Human Service Problem: Fast Takeover Rate In Nurses
HUMAN RESOURCE PROBLEM: HIGH TURNOVER RATE
NAMES:
Kezia Cacayorin - 30115509
Diane Estonilo -
Alberto Joseph Maninding - 30112945
Razel Tabamo -
Shan Xu - 30129395
LECTURER: Cynthia Tang
WORD COUNT:
DUE DATE:
Executive Summary
Table of Contents
1. Introduction
2. Problem Description
3. Analysis
3.1. Stress
3.2. Inadequate Compensation
4. Change Program
5. Challenges
6. Conclusion
References
1. Introduction
Nowadays, health care service is one of the fastest and growing industry worldwide. With its increasing demand, stress and pressure on work are experienced by most health care professionals. The group has taken a tertiary hospital in Geelong for its study. It has currently 200 nurses employed …show more content…
With this, each nurse on duty can possibly handle more than 4 patients which is opposed to an average of 1 nurse to 4 patients that has been mandated by Victorian model (Gerdtz & Nelson, 2007). This is when the role of human resource management comes in where they plan, select, train and develop the employees to increase productivity and adapt to the pressures in the working environment. However, the human resource responsibilities in acquiring enough staff was not properly managed in our chosen hospital organisation. Exhaustion in work is identified as the main reason for leaving the institution. Consequently, there is a high turnover rate of 24% as evidenced by the number of registered nurses that had resigned in a …show more content…
Meanwhile, the said program for employees should provide changes based on performance, promotion or changing conditions and provision of regular remuneration and performance reviews is considered essential. Similarly, incentives remuneration such as giving bonuses as discretionary rewards for achieving targets can also heighten the determination of employees to work. Gerhart and Rynes (2003) support the idea that individual incentives can generate substantial increases in performance. On the other hand, benefits can also be given to compensate salary costs such as health care plans, life insurance and retirement benefits. The remuneration program should be aligned to both the organisation’s strategic objectives and employee needs and must be supported by the human resource department to attract, retain and motivate employees within the
NAMES:
Kezia Cacayorin - 30115509
Diane Estonilo -
Alberto Joseph Maninding - 30112945
Razel Tabamo -
Shan Xu - 30129395
LECTURER: Cynthia Tang
WORD COUNT:
DUE DATE:
Executive Summary
Table of Contents
1. Introduction
2. Problem Description
3. Analysis
3.1. Stress
3.2. Inadequate Compensation
4. Change Program
5. Challenges
6. Conclusion
References
1. Introduction
Nowadays, health care service is one of the fastest and growing industry worldwide. With its increasing demand, stress and pressure on work are experienced by most health care professionals. The group has taken a tertiary hospital in Geelong for its study. It has currently 200 nurses employed …show more content…
With this, each nurse on duty can possibly handle more than 4 patients which is opposed to an average of 1 nurse to 4 patients that has been mandated by Victorian model (Gerdtz & Nelson, 2007). This is when the role of human resource management comes in where they plan, select, train and develop the employees to increase productivity and adapt to the pressures in the working environment. However, the human resource responsibilities in acquiring enough staff was not properly managed in our chosen hospital organisation. Exhaustion in work is identified as the main reason for leaving the institution. Consequently, there is a high turnover rate of 24% as evidenced by the number of registered nurses that had resigned in a …show more content…
Meanwhile, the said program for employees should provide changes based on performance, promotion or changing conditions and provision of regular remuneration and performance reviews is considered essential. Similarly, incentives remuneration such as giving bonuses as discretionary rewards for achieving targets can also heighten the determination of employees to work. Gerhart and Rynes (2003) support the idea that individual incentives can generate substantial increases in performance. On the other hand, benefits can also be given to compensate salary costs such as health care plans, life insurance and retirement benefits. The remuneration program should be aligned to both the organisation’s strategic objectives and employee needs and must be supported by the human resource department to attract, retain and motivate employees within the