Essay On The Importance Of Staff Retention

Nurses are uniquely positioned to be present at virtually every level of our health care system, nurses work at the community centers, clinics, hospitals and nurses are also present not only as bedside clinicians but also at the level of management, in the form of nurse managers, supervisors all the way up to the Director of nurses. We have a unique vantage point of the real state of affairs of our health care system, with the push for higher education and training, nurses will start to occupy more influential

CAPSTONE PROJECT PRESENTED IN PARTIAL FULFILEMENT OF THE REQIUREMENT FOR THE REGISTERED NURSING/BSc. DEGREE IN NURSING AT TEXILA AMERICAN UNIVERSITY TOPIC THE DEVELOPMENT, IMPLEMENTATION AND EVALUATION OF THE NURSING LEADERSHIP AND MANAGEMENT AS IT AFFECTS STAFF RETENTION.

Aimed at providing optimal health and wellness to those served, each health care unit strives to obtain a high standard of patient care and nursing excellence. Health care services are continually changing and improving to provide better patient outcomes and continual patient services (Sandra, Sheri, James & Jon, 2013). Likewise, nursing standards should be continually reevaluated and improved to provide a model of excellence that will not only strengthen the overall organizational structure of nursing but will also inspire heightened nursing performances from future nurses. Today’s nurses can accomplish this model of excellence by being active in helping management identify and change deficient nursing processes or policies. Nurses can also help strengthen the organizational structure of nursing by being a team leader and a positive role model to

Nurse turnover is a recurring problem for health care organizations. Nurse retention focuses on preventing nurse turnover and keeping nurses in an organization’s employment. However, decisions about nurse turnover and retention are often made without the support of full and complete knowledge of their associated costs and benefits. This article identifies common nurse turnover and retention costs and benefits, discusses the use of benefit-cost and cost-effectiveness analysis relevant to nurse turnover and retention, and calls for the construction of a business case for nurse retention. It also provides a foundation for including the costs and benefits of nurse turnover and retention in estimating the economic value of nursing.

In addition, nursing turnover has been reported to range from 15-36% per year, a much higher rate than other health care professionals. Several professional organizations in nursing have identified and established criteria for a healthy workplace. As a result, the 8 Essential Attributes of a Healthy Work Environment was developed to reflect what staff nurses perceive to be the key to a healthy workplace. Examples of a few of the 8 essentials are supportive nurse managers, adequate staffing and a culture in which concern for patients is paramount. Evidence has shown that all 8 essentials are positively correlated and therefore all 8 need to be addressed by the improvement strategies.

Sixth, create a job reward preference matrix using intrinsic and extrinsic rewards that TAMC’s L/D unit needs to improve to retain its’ nurses (Heneman et al., 2012). Seventh, disseminate the job reward preference matrix to L/D staff nurses and verify these rewards are the most important elements they want included within their reward packages. Lastly, incorporate these rewards into the nurses’ performance and compensation plans to guarantee they attract and retain the most qualified nurses on TAMC’s L/D unit (Heneman et al.,

Because of this implanted motivation, nurses are reinforced to reach higher levels of growth. Nurses also feel that they are valued when transformational leaders reach out to them; they get excited to participate and share their knowledge that also contributes to strong cooperation or openness. The real benefit goes to their patients during their intervention, when transformational nurse leader listens attentively to the needs of their patients. This leadership style also increases the image and reputation of the hospital or clinic within the community that they

Furthermore Reward loyalty and mentoring program by offer monetary incentives for longevity, as well as for experienced nurses who provide mentoring program to new hires. Focus on orientation also important for staff retention by consider extending the length of orientation and personalizing it to meet the individual needs of new

Employee loyalty is an essential aspect of every organization that aims to keep afloat in an ever-changing

I have a hard time dealing with someone if they feel they are superior or are owed certain perks. As I grow into this role, I earn respect by being genuine and honest. The direct contact between nurses and their manager plays an instrumental role in creating a positive work climate and retaining nurses (Farag et al.,

An Employee Retention Agreement is a legal contract entered into by an employer and a key employee whose services the company desires to retain. When employees know that their company might be acquired, they understand that their employment security may be in danger. In these situations, companies who want to ensure these employees' continuing loyalty and commitment sometimes feel that it is in the best interests of the company and its stockholders to provide the employee with an incentive to continue his or her employment and to motivate the employee to maximize the value of the company upon a possible change of control. Employee Retention Agreements generally provide a bonus structure and severance model for key employees, and may include significant severance pay, acceleration of stock options, or other benefits the company deems necessary to retain the employee. Drafters of these agreements should also pay careful attention to include, if applicable, the following provisions: 1. TERM OF AGREEMENT.

• Psychological empowerment and Job Satisfaction between Baby Boomer and Generation X nurses by Amy M. Sparks Particularly, nurses from the Baby Boomer generation and Generation X are evaluated during a non-experimental studying focusing on nurses’ Psychological Empowerment and Job Satisfaction, as nursing vacancies has increased in the nursing workplace. First, Sparks (2011) defines that the concept of Psychological Empowerment as a motivational construct established into four cognitions (Perceptions): Self-determination, meaning, competence, and impact (p. 452). Mainly the four cognitions of Psychological Empowerment relates to how nurses from the Baby Boomer generation and Generation X observe their workplace environment (Sparks, 2011, p. 453). Second, Job Satisfaction is link to burnout, intending to leave workplace, and turnover rate amongst Baby Boomer nurses and Generation X nurses (Sparks, 2011, p.

I would agree on dividing the staffs into generations before specifying reasons for retention. According to Mokoka (2015), there are four generations currently making up the nursing workforce, which are the “silent generation” or traditionalists, “baby boomers”, “Generation X”, and “Generation Y” or the “millennials”. Each of these generations displays characteristics and attitudes which can affect colleagues, the workplace and patients positively or negatively. My manager uses different strategy to please the employee’s knowing what will satisfy each individual. The “silent generation” or traditionalists are those born on 1922-1942.

Turnover intentions help to predict if skilled and dependable workers are likely to quit. Jones (1990a, b) defined nursing turnover as process whereby nursing staff leave or transfer within hospital environment. Turnover theorists have suggested that nurses ' decision to leave the hospital results from both a combination and interaction of workplace events, working conditions and psychosocial factors (Moreno-Jiménez et al. 2012). Specifically, they have suggested that it follows progressive steps starting from a condition of job dissatisfaction, gradually progressing in successive steps that increase the likelihood of leaving the workgroup and the hospital (Sheridan & Abelson 1983).

It could be applied for retaining an ageing workforce to promote continuity of care, and retain more experienced HCP in the workforce. The experienced HCP would act as role model among young HCP, and pass their knowledge and skills to them and subsequently improve the quality of healthcare services. They would decide to stay in the organization because of familiarize of working culture and appreciated, and they might not be able to get high salaries in other organizations due to high competition. However, more money does not indicate higher motivation. Therefore, additional retention strategies for HCP should be