Improving The Retention Rate of Nurses in PICU as A Priority Condition
Student Name
Program Name or Degree Name, Walden University
Course Number, Section, and Title
Instructor Name
Month, Day, Year
Improving The Retention Rate of Nurses in PICU as A Priority Condition
As far as PICU admission is concerned, Health Care Providers’ retention is critical in the same unit. Jelfs et al. (2014), In an article entitled “Creating Good Workplaces,” emphasizes the importance of creating the right working conditions as a maintenance strategy for health care units (Jelfs et al., 2014). This discussion focuses on nurses; the most critical factors affecting staff retention are the quality of work and the organization’s quality, located primarily at the organizational level, and other reward practice strategies. Points out that they only work if: They are implemented locally. This shows that action at the organizational level is central to reducing employee turnover. According to the author, the quality of work includes allocating at least ten days a year to nurses, managing stress and conflict, and dealing with ICU and accident PICU health practitioner workload issues. An important retention strategy. And the emergency department (Jelfs et al., 2014). Employment quality means a balance of wages, social benefits, and work. Organizational quality means that top management creates a culture of collaborative problem-solving with employees. Pediatric Intensive Care Unit management should work with staff to address urgent issues, improve safety, and reduce staff stress. PICU environment is full of challenges such as stress and workload, so it is essential to implement strategies to create a supportive work environment to reduce employee turnover.
Goal Statement
Creating favorable working conditions in the Pediatric Intensive Care Unit can be divided into two categories; quality of work and the organization’s quality. The quality of employment includes working hours and social benefits, and the quality of an organization means quality, including leadership, culture, proper professional autonomy, and improvement programs. Exposure to the health and safety of the workplace affects staff and leads to staff turnover. Improving the social working environment, such as improving the relationship between nurses and doctors and colleagues’ support, will greatly contribute to the establishment. According to Mandhanya (2015), good relationships between health professionals play a role in staff retention by strengthening the perceived environment of individual and team support and reducing the likelihood of high turnover (Mandhanya, 2015). Since mentoring is important for staff retention, improving working conditions also entails PICU organizations’ opportunity to provide continued professional development staff. A supportive work environment also includes providing employees with the equipment and skills they need to work effectively. Organizing a PICU that provides the resources to complete a task increases job satisfaction and reduces staff turnover.
Nursing is one of the fastest-growing professions in the United States. Nurses and practitioners play a crucial role in improving the quality of life using state-of-the-art medical knowledge, practice, and evidence-based protocols. However, the shortage of nurses and staff turnover are severe problems for local and national hospitals and medical facilities.
Nursing is not an easy profession. This class requires ongoing commitment, motivation, and strategic leadership. Therefore, nurses need effective leadership and management. Just as people can control themselves, nurses can do it, but they need the constant support of their leaders. The nursing shortage is when the demand for nurses, such as registered nurses (RNs), exceeds the supply at the national, local, or global level.
On the other hand, nurse turnover means nurses’ loss due to layoffs, retirements, or transfers. According to the American Association of Medical Colleges (2019), nurses’ shortage can increase with increasing medical needs and baby boomers’ age. Nursing shortages can be caused by several reasons, including aging nurses, patient demographics, staff shortages, inexperience, inadequate nursing graduate programs, Cox, Willis, and low nursing salaries. High nurse turnover is also the result of many factors, including lack of leadership and management, increased workload, lack of communication, vague roles, and lack of flexibility
.
An evidence-based review of the literature for project justification
The quality of the organization at work is an excellent tool for retaining employees. Teamwork and staff collaboration are essential aspects that reduce workload and lead to high job satisfaction. Organizational leadership leads to a decentralized organizational structure that promotes a leadership style that emphasizes employee contribution (Jelfs, 2014). Staff-management relationships have a significant impact on job satisfaction and employee retention, as awareness and collaborative decision-making positively affect retention. Leadership in the PICU leads to work restructuring, open and timely communication with the team, which improves nurses’ and leaders’ relationship. The organizational culture is also evolving, which involves motivation and interdisciplinary cooperation, which leads to lower turnover rates for healthcare professionals.
Methodology
Creating an attractive collaborative work environment in a Pediatric Intensive Care Unit is difficult due to the complexity of the factors to consider. It differs in implementations that require work at the interface between work and health policy. We need multiple stakeholders with opinions (Kim et al., 2014). Therefore, creating an attractive working environment requires social dialogue to achieve sustainable improvement of PICU, including working conditions. In healthcare services, social dialogue involves negotiations and consultations of all kinds between government representatives, employers, workers, and among them on common issues related to social and economic policies. It is included. Will be. Studies have shown that social dialogue is associated with improving the organizational level (Broom, 2010).
The Resources
Right working conditions as a retention strategy are related to the organization’s culture and climate and will not lose its effectiveness over time. A supportive work environment leads to increased work satisfaction. This is key to not only increasing work safety and reducing stress but also providing quality care. Beliefs in a safe and stress-free environment are expected to last forever, even with changing leadership, as it is part of the organization’s culture. Work culture creates the brand image of a PICU organization and points the direction employees should follow. It is the identity of the organization that attracts talent.
Formative evaluation
Organizations are defined as a common platform for people to work together to earn a living and profit, so the working environment as a retention strategy applies to all organizations. Supportive work environments are essential for employees’ physical and mental health, as most work environments are heavy workloads and require changing work shifts (Yamamoto, 2011). These favorable working conditions derive from principles that organizations consider essential to their goals, such as facilitating open communication and ensuring manageable workloads. Besides, under the US Occupational Safety and Health Act of 1970, employees are entitled to a safe and secure working environment (Yamamoto, 2011). Legal requirements require flexible working hours and stress-free, and an environment that is free from injuries. Working environment. Therefore, implementing this strategy in your organization is successful because it is a fundamental human right and a tool that helps improve employee performance.
Summative evaluation
Various case studies in many PICU organizations show the importance of social dialogue in creating a supportive work and management environment. Management’s priority is to improve working conditions to receive quality medical care and be competitive, requiring an ambitious and qualified workforce. For healthcare professional representatives, participation in negotiations, and social dialogue helps prevent worsening working conditions. Therefore, successful implementation requires factors such as the collaborating organization’s culture, how it supports decision-making, defined goals, priorities and objectives, and mutual trust of the stakeholders involved.
Timeline
Conclusion
Nurses and practitioners play a crucial role in improving the quality of life using the latest medical knowledge, practices, and evidence-based protocols. Nursing is one of the fastest-growing professions in the United States. Quality is essential in providing services, more so in the pediatric sector, which calls for quality in the services offered, which is due to the quality of the employees. Quality is obtained if the retention rate of health care providers is sound. The quality of services offered is influenced by various factors, including effective management of the work environment and the creation of a suitable workplace. Among the critical aspects in improving the retention rate include social dialogue where the workers free to share the or thoughts, creating a conducive and supportive environment, and a manageable workload, which improves job satisfaction. This makes the workers comfortable with what they do.
References
Broom, C. (2010). Entice, engage, endure: Adapting evidence-based retention strategies to a new generation of nurses—Journal of Healthcare Leadership, 2, 49.
Jelfs, E., Knapp, M., Giepmans, P., & Wijga, P. (2014). Creating good workplaces: retention strategies in healthcare organizations. Health professional mobility in a changing Europe, 345.
Kim, R., Hickman, N., Gali, K., Orozco, N., & Prochaska, J. J. (2014). Maximizing retention with high-risk participants in a clinical trial. American Journal of Health Promotion, 28(4), 268-274.
Mandhanya, Y. (2015). Training and Development Strategies: Motivational Tool for Increasing Employee Retention. Training & Development Journal, 6(1), 15. http://dx.doi.org/10.5958/2231-069x.2015.00002.5
Yamamoto, H. (2011). The relationship between employee benefit management and employee retention. The International Journal of Human Resource Management, 22(17), 3550-3564.