The Importance Of Nursing Retention

Furthermore, nursing burnout has costly effects on an organization, causing poor retention rates, reduced productivity, increased absenteeism, difficulty recruiting, and high turnover rates, along with increased medical errors and reduced quality

Hunt (2008) and Strachota, et.al, (2003) states that, "Probability of nursing turnover increases with increase in workload and job tension, with a decrease of job satisfaction as well".Coomber&Barrib (2006) states that, "Reduction in workplace stress will improve the nursing turnover ratio". Imbalance of work-life may be the reason of nursing turnover (Lieter and Maslach, 2009).Turnover or intent to leave will be reduced if there is higher job satisfaction among new graduates (Beecroft, Dorey, & Wenten, 2008; Kovner, Brewer, Greene, & Fairchild, 2009; Roche, Lamoureux, & Teehan, 2004)

What was once thought of as a profession driven by compassion and the desire to help those in need has now become filled with weary burnt out nurses who have lost sight of their purpose. Stress has caused them to distance themselves from the principles nursing is built upon. Our health care system needs to be revamped to improve the quality of care being administered. Nurses can be proactive and take steps to avoid burning out but, our health care administrators have to take matters into their hands because they have the capacity to initiate change. They must realize the gravity of the situation and take an offensive position to make a stand against the crisis of nursing

The profession of nursing is ever expanding and growing. The particular unit that has been the focus of this discussion is a medical surgical unit, and as nurses gain experience they may transition, get promoted, specialize, or take on a completely new role and leave the unit, thus leaving a vacancy. Keeping this in mind, one would measure whether or not the interventions offered, such as the weekend only option, is filled and being utilized. The hospital would keep track if the education assistance, the career progression or ladder program, and the mentor and/or preceptor programs were being utilized and successfully advancing nurses within their health system. Even though these long-term solutions would eventually assist in creating turn-over on the studied unit, they would in turn still draw new nurses to apply to that unit. Along with the education and career progression programs, some unit environment issues were address, and would also need to be measured for their success. These solutions could be measured by an employee pulse survey that would show the satisfaction and trends of the employees over time, and adjustments to the solutions could be made in real

Inadequate staffing, setting boundaries, long work hours, higher acuity patients, and the physical demand can take a toll as well. Finding ways to relax once you get home and leave all the issues you had at work at work since nursing is a stressful job. You may want to try some type of stress relieving activities such as yoga or anything else that relaxes you. Recognition and reward are a valuable asset to an employer because when an employee feels valued, it will help with morale and turnover. I also believe that another indicator of turnover for nurses is when they become less engaged and committed in their workplace. When nurses are better engaged and committed you’ll find that you’ll notice that they work harder and perform better in their job. You may also find less absenteeism and less turnover. This will greatly benefit the hospital or

The watershed “IOM Initiative on the Future of Nursing” report encompasses a four pronged approach or some might say, a challenge to the whole profession of nursing. the challenge to be better educated so that we can provide the highest quality of care to our patients, the push to encourage health care professionals to achieve higher levels of education. The initiative to have a stronger voice and presence in guiding the direction of how the health care landscape in this county. All of these factors come into play in the ever changing landscape of our health care system. Now more than ever nurse leaders have a great opportunity to have a profound impact on health care policies and decisions that will eventually decide which direction our current health care delivery system takes.

According to the data from Health Resources and Services Administration Bureau of Health Professions (2013), there were 2.8 million Registered Nurses (RNs) and 690,000 Licensed Practice Nurses (LPNs) were working in the period from 2008-2010, in the United States. The nursing workforce grew substantially in 2000s, by RNs growing by more than 24.1 percent and LPNs by more than 15.5 percent. The population of nurses are facing multiple challenges at the workplace, such as shortage in staffing, nurse turnover, increased workload, long working hours, poor relationship with co-workers, lack of support from the management, and eventually these challenges create high level of nurse burnout. It is estimated that job- related burnout measure using the Maslach Burnout inventory – Human Services Survey, 36.5 % of nurses having high level of burnout. The researchers at the Center for Health Outcomes and Policy Research at the University Of Pennsylvania School Of Nursing, estimates if nurse burnout reduces by 10 %, could prevent thousands of hospital acquired infections and reduce the health care expense (Potera, 2012).

Nurse retention is to provide staff with implements that will empower them in the workplace. Empowerment in organizational structures include power and opportunity. Employees with high levels of power are included in lines of information, support, resources and opportunities to learn and grow (Schwinger ET AL., 2010). In additional employees who have high levels of opportunity in their jobs tend to be more proactive problem solvers and accept change. When staff have opportunity and power, they are motivated, feel more in control, have increased wellbeing and have greater job satisfaction (Schwinger ET AL., 2010). These empowering features in the workplace will potentially promote job satisfaction, create greater productivity, and most importantly promote retention of valuable employees. The key to retention is creating and keeping an environment where all of the generations feel welcome and valued. There have four important things to staff retention in organizational is relationships, value, eengagement and health care organization policies.

According to Nictitas, Middaugh, and Aries (2106), nurses are the largest segment of the healthcare workforce and are indispensable when it comes to quality patient care, patient safety, and patient satisfaction. It is projected by 2020; there will be a shortage of over 500,000 nurses (Nictitas, Middaugh & Aries, 2016). A shortage of this magnitude will have a negative impact on our healthcare system. This paper will attempt to reflect on the issues that have resulted in the nursing shortage and discuss the future of the nursing profession.

This may involve effective mobilization of the available nursing staff and review of the responsibilities durations for the nurses to the recommended levels to avoid straining the workforce. Consequently, reorganization will help redistribute nursing functions among the available staff, thereby averting high personnel turnover due to overload. Similarly, the manager is likely to employ the staffing function to identify and hire qualified nursing personnel to fill out the understaffed nursing levels. This will significantly reduce individual workload and enable nurses to adequately address the unique needs of their clients, thereby facilitating delivery of quality and personalized nursing care to patients. Thirdly, the nursing manager is likely to employ the controlling function to assess work results against established performance standards in an effort to determine the effects of nurse turnover and shortage on the organization. In the event of significant discrepancies, the manager may resort to such corrective actions as introducing incentives to motivate and retain the existing staff or attract highly qualified nursing personnel. Therefore, in addressing staff turnover and shortage, a nursing manager is likely to employ strategies aimed at coping with the presenting complexities as opposed to dealing with change (Jadvar,

I am writing to follow up on the Registered Nurse position as I have not received any correspondence on the paperwork to officially transition over from my current position as a Patient Care technician. My release date from my manager is on April 3rd as Sharon from the Nurse Recruitment and Retention office is working on getting the documents ready for new hire.

The nursing shortage is nothing new or going away any time soon in the United States of America. The United States has seen a shortage before, but by 2025 we will see it crumble, if something doesn’t change. “Health Affairs reported that the nursing shortage will grow to 260,000 RNs by 2025 – twice as large as shortages that have occurred since the mid-1960s.”(http://www.villanovau.com) Most notably, patient safety is in jeopardy causing medical errors that otherwise would not occur. Nurses are also feeling frustrated and unappreciated within their careers causing these errors. It is important that the nursing shortage be talked about and addressed, before the impact of the shortage is too impaired to come back

The average RN turnover rate at St. Anthony Medical Center is 19.3%, this is over the national RN turnover rate of 17.2% and the regional rate of 15.5%. RN’s who work in Pediatrics’ and Women’s Health have the lowest turnover rates. While RN’s with the highest turnover work in the ED, Behavioral Health, and Med/Surg. This data aligns with what is observed in the data at St. Anthony’s Behavioral Health areas has a turnover rate that is 3% greater than the national average for that specialty. The turnover rate should be a concern for nursing leadership since the average cost of RN turnover per nurse ranges from $37,000 to $58,400, losing hospital up to $8.1 million per year. Strategies to improve RN retention such as improving communication from leadership,

Turnover is a significant problem in many long-term care (LTC) facilities. In fact, the typical turnover rates in LTC range from 55% to 75% for nurses (Barbera, 2014). Maple Manor was no exception. Approximately eight months after accepting a nursing position at the facility, the nursing department began to have extensive turnover problems. At one point, nurses were working a minimum of 16 hours of overtime weekly to meet staffing shortfalls. I resigned seven months after the turnover issues began. At the time of my resignation, the turnover problem had not been resolved, but it did seem less critical.

Nurses play an essential role in the healthcare industry. The nurse workforce is made up of licensed nurses: registered nurses (RNs), licensed vocational nurses (LVNs) and licensed practical nurses (LPNs), along with nurse aides. Registered nurses are responsible for assessments of patients’ needs, development of care plans, medication administration, and treatments, while licensed vocational nurses perform specific care under the delegation of the registered nurses and supervisions. Nursing aides perform activities of daily living (unskilled attention) to the patient. Adequate nursing staffing is essential to both patient care and outcomes, also to the retention of nurses while inadequate staffing creates problems for both the patients and