Nurses Commitment In The Emergency Department

Implementing a change in practice within these environments can produce anxiety or fear of failure in nurses, leading to a resistance to change. Several studies (Bozak, 2003; Lehman, 2008; Spetz, Burgess & Phibbs, 2012) expounded the need for a concise plan and clear communication between nurses and management when implementing a change of this nature. The use of Lewin’s Change Management theory can support nurses through the transitions and identify areas of strengths and resistances prior to implementing change. Without a framework for guidance, it can be difficult to keep on track.

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

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

An organization’s purpose and primary objectives, its internal function is defined in its mission statement. The mission statement assures that external and internal stakeholders understand the plan and goals the organization is trying to accomplish. An organizations philosophy explains the beliefs used to carry out that mission. The purpose of this paper is to discuss my organization’s mission, and my unit’s mission, and how they are aliened. I will discuss centralized and decentralized structures that apply to my facility. Furthermore, I will look at pros and cons of the facilities nursing model and discuss ways nursing could strengthen the organization.

As an Emergency Room Nurse, You become a part of the Emergency Response Team that works together to not only provide individual care, but also to provide fast and accurate stabilizing care to individuals in a crisis situation.

Nurse Outcomes in Magnet® and Non-Magnet Hospitals uniquely address that the Magnet hospitals have their class of performance which sets them apart from non-magnet facilities that can also influence the nurse satisfaction and retention issues (Kelly, McHugh & Aiken, 2011). The study specifically addresses nurse work environments as the cause of retention that leads to improved patient outcomes (Kelly, McHugh & Aiken, 2011). Hospitals

28.0 %Identify a specific instance from your own professional experience in which the values of the organization and the values of individual nurses did or did not align. Describe the impact this had on nurse engagement and patient outcomes. Identification of a specific instance from your own professional experience in which the values of the organization and the values of the individual nurses did or did not align is not provided. Identification of a specific instance from your own professional experience in which the values of the organization and the values of the individual nurses did or did not align is offered; however, relevant information is missing such as a description of the impact this had on nurse engagement and patient outcomes. Identification of a specific instance from your own professional experience in which the values of the

A positive force for change centers on the nurse’s strong desire to change current practices. The combination of the turnover rate, low morale, and higher percentage of new nurses, is the driving

Identify a specific instance from your own professional experience in which the values of the organization and the values of the individual nurses did or did not align. Describe the impact this had on nurse engagement and patient outcomes.

The researchers surveyed 3186 nurses on staff at 56 hospitals; 52 academic hospitals and 4 non-academic hospitals. The researchers compared the results of the nurses’ surveys with information about the location of the hospital (rural or urban), the hospital environment (managerial support, good relationships among team members, the nurses’ involvement in decision-making), the nurses’ educational levels, and the staffing (nurse:patient ratio). The researchers also interviewed nurse managers and leaders to evaluate their input on nurse retention and nursing shortages in a qualitative portion of the study. In the article “Effective strategies for nurse retention in acute hospitals: A mixed method study”, the researchers state “the results show that nurse staffing and the quality of the nurse practice environment (i.e. managerial support of nursing care, good relations between doctors and nurses, nurse participation in decision-making and organizational priorities on quality of care) are significantly associated with intention-to-leave the hospital” (Van den Heede et al., 2013, p. 192). This association is related with increase nurse satisfaction with environment and staffing is related to decreased intention to leave the hospital, or an inverse relationship. These researchers also shed light on the fact that Magnet hospitals have far better nurse retention and nurse satisfaction. Thus, focusing on and achieving a Magnet status can be an effective

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

Reviewing types of commitment, I can tell that I experienced all three of them through different stages of my career at Dow. During my first two years, I definitely felt an emotion-based affective commitment, which defined as the desire to stay with the company due to an emotional attachment to the organization and its employees. With this commitment, employees stay because they want to (65). I was hired with two of my friends from high school, so be able to work with them and building closer relationships was a big emotion-based factor. Other factors that made me want to stay there was the professional atmosphere, flexible work hours, friendly coworkers, goal-driven job duties, and supportive supervisor. Having co-workers that thank me for everything I do, motivates me to do my best at all tasks and built a desire in me to exceed others’ expectations through my performance.

It is very important in any professional organization that the values of workers are aligned with that of the organization. In this reference the values of nurses hold a specific importance since it serves humanity and therefore its alignment with its organization is crucial for patient outcomes. Usually the values of any firm depends on things such as networking, educational opportunities provided to its employees, professional and personal growth and so on. Similarly, the values of nursing depend on things such as its technical skills, scientific knowledge and specific human values.

Many may argue that job satisfaction and organizational commitment are the same, but they are actually different.

Organizational commitment is critical to organizations due to the desire to retain a strong workforce. Organizations want to know why employees stay or leave their organizations so if correction is needed they have some tools to proceed with the correction. High turnover of employees in an organization can determine if an organization is successful or not. While turnover is related to all three areas of commitment researchers have determined that Affective commitment is one most associated with absenteeism and organizational citizenship (Williams J. 2004).