Effective Leadership and Management in Nursing Shortage
Grand Canyon University: NRS 451V-O101
September 29, 2013
Health professionals demand is on the rise due to nation's 78 millions aging baby boomers. Nursing profession is in the midst of a cyclical and worsening shortage. Economists estimate 285,000 registered nurses shortage between 2015 and 2020 while 95% of patient care is provided by nursing in hospital setting (Creasia & Friberg, 2011). Nursing shortage and the nurse - turnover has become an important issue in health care industry. This paper focuses on important role of nursing leadership and management to approach the situation and the student's personal approach of leadership and management on the issue of nursing shortage and turn-over. Nursing Leadership and Management Approach in Retaining Staff
To understand the characteristics of nursing shortage and turn-over and facilitate the magnetism that promote professional nurses attraction and retention, American Academy of Nursing appointed a Task Force "Magnet Hospitals: Attraction and Retention of Professional Nurses" a in 1981 (Mclure, Poulin, Sovie & Wandelt, n.d). The study identified some workplace factors that they were able to attract and retain a staff of well-qualified nurses and were therefore consistently able to provide high quality care, such as Management style and Organizational structure, Professional practice, Quality of leadership, Staffing and Workload, and Professional development (Mclure, Poulin, Sovie & Wandelt, n.d). Management Style and Organizational structure:
Communication and involvement of staff at all level of committee planning and development, encouraging them to provide feedback or input and listening to the nurses who comes in contact with the patient in frontline was the key. Decentralization of Management department were adapted by magnet hospital. Nurses had an opportunity to be involved significantly with the committee structure, RN requirement, research recruitment, and clinical ladder. Huber (2010) describes management in nursing means planning, organizing, coordinating or directing, and controlling the work of nursing and other personnel. It is a discrete function between the top of the organization to the bottom and vice versa as a two-way street. Managers should possess the skills of developing peer relationships, carrying out negotiations, motivating subordinates, resolving conflicts, establishing information networks and disseminating information, allocating resources and making decisions. This student support the idea of Haeuser & Preston (2005) that "the more informed people are, the more engaged they are, they feel important, involved, and as though their contributions matter and when they feel that way, energy-draining disputes are much less likely to occur". Professional Practice:
Magnet hospital were focused on the environment and the practice mode to facilitate professional nursing practice. Safe and conducive work environment was ensured by staffing adequately with competent staff. Variety of patient care model was utilized to provide quality patient care such as primary nursing, family centered, and holistic care. Autonomy was provided to allow freedom for the nurses to establish standards, set goals, monitor practice, make decisions about the nursing care needs, and measure outcomes. Nurses being able to view themselves as responsible practitioners was essential to quality patient care by magnet hospitals. Laschinger (2012) pointed out some of the workplace empowerment such as information, support, resources and opportunities to learn and grow as positively related to nurses feelings of autonomy and support for professional practice. This student's personally feels less motivated when forced to follow tightly controlled procedures rather than working using own judgment. Student prefer managers to collaborate the resources...
References: Creasia and Friberg ( 2011). Conceptual Foundations: The Bridge to Professional Nursing Practice, 5th Edition. Mosby.
Haeuser, J. L., & Preston, P. (2005). Communication Strategies for Getting the Results You Want. Healthcare Executive, 20(1), 16-20.
Huber (2010) Leadership and Nursing Care Management,4th Edition. W.B. Saunders Company
Laschinger, H. K. S. (2012). Job and career satisfaction and turnover intentions of newly graduated nurses. Journal of Nursing Management, 20, 472-484. Retrieved from http://ehis.ebscohost.com.library.gcu.edu:2048/ehost/pdfviewer/pdfviewer?sid=5971cb57 -2a13-466a-b407-60619e098e60@sessionmgr112&vid=2&hid=107Mclure, M. L., Poulin, M. A., Sovie, M. D., & Wandelt, M. A. (n.d). magnet hospitals attraction and retention of professional nurses . Retrieved from http://www.venvn.nl/portals/20/dossiers/magnet_hospitals_original_study.pdf
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