Nursing Organizational Culture

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

In healthcare it is very important to have strong leaders, especially in the nursing profession. A nurse leader typically uses several styles of leadership depending on the situation presented; this is known as situational leadership. It is important that the professional nurse choose the right style of leadership for any given situation to ensure their employees are performing at their highest potential. Depending on which leadership style a nurse leader uses, it can affect staff retention and the morale of the employees as well as nurse job satisfaction (Azaare & Gross, 2011.) “Nursing leaders have the responsibility to create and maintain a work environment which not only promotes positive patient outcomes but also

There is a lot of retention in nursing homes. According to the article “The Importance of Supervision in Retention of CNAs” by Choi, JiSun and Johantgen, Meg, the average annual turnover rate in nursing homes is 74.5% for CNAs. The article states CNA annual turnover was as high as 121% in some states. This article reminds the reader that the retention in our nursing homes are high and is something that needs to be addressed. It affects Centerville Specialty Care residents and staff and we need to create ways to lower the turnover in our home.

When people think of the word culture they think about ethnicity and religion, but that is not the only meaning of culture. Culture can also be defined as, “The set of shared attitudes, values, goals, and practices that characterizes an institution or organization” (Merriam-Webster,1828). In most workplace settings, there is a workplace culture which means they go by standards that have been set for them or by them and each workplace will be different. In the nursing field culture is going to feel different in each setting, but nursing as a whole is the same at the core.

I agree that an organization’s structure plays an influential role in a nurse’s overall satisfaction. In fact, Buffington, Zwink, and Fink (2012) concur stating, “Creating an organizational culture committed to registered nurse (RN) retention is a strategy to reduce nurse turnover” (p. 273). Research reveals numerous hospitals today are restructuring their organizations to try and increase overall nurse satisfaction and retention. This “new recipe for healthcare leadership and organization is needed,” according to Miners, Hundert, and Lash (2015), not only to improve nurse satisfaction, but ultimately to improve quality of care and increase patient outcomes (p. 114).

Long term care Facility A, managed by an autocratic individual that closely monitored employees, made all organizational decisions, and lead through intimidation and fear. Facility A nursing home administrator targeted and fired individuals that challenged authority resulting in exceptionally high employee turnover rates. Drastically different, resident-centered Facility B’s NHA demonstrated a democratic leadership style that fostered teamwork, collaboration, and encouraged group problem-solving, emphasizing cooperation and employee participation. Notified of a state inspection, Facility A assigned employees to specific areas throughout the facility to ensure state standards were met and devised temporary, short-term changes to improve processes and the appearance of the facility. Also notified of the state inspection, Facility B, known for previously-established high standards, prepared employees, engaged residents, and required no last minute changes to prepare for the surveyors since all patient records and standards were up-to-date and in place. Facility B incorporated strong leadership principles, employee engagement, and elevated standards into the culture of the organization to promote patient safety and remain resident-focused. In creating a culture which concentrated on patient care, employees are empowered to meet the goals, mission, and vision of the organization, there is low turnover rates, happy

Nursing retention is a major issue within the healthcare organization and has been acknowledged internationally. With nurses comprising the largest healthcare professional group, hospital organizations depend on a viable nursing workforce to provide high quality care. According to World Health Organization statistics (2006), there is a shortage of 4.3 million healthcare workers including doctors, midwives, nurses and ancillary staff worldwide (Twigg & McCullough, 2014). This number is expected to increase by 20 percent in the next two decades with projected shortages of 285,000 nurses by 2020 and 500,000 nurses by 2025 (Spence Laschinger et al., 2009; Twigg & McCullough, 2014). As a result of the

Low retention rates within the field of direct care in long-term facilities, is a prevalent issues. It not only affects the employees within those positions but it also affects the clients served, their families and the community (Stone, 2004). Therefore, the purpose of this research was to examine the thoughts and attitudes of those employed as Direct Care staff within the long-term care facility, Bancroft. More specifically, the research was conducted to (1) examine the direct and indirect costs of the high turnover rates, (2) assess why direct care works stay with Bancroft, and (3) determine the strategies that can be taken to increase retention rates. In order to conduct this study, the researcher had to conduct a thorough literature review

Organizational philosophy strives toward implementing improvements in positive innovation and revolutionizing system-based approaches as well as value-driven guidelines to clinical staff, patients, and families (L. Gottlieb, 2017; B. Gottlieb, 2017).The core of nursing philosophy exemplifies one’s ethical values, principles, in addition to empowerment and holistic care therefore centering all efforts on the patient and family (L. Gottlieb, 2017; B. Gottlieb, 2017). Health care facilities who identify their mission goals are centralized on providing superior nursing care which leads to the highest levels of safety, quality, and patient satisfaction. Christus Santa Rosa along with University Health care at the medical center in San Antonio, Texas has incorporated such values. The core of nursing philosophy is centered in one’s ethical values, principles, in addition to empowerment and holistic care therefore centering all efforts on the patient and family.

Rondeau et al. (2008) reported that lack of awareness pertaining to the significant changes of employee market factors in nursing turnover and vacancy. Effective and efficient nurses retention strategies are some of the ways to handle with turnover in healthcare organizations, not all reasons for turnover are employer

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

The ongoing instability evidenced from the high mobility of qualified nurses in the nursing workforce has raised many questions about the issue of nursing shortage and nurse turnover (Gates & Jones, 2007). The paper below discusses the issues of nursing shortage and nurse turnover. The paper also describes how leaders as well as managers in the nursing fraternity and other leaders can resolve those problems effectively and the different applicable principles, skills, roles of the leader, and theories of leadership and management.

In the healthcare field, nursing leaders and managers face consistent issues in their respective practices that force them to alter the way they work and the way they think. In taking on a role as a leader within the field, nursing leaders and managers also take on the role of ensuring that work within an organization runs smoothly regardless of new issues that may arise in the healthcare arena. For instance, in today's healthcare environment, the issues of nurse shortage and nurse turnover have the capacity to alter the healthcare field and many of its respective branches and organizations should these problems not be managed properly by the leaders in the field. In viewing the issue at hand and in discovering how nursing leaders and managers are expected to act, and do act, in order to approach this issues, along with pinpointing the best approach possible to aid this issue, one can better understand which leadership styles are necessary for leaders to function.

The culture of an organization, especially one such as a hospital that involves a lot of different people and their values can greatly increase or decrease the chance of the success of an organization. The hospital doctors, nurses, and other health care workers greatly influence the care of the patient either positively or negatively. Policies and procedures govern the internal making of the regulatory aspects of the patient care. Following policies is a must, and usually leads to the safety of the patient (Jasper, Kangasniemi, Turunen, & Vaismoradi, 2013). The culture of the nursing staff in particular can help influence the retention of nurses, and

By empowering the community of nurses and sustaining employee engagement, patient and employee satisfaction would remain the same, if not increase (6 Leadership strategies for navigating perpetual change in healthcare, 2015). Change is tough for most people and the time to adjust varies with each individual. Taking some time to acknowledge each individual and their needs is an important factor to being a great leader (6 Leadership strategies for navigating perpetual change in healthcare, 2015).