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Nurse leaders play an essential role in influencing the working environment for other nurses. Research suggests that nurses face a wide array of issues related to job conditions, including burnout, job dissatisfaction, and high turnover (Anderson, Hair, & Todero, 2012). In intergenerational workforces, these issues can become even more prevalent due to communication challenges and differences in values, attitudes, and approaches to work. Appropriate management strategies can help to decrease the prevalence of these problems, thus contributing to retention (Wieck, Dols, & Landrum, 2010). The present paper will reflect on the role of nurse leaders in promoting job satisfaction, nurse retention, and the needs of the intergenerational workforce.
First of all, nurse leaders can implement various management strategies related to job satisfaction and retention. In my clinical practice, nurse leaders work to improve nurses’ satisfaction by offering benefits, including free continuing education, free lunch, paid insurance and vacations, bonuses, stipends, and retirement plans. Additionally, to promote retention, they use open communication with upper management, which is critical to monitor any concerns or problems expressed by nurses. Nurses week observations and recognition for excellent performance also contribute to retention by enhancing motivation, commitment, and job satisfaction (Hudgins, 2016).
Secondly, nurse leaders can impact the values and focus of the management, increasing their commitment to fulfilling the needs of the intergenerational workforce. In my practice, the management is focused on both patients and employees, and thus any issues in the workplace are resolved quickly. Also, my organization uses succession planning to support nurses’ professional development, which is among the critical needs of nurses (Sherman, Chiang‐Hanisko, & Koszalinski, 2013). Another essential practice for meeting the needs of the intergenerational workforce is communication. In my organization, nurses from each unit are involved in their quarterly quality initiative meetings. Not only do these meetings help to promote the quality of service but they also provide opportunities for nurses of all ages and qualifications to socialize. According to research, socialization and support are among the key needs of nurses, and they influence retention, competence, and commitment (Garrison, Dearmon, & Graves, 2017). Hence, the approaches and practices facilitated by nurse leaders in my clinical practice help to address issues related to retention, job satisfaction, and age diversity in the workplace.
References
Anderson, G., Hair, C., & Todero, C. (2012). Nurse residency programs: An evidence-based review of theory, process and outcomes. Journal Of Professional Nursing, 28(4), 203-212 10p. Web.
Garrison, F. W., Dearmon, V., & Graves, R. J. (2017). Working smarter: Building a better nurse residency program. Nursing Management (Springhouse), 48(3), 50-54. Web.
Hudgins, T. A. (2016). Resilience, job satisfaction and anticipated turnover in nurse leaders. Journal of Nursing Management, 24(1), E62-E69. Web.
Sherman, R. O., Chiang‐Hanisko, L., & Koszalinski, R. (2013). The ageing nursing workforce: A global challenge. Journal of Nursing Management, 21(7), 899-902. Web.
Wieck, K. L., Dols, J., & Landrum, P. (2010). Retention priorities for the intergenerational nurse workforce. Nursing Forum, 45(1), 7-17. Web.
Do you need this or any other assignment done for you from scratch?
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