Analysis Of The Alvin C. York VA Medical Center

Through having their leaders who are not well caring they lead to offer poor services, which results in the cause of many deaths in the hospitals (Andrews, 2016). Through this idea it needs to be improved by taking care of the nurses by well-paying them, taking care of them by providing with incentives which help to be motivated which will, in turn, improve their delivery services of taking and treating the patients in the hospitals.

Thursday morning was one more day that I experienced nursing in a different setting as a LPN. I was extremely excited to get to the VA with everything in place this time. I knew I would get to do something new! I was picked to go work with DR. Frank Gyimesi and his nurse, Helen, who is a LPN. It has been 4 years since I have worked in women’s health. After going under Helen’s wing and getting educated on the VA, who is eligible, and getting an education on the use of their eligibility, is unbelievable. Women veterans health care is a growing program for today’s health care system due to the number of women that enter the military compared to many years ago. Military sexual trauma is something that

The Miami VA Healthcare System serves Veterans in Miami-Dade, Broward and Monroe counties and operates a total of 372 hospital beds (US Department of Veterans Affairs, Veterans Health Administration, n.d.). The VA system, which is part of the Department of Veterans Affairs, is owned and run by the federal government. Consequently, the Miami VA’s audit requirements in order to provide dietary and nutrition care services in the inpatient, outpatient or long term care setting are different compared to private sector hospitals. Hospitals and health care organizations get accreditation from the Joint Commission in order to meet federal requirements and get payment from Medicare and Medicaid programs (The Joint Commission, n.d.). However, since the

Vanderbilt University Medical Center (VUMC), a non-profit medical center, was founded in 1874 as a part of Vanderbilt University (Wood, P. 1). The U.S. News and World Report ranked VUMC as one of the top health organizations in the United States for patient care, research, and medical education (Vanderbilt Fact Book 2015). In addition, VUMC is a charity hospital that provides about $400 million in charity care per year (Framework, 2013). It should also be noted that Vanderbilt is the only level one trauma center and level four Neonatal Intensive Care Unit in this region. Vanderbilt is also unique for its comprehensive cancer center, dedicated burn center, and has Tennessee’s only solid organ transplant center, per the Vanderbilt Fact Book

The U.S. Bureau of Labor Statistics (USBLS) (2015) estimates an additional of 439,300 more registered nurses (RNs) for 2014 to 2024, equating to a 16% increase in employment. Approximately 30% of new RNs leave their first jobs less than a year upon hiring, while 525,000 nurses are expected to retire until 2022- a demand totaled to around 1 million jobs by 2022. The increase is attributed to retiring baby boomers, turnovers, healthcare reform, and the increasing aging population (Kiel, 2012; USBLS, 2013). Control over baby boomer retirements are unrealistic, however, nursing turnover can be regulated to aid the growing needs of the society.

The aging nursing workforce has become a worldwide crisis for many countries. The average age of an employed nurse in the United States was 47 years old. More than one-third of the nursing workforce is aged between 50 and 64 years old. While recruiting new graduates is essential to any healthcare systems retaining older nurses and extending out their retirement projections is essential to staff a hospital’s current needs. (Sherman,

This proposed study will explore factors that influence multigenerational nurse faculty intent to remain or intent to leave academia. The phenomenon of multigenerational nurse faculty has presented an interest of administrators in comprehending perceptions and lived experiences factors that influence remain or depart academia (Carver, Candela, & Gutierrez, 2011; Hernaus & Vokic, 2014; Wong, Saari, & Patterson, 2014). While existing

She told me that focus should be on his performance. In addition, she motioned that we could offer him a paper test. However, I would need to let you know that he was taken via ambulance to the VA emergency clinic at 4:55am Monday morning, 12/5/16, and was scheduled for Berry like aneurysms test f/up on 01/04/2017. I am not sure we should pursue any additional Tier 1

Besides productivity, some employers are concerned about older worker 's loyalties because younger workers are supposed to have a longer path with companies in the future. Of course their concern is reasonable because workers ' loyalies decides the turnover rate that is involved in hiring and training costs, but the Sloan Center on Aging and Work reports that older workers get "high marks for loyalty" (Dan). Most younger workers are on the stage of applying their skills and knowledge in order to earn experience and to figure out what will be their best careers. The desire of discovering

As you know, there is a shortage of Phlebotomists, Certified Nursing Assistants, Licensed Practical Nurses, and Registered Nurses. In order to ensure we accomplish our goals of providing health care to the community, educating the public and preventing illness, I have approved funding an incentive plan to assist us in filling our positions. This incentive plan is offered to current employees of “HOSPITAL”. If an employee refers an individual who meets the criteria to maintain employment within any of the positions listed above, the employee will be awarded a bonus. This bonus plan is based on the following contingencies:

Incentives color the canvases of the health care delivery system (Biller-Andorno & Lee, 2013). Health care leaders and policy makers need to create a balance so that the certain unintended and ethical consequences are not evident. Creating incentives is challenging because clinicians’ behaviors, patients’ outcomes and organizational principles should not be compromised, and unintended and ethical consequences should be minimized, if not avoided. The “carrot-and-stick” theory is ineffective in changing behavior in health care professionals (Biller-Andorno & Lee, 2013, 980). When creating incentives the four motives outlined by Max Weber should be considered (as cited in Biller-Andorno & Lee, 2013). The four theories are “traditional, self-interest,

Pocahontas Memorial Hospital will need to attract in health care professionals in order to reduce the patient-physician ratio disparity. Some methods of attracting healthcare professionals are gearing towards small community-base organization. The community-based organization will offer further collaboration among the health care professionals. The collaboration will enhance the overall work environment to integrate all perspectives on positive team experience.

Management and administrations play a vital role in the success of the workplace and VA system on the whole. With all that has happened, I think that it is safe to say that effective leadership is lacking in more than half of the areas within the VA. It is also my belief that to truly see a significant turnover for the best results, all upper management should either be replaced or undergo some evaluation to find alternative solutions. The above-implemented change mentioned goes hand in hand with new staff hiring. With all the corruption that has happened, I do not believe in moving executives around into different positions will be beneficial. If an executive exhibits misconduct and poor performance in one department, what exactly would be

The older nurses are considered from the “Baby Boomer” generation and are typically in the fifties and sixties (Borkowski, 2011 p. 39). These nurses tend to be long term employees who stay with tradition and have a hard working attitude (Borkowski, 2011). The younger nurses would be in the “Generation X and Millennial” age grouping, who tend to be less formal and have a more casual relationship with their employer (Borkowski, 2011, P. 39). The different generations present unique management challenges when handling the group’s needs.

The younger generations of nurses show lower organizational commitment than the tenured nurses in the Baby Boomer and Veteran generations and as such, if they are dissatisfied with their work environment, schedule, or type of work, they are more likely to leave in pursuit of a job that better matches their expectations (Beecroft et al., 2008; Bratt & Felzer, 2012). Satisfaction results in more commitment to the organization, which decreases the likelihood of turnover, a costly consequence of losing a new graduate nurse (Beecroft et al., 2008). The younger cohorts of nurses, Generation X and Millennials, were significantly less satisfied than Baby Boomers in relation to pay, benefits, scheduling and overall satisfaction in a 2008 study by Wilson and colleagues pointing to implications for change in healthcare structures to retain these nurses (Wilson et al., 2008). As well, low satisfaction has been linked to the intention to leave the nursing profession all together (Flinkman et al., 2006). According to Carver and Candela (2008), organizational commitment, a term that has been extensively reviewed in the literature, is greater than staying in a job; it means being dedicated to the work and engaged in a way that leads to productivity and satisfaction. Mid and late career nurses sense this lack of commitment in their younger colleagues and often voice that it is manifested as not wanting to work overtime hours or participate in staff activities such as meetings (Morrow,