First Year Nurses: A Case Study

First, we must ask who the stakeholders are when it comes to any nursing program. This is a wide universe, for the stakeholders are many. First, of course, we have instructors at the university level, most of whom have been or are practicing professionals. Then there are the administrators of the program who must continually search out money and grants to keep the program going. We then move into the public sector: patients, families, physicians, support staff at healthcare facilities, healthcare administration, HMOs, private insurers, and governmental agencies (Colvin, et.al., 2008). Each has a role to play within the evaluation process.

The aim of this study is to provide a detailed account of the nursing care for a patient who is experiencing a breakdown in health. One aspect of their care will be discussed in relation to the nursing process. The model used to provide an individualised programme of care will be discussed and critically analysed.

According to Canadian Nurses Association(2009), human health resources have stated that by the end of 2011 Canada will experience shortage of 78 000 registered Nurses (RN) and shortage of 113 000 nurses by the end of 2016. Globally there will be shortage of 4.3 million health care workers. It was also shown that approximately 38% of new graduate nurses leave their workforce within the first year of employment (Lavoie-Tremblay, Wright, Desforges, Gelinas, Drevniok & Marchionni, 2008). According to registered Nurses Association of Ontario (2011), full time positions of RN dropped to 57.9 % in 2010 from 58.9% in 2009. With the current trend it is expected that the Canadian Nursing shortage will increase significantly. In

There are many challenges facing today’s nursing leaders and managers. From staffing and scheduling, to budget cuts and reduced reimbursements, today’s nursing leaders must evolve to meet the ever changing health care environment. Constance Schmidt, Chief Nursing Officer at Cheyenne Regional Medical Center (CRMC), identified retaining experienced registered nurses (RN) as one of the biggest problems she faces as a nursing leader. She went on to state “Nationally, most hospitals have more than 60% of their nurses with at least 5 years of experience. At CRMC, it’s the reverse. We have more than 60% of our nurses with less than 5 years of experience” (personal communication, March 28, 2014). The two largest factors affecting those numbers are the nursing shortage and nursing retention. The first, the nursing shortage, was identified years ago and has been researched countless times. Some projections indicate the number representing the gap between available registered nurses, and the positions needing to be filled, could be over a million before the end of the current decade. The latter, retention of nurses, is a problem in every health care facility in the nation. Nursing turnover results in both a significant financial cost to hospitals, and a significant impact on the community through its effects on patient outcome.

There are many major challenges facing the nursing shortage environment today. One of those challenges includes the facility recruitment of registered nurses and then the facility retention of the registered nurses that they have recruited. Factors to consider would be as to why a registered nurse chose to accept a particular job and will they choose to stay at the facility after being given an employment opportunity. A facility’s reputation, union status, autonomy and salary are among some of the factors that influence recruitment. Factors that influence retention includes the inclusion in decision making, practice

It is very important for graduate nurses to fit in to a hospital as this gives them a chance to practice safely and effectively. For a New Graduate Nurse (NGN), fitting-in is about establishing secure and meaningful social bonds with ward staff (Rush, Adamack, Gordon, and Janke, 2014, p. 222). Fitting in, or the wish to fit in with ward staff is one of central piont of NGN transition experiences; it gives the NGN a feeling that they are a part of a social group with common goals, common experiences and a shared culture (Tingleff and Gildberg, 2014, p. 537). Success for the New Graduate Nurse would depend on how fast they establish friendly relationships and a sense of belonging. Hospitals understand the importance of NGN getting used to the

During my second year as a registered nurse, I have relocated to a new town and applied for a position in a small clinic. Three months after I was hired, another staff named Ms. D was hired. She was an LPN who recently graduated from a vocational training school. Since I was hired before Ms. D was, my supervisor asked me to assist with her orientation. After two weeks of orientation, Ms. D was ready to work without an assistance. Because our work hours were did not overlap often, I did not work with Ms. D during most days.

Staff satisfaction is empirical in retention of nurses in any healthcare setting. Although a slight turnover is necessary to maintain the diversity of ideas, too much of it causes instability that might affect patient and employee satisfaction negatively (Marquis & Huston, 2015). The planned change is to be executed at a small, private hospital (SPH) in Los Angeles with a 200-bed capacity, which offers emergency and medical-surgical services for adults. After a six-week hospital orientation, only 20% of new RNs hired at SPH in 2015 rated their confidence levels at >70% (Appendix A). Out of 32 new hires, 7 left during orientation, and 12 left before reaching 1 year- leading to 41% retention or a 59% turnover (Appendix B). The RN turnover of SPH is thrice the

The cost to train new nurses becomes so enormous for hospitals it would be much smarter to figure out why new nurses are leaving and provide tools to assist new nurses with their transition. Looking at reasons NGRN leave their new chosen profession seems simple enough find out what it is that decreases job satisfaction and fix it. One study looked at burnout in new nurses and possible causes, they looked at workplace environment, workplace incivility and empowerment.(Spence Laschinger et al., 2009) They found

There is a lack and shortage of nursing like sever in the United States and keeps worse. By 2020, the shortage mainly could increase gradually to be more than 1 million full-time equal registered nurses (Health Administration, 2012). NCLEX-RN tests can determine both success and failure. The aim of the quantitative retrospective that already used is to study wand compare the results of NCLEX-RN tests results on 10 divisions of undergraduate nursing students at a Southern California university.

This summative report is the result of content analysis of post-designation questionnaires of organizations participating in the American Nurses Certification Center’s (ANCC) Pathway to Excellence® program. The intention is to describe major themes found within the responses. The questionnaire included eight open-ended questions related to the Pathway to Excellence® experience from an organizational and nursing

Performance improvement projects should always consider the impact, positive or negative, on others in the organization (Nassar, 2007). The interconnectedness of complex healthcare organization is an important consideration before any action is taken by one department. The implementation of this standardized nursing shift report process will likely have an impact on the organization as a whole and will affect various departments in different ways. The nursing informatics department currently provides nursing PRN effectiveness documentation data approximately once monthly. During the initial implementation stage of this process, the nursing informatics department will be asked to provide updated at least weekly, and more often in possible, so

Surveyed nurses from Magnet hospitals reported a mean of 1 to 5.3. The survey revealed a moderately strong negative correlation, or inverse relationship between job satisfaction and nurse retention. As job satisfaction decreases, likelihood of considering leaving the job increases. Additional 75% of respondents stated that the number of patients assigned to them had resulted in job dissatisfaction, and 69% were influenced to stay at their current job given the economic downturn (Hairr, Salisbury, Johannsson, & Redfern-Vance, 2014, p.

The Giger and Davidhizar model was “developed in 1988 in response to the need for nursing students in an undergraduate program to assess

Nurse turnover is defined as “the number of nurses changing jobs within an organization or leaving an organization within a given year” (Baumann 2010). Retaining nurses is one of the most important issues in health care as its effects range from challenges in human resource planning, to high costs in financial and organizational productivity (Beecroft et al, 2008), to workgroup processes and morale, to patient safety and quality of care (i.e. patient satisfaction, length of patient stay, patient falls, and medication errors) (Bae et al, 2010). Nursing Solutions Inc (NSI) reported the national average turnover rate for hospitals increased from 13.5% in 2012 to 14.7% last year. Nurses working in Med/Surg had more turnover