Organizational change occurs in to keep up with the demands of the changing market. Organizations such as hospitals, experience change in procedure to assist with streamlining work production as well as its cost. The Med/Surg unit is prone to frequent changes due because the current demand to become more efficient and decrease in patient admission days. Because of the high turnaround of admissions and discharges at the organization where I’ m currently employed, creating an impact nurse position would help buffer these time-consuming procedures along with provide assistance to nurses who have high acuity patients (Spector, 2010). This impact nurse could also serve as relieve for breaks, lunches, and to perform other various activities that occur on the unit. This position can be eight-hour shifts, five days per week and will focus on the busiest times of the department. The nurse to patient ratio for the Med/Surg unit is five patients to one nurse. If justified the ratio is allowed to go up to six patients to one nurse. This can become very overwhelming for a new nurse. Many new nurses will start on the Med/Surg unit to gain basic nursing experience that will allow them to seek advanced nursing positions in other units. On the unit they will learn time management, nursing policy / procedure and build a foundation. Time management will be very crucial at this time to ensure that the patient’s needs are being addressed. The nurse is expected to build her critical thinking skills to assist in detecting and intervene when problems arise with the patient.
II. Theory of Content
With any change come barriers. These barriers are both organizational and individual. For the management team, understanding the employees’ motivation is the organizational barrier. The content theory of motivation explains factors that motivate employees and focuses on the assumption that employees are motivated by the desire to satisfy their own needs (Borkowski, 2005). Individual barriers to the proposed change can include lack of motivation, lack of recognition from the management team, and non-effective communication between staff and management. Many employees have concerns about how changes will benefit the program that is already in place. Will the changes being sauté effect the work requirements that they already have become competent? Employees believe that if things are working out just fine the way they are why would changes need to be implemented, this can meet resistance to change. Employees may also believe that more work will be involved if another nurse helps complete tasks, in fear that orders or information will be missed because he/she did not obtain it himself. The impact nurse’s experience may be questioned. Staff member’s my feel that he/she doesn’t have the experience they believe that the person needs to be a resource to others in the group. Also in question could be how management will choice the staff that will hold this position and has staff been surveyed on how this person would best meet their need.
III. Theory of Process
The process theory focuses on cognitive processes that underline an employee’s motivation and explains how behavior is initiated, redirected, and halted (Borkowski, 2005). A trial period with an impact nurse can help persuade the nursing staff to want to move toward the proposed change and give them an opportunity to see the plan in action. Before a trial can occur, the management team should meet with the staff and allow the staff to voice any questions or concerns that they may have. Employees may view change in two different ways: as an opportunity for improved conditions or fear that they will lose their comfortable conditions (Kuriger, 2006). Because nurses do not typically like change, having them participate and allowing them to make changes, my make them believe included in the process of change, which in turn will...