Nursing Recruitment, Retention, and Engagement in the Workplace
Introduction
Decreased job satisfaction and rising employee turnover rates due to overburdened employees have a significant impact on the healthcare sector. The number of registered nurses required in the healthcare sector in the US is now approaching 1 million. Nurse turnover costs the healthcare sector more than 2 billion dollars annually. This indicates that nurse leaders have failed to put in place adequate measures to improve job productivity and reduce turnover. According to the World Health Organization (2018), past research has demonstrated that autonomy and accommodating leaders enhanced employee satisfaction, whereas professional growth and higher compensation enhanced retention of nurses,
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Since nurses can be overburdened in order to provide quality services, understaffing has a significant impact on productivity. As a result, increasing job satisfaction and declining nursing workers' voluntary turnover leads to social development. Nurse administrators must devise policies that would spur organizational development and increased job opportunities, resulting in greater stability for local residents and the general public Nursing Recruitment, Retention, and Engagement in the Workplace.
Reasons for Nurse Burnout and High Turnover Rate
Employee turnover may be described as the likelihood that a worker intends to quit the organization permanently in the foreseeable future. Employee turnover may have a beneficial or adverse effect on a healthcare organization. It may be detrimental if qualified professionals leave the organization, resulting in lower production and higher expenses of training and development to replace them. Employee turnover, nevertheless, helps the company as more efficient workers substitute less efficient ones. There are two main reasons for nurse burnout and high turnover rate:
Lack of recognition
Staff turnover occurs because organizations neglect competitive recognition systems; for instance, nurses might be unhappy with their salaries because their supplementary qualifications were not taken into account. Employee satisfaction is often harmed by a shortage of wage bonuses for years of professional experience and positive outcomes (Kim & Kang, 2016). Nurses who have served in one unit for a prolonged period of time are more likely to experience workplace frustration and psychological trauma because they seek more chances for recognition and autonomy in their jobs. Nurses' perceptions and actions are adversely influenced by organizations that have fewer opportunities for personal growth and career development. Employee turnover is also influenced by discontent with accessible job opportunities inside the organization Nursing Recruitment, Retention, and Engagement in the Workplace.
Absence of administrative support
When proper administrative support is deficient, nurses would most certainly show their desire to quit. Nurses that do not get adequate help and support from their bosses report lower job satisfaction. Managers who do not respond to nurses' complaints and often put them under strain to work, for instance, resulted in higher turnover rates. Nurses also want their managers to value them. According to Heo & Lee (2018), nurses who are berated in front of patients and their families become demotivated and dissatisfied with their jobs.
Best Methods for the Nurse Manager to Increase Recruitment and Retention
Nurses who got more managerial support became less likely to look for work elsewhere. As a result, nurse managers should allow nurses to assist in policy development and transition adoption in their units. Nurses that participate in professional service activities like training and induction are more likely to be committed to the organization. Such activities are development opportunities that enable nurses to embrace the organization's purpose, comprehend workplace culture, conform to organizational values and principles, and demonstrate a desire to continue with the organization for a long time (Noe & Kodwani, 2018). Additionally, nurse administrators should encourage their employees emotionally by thanking them, showing interest in their jobs, and resolving personal issues.
The importance of instrumental support, on the other hand, cannot be overstated. Nurse managers ought o offer the assets needed to assist juniors in completing tasks that are linked to employee retention and job satisfaction Nursing Recruitment, Retention, and Engagement in the Workplace.
Relationship between Staffing, Productivity, and Quality Leadership for Employee Engagement
The productivity of an organization is closely related to its staffing. The majority of medical facilities are short-staffed, and nurses work for long hours, resulting in burnout and a drop in the quality of care provided. Job dissatisfaction and disengaged workers have been attributed to a drop in productivity. Staff members who are physically, intellectually, and emotionally involved in their jobs are more productive in healthcare. Quality leadership is vital because it motivates workers and facilitates good organizational success and development.
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According to Sonnenstuhl & Trice (2018), workers who get emotional assistance from their employers are more likely to be genuinely engaged and devoted to their employment. Leaders perform a critical part in inspiring workers to be more engaged and productive. Employee disengagement leads to workplace disputes, high turnover rates, absenteeism, and a decline in organizational performance Nursing Recruitment, Retention, and Engagement in the Workplace.
Conclusion
In a healthcare organization, nurse turnover causes turmoil. Owing to lucrative job opportunities and competitive pressure, healthcare organizations must come to terms with the desires of workers leaving. Nurse administrators must focus attention their efforts on human resource strategies and procedures that improve retention. If new skillsets are implemented, inefficient nurses are reduced, and unmotivated staff quit, nurse turnover may be helpful. Conversely, higher costs of replacing workers disruption of quality care and a loss of skilled staff will all impair the organization. Job satisfaction concerning nurses is particularly critical as it may lead to higher turnover rates.
References
Heo, H. J., & Lee, S. K. (2018). Effects of verbal abuse experience and burnout on turnover intentions of hospital nurses at small and medium-sized hospitals. Journal of the Korean Data And Information Science Sociaty, 29(3), 665-678. https://doi.org/10.7465/jkdi.2018.29.3.665
Kim, Y., Lee, J., & Kang, H. (2016). The impact of career plateau on job satisfaction and turnover intention of hospital nurses. Journal of the Korea Academia-Industrial cooperation Society, 17(12), 459-469. https://doi.org/10.5762/kais.2016.17.12.459
Noe, R. A., & Kodwani, A. D. (2018). Employee training and development, 7e. McGraw-Hill Education. https://www.mheducation.com/highered/product/employee-training-development-noe/M9780078112850.html
Sonnenstuhl, W. J., & Trice, H. M. (2018). Strategies for employee assistance programs: The crucial balance. Cornell University Press. https://archive.hshsl.umaryland.edu/handle/10713/5888
World Health Organization.(2018). Delivering quality health services: a global imperative for universal health coverage. https://apps.who.int/iris/handle/10665/272465
Course Outcome assessed in this assignment: NU420-3: Analyze current trends for nursing leadership related to nursing recruitment, retention, and engagement in the workplace. Objectives: Explain the relationship among mission, vision, and philosophy in an organizational structure. Analyze how organizational structure impacts nurse leaders. Investigate current research in staffing and productivity. Explore the relationship between the nurse leader and employee engagement. Generate a plan for the nurse leader to increase recruitment and retention in the workplace. Assignment Background: You are the nurse manager at a skilled nursing facility. There has been tremendous nurse burnout and turnover at your facility. Next Tuesday, the CEO and CFO of your organization are coming to assess the situation. You must explain to these stakeholders the current trends for nursing leadership related to nursing recruitment, retention, and engagement in the workplace. The goal of your presentation is to help influence your stakeholders to increase funding and make allowances for you to create positive change for a healthier workplace. Assignment Instructions: Create a 5–10-slide PowerPoint® presentation, excluding the title and reference slide(s), for the CEO and CFO that includes the following information: Analyze reasons for nurse burnout and the high turnover rate; Evaluate the best methods for the nurse manager to increase recruitment and retention; Correlate the relationship between staffing, productivity, and quality leadership for employee engagement. Please use at least three (3) scholarly resources to support your ideas. Be creative. Use images, charts, animations, and anything else you may need to accurately get your point across to the reader. You must include speaker’s notes to elaborate on the information you provide in the slides. Please review the tips below for further guidance on creating a meaningful Microsoft PowerPoint® presentation. Nursing Recruitment, Retention, and Engagement in the Workplace