthcare issue is set to continue for several more years as at least 1 million new registered nurses are needed by 2030 to meet the increasing healthcare demands (Drennan & Ross, 2019). Insufficient nurses in healthcare facilities have adverse effects on patient care which need to be addressed soon. Nurse shortage has been attributed to an increased aging population, aging workforce, nurse burnout, family and career, regions, increased growth, and healthcare violence.
In this regard, the baby boom generation is aging, which increases their need for health services. The older population is often associated with multiple morbidities, which require treatment. Nonetheless, with an increased lifespan, there is an increased need for healthcare. Additionally, most conditions considered terminal conditions are now survivable in the long term, which can cause a strain to nurses providing treatment.
Second, the nurse workforce is also aging, which means increased retirement rates among these populations. In this regard, increased retirement means that most positions are left unattended, leading to an increased nurse shortage in healthcare facilities. As a result, it creates the need to hire and recruit nurses to fill these positions.
Nonetheless, the nurse faculty is also retiring, which means few resources to train more nurses. These problems have caused fewer enrollment in nursing institutions, limiting the number of nurses an institution can generate (Drennan & Ross, 2019). Also, decreased nursing faculty often affects the quality of the programs offered to students, which may adversely affect patient care.
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Third, the shortage of nurses in facilities can be attributed to nurse burnout. With increased healthcare needs, nurses experience burnout, leading to increased turnover rates among these providers. In this regard, nurses work extra hours and serve multiple patients, leading to chronic fatigue. Ricketts and Fraher (2013) highlight that most nurses graduate and then start working and realize that the profession is not what they expected, which makes them quit and pursue other interests. In the United States, the average turnover rate is approximately 9% to 37%, depending on the specialty and geographic location (Drennan & Ross, 2019).
Forth, most nurses are females who have to balance their careers and family. Specifically, female nurses take a break during the childbearing years while others quit the profession altogether. As a result, facilities face nurse shortages during these periods or when nurses move to other professions. However, nurse shortages differ across regions, where some areas have surplus nurses.
According to Pittman and Scully-Russ (2016), the more the staff, the less growth potential. In this regard, areas with an excess supply of nurses may experience limited growth, making them move to other regions to seek better opportunities. On the other hand, there are regions with fewer nurses, which makes it challenging to meet the community’s healthcare needs of concern. Following identifying the main contributors of the nursing shortage in the country, there is a need to address the problem.
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Over the years, several initiatives have been adopted to address the nurse shortage in the United States. Abhicharttibutra et al. (2016) outline that the enrollment rate for nursing courses has reduced over the years, especially in the master’s degree. Most of the reasons behind these trends are increased career choices among women and the perception of nurses’ working conditions.
In this regard, most people are discouraged by weekend and night shifts, working extra hours, and increased exposure to contagious elements (Abhicharttibutra et al., 2016). Nonetheless, reduced nursing faculty affects institutions that have recruited several nursing students but do not have the human resource to deliver the program.
Ricketts and Fraher (2013) propose that aging nurses who cannot cope with the facilities’ working conditions educate new nurses. However, practicing nurses do not have the necessary curriculum development and performance measurement skills. In this regard, developing new education models effectively creates a curriculum that is aligned to practice. Also, it would ensure that retiring nurses have the necessary skills to educate nursing students, which would help increase the number of nurses institutions are generating to provide healthcare (Ricketts & Fraher, 2013).
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Moreover, student recruitment initiatives should focus on young men and minority students to increase the number of nursing students enrolling in institutions, which may help address nurse shortages. One of such initiatives is Choose Nursing, funded by the federal government that recruits Boston public high school students into a comprehensive two-year hospital program to increase their interests in nursing while preparing them for college-level nursing programs (Drennan & Ross, 2019).
However, most people have made up their minds on the careers they may pursue based on their interest in fifth grade (Abhicharttibutra et al., 2016). Therefore, it would be best to reach students in the earlier learning years before joining high school. In this regard, creating a positive image of the nursing career to young learners may help ensure a continuous and robust pool of nursing students, which may address the shortage in the long term.
Abhicharttibutra et al. (2016) highlight that retention of nurses in an organization depends on whether they feel valued or not. A significant number of nurses who leave the profession feel less appreciated at their place of work and complain of poor working conditions and ineffective policies. Nonetheless, most healthcare executives focus on profitability and deny nurses high salaries, among other benefits (Abhicharttibutra et al., 2016).
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For this reason, there is a need to reframe how nurses are seen in the workplace. In this regard, the executives should view nurses as assets rather than expenses.
Nurse leaders should value and appreciate all staff in the facility and recognize their effort in running the organization. Drennan and Ross (2019) add that employees have the power to increase the facility’s competitive advantage or spoil their reputation.
Healthcare organizations with poor working environments and cultures have a less competitive advantage, and most nurses may not seek employment in the organization, which may lead to nurse shortages in the facility (Drennan & Ross, 2019). On the other hand, organizations that research the employee market needs and provide these employees with opportunities create market advantage and attract and retain talent.
According to Jacobs et al.(2018), one of the most effective strategies to address nurse shortage is identifying the root problem to nurse shortage and then developing solutions that address these problems. In this regard, nurse leaders should understand what nurses want and align their operations to meet these needs, attracting talent. Additionally, they should adopt policies that create a healthy working environment and are flexible for nurses.
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Specifically, organizations should focus on providing short- and long-term solutions such as flexible schedules, autonomy, credibility gap, competitive salaries, professional respect, and opportunities to grow, among other benefits (Jacobs et al., 2018). Organizations can also provide intensive training to the existing nurse staff, especially in different specialties. This initiative helps retain nurses seeking opportunities for growth or transfer.
It also builds on career development among new staff, increasing their retention rate (Jacobs et al., 2018). From these initiatives, it will be easier to attract new talent in the facility, increase passion among junior students who want to pursue nursing careers, and retain existing nurses, reducing nurse shortage.
References
- Abhicharttibutra, K., Kunaviktikul, W., Turale, S., Wichaikhum, O., & Srisuphan, W. (2016). Analysis of a government policy to address nursing shortage and nursing education quality. International Nursing Review, 64(1), 22-32. https://doi.org/10.1111/inr.12257
- Drennan, V. M., & Ross, F. (2019). Global nurse shortages—the facts, the impact, and action for change. British Medical Bulletin, 130(1), 25-37. https://doi.org/10.1093/bmb/ldz014
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- Jacobs, B., McGovern, J., Heinmiller, J., & Drenkard, K. (2018). Engaging employees in well-being. Nursing Administration Quarterly, 42(3), 231-245. https://doi.org/10.1097/naq.0000000000000303
- Pittman, P., & Scully-Russ, E. (2016). Workforce planning and development in times of delivery system transformation. Human Resources for Health, 14(1). https://doi.org/10.1186/s12960-016-0154-3
- Ricketts, T. C., & Fraher, E. P. (2013). Reconfiguring health workforce policy so that education, training, and the actual delivery of care are closely connected. Health Affairs, 32(11), 1874-1880. https://doi.org/10.1377/hlthaff.2013.0531
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