The triple constraint theory posits that every project is restricted by time, cost, and scope limitations, and it is the project managers job to control them. In their paper Work Environment and Its Impact on Triple Constraint of Project Management Hamid, Ghafoor and Shah claim that the managers work environment has an impact on their ability to manage the three project constraints.
The study is a quantitative research that sets out to test a null hypothesis that the work environment of a project has no influence on its triple constraints (Hamid, Ghafoor and Shah 547). The authors use primary quantitative aggregate data collected from questionnaires developed by the researchers and completed by a sample of 279 respondents in a managerial position across different IT companies (Hamid, Ghafoor and Shah 548).
The authors use inferential statistics methods of data analysis. Correlation and regression analysis is the primary method aimed at establishing a relationship between work environment and triple constraints. Independent sample t-test and analysis of variance are applied to determine the difference between subgroups of the sample, based on their education and gender (Hamid, Ghafoor and Shah 548-549).
After interpreting their findings, the authors conclude that there is a significant relationship between the components of work environment and the triple constraint, which is consistent with other previously conducted research (Hamid, Ghafoor and Shah 550). The results of this study are significant because they enhance the theoretical understanding of the determinants of a projects success. It shifts the paradigm from a project-centered approach that examines only material components such as time, scope, and budget to a more comprehensive view that also considers the managers work environment (and consequently, their well-being).
This study thus expands the triple constraint model to include such non-physical factors as job satisfaction and security. The findings also have several important implications: namely, that providing adequate remuneration packages and flexible working hours, as well as ensuring employee satisfaction and perception of job security will likely increase the projects chances of success, even given its triple constraints (Hamid, Ghafoor and Shah 550).
At the same time, this study has some important limitations and drawbacks. First of all, the conceptual framework adopted by the authors is somewhat limited as it only includes four factors. The quality of individuals working life is also determined by their relationship with their colleagues, the nature of their work, and the degree of their autonomy, to name a few examples (Di Lascio 41). Secondly, this paper adopts a rigid and individual-centered view of project management which is not necessarily typical in the IT industry.
According to Dyba, Dingsoyr, and Moe, agile project management, centered around teamwork, frequent customer interaction, and continuous feedback and changes, is more characteristic of software development companies (207). Finally, it is not entirely clear how the findings of this study are indicative of a specific industry and employee position within the company, rather than of a larger human resource management trend. The connection between the work environment components (especially remuneration and job satisfaction) and employee performance is not only well-established in the human resources management literature but even intuitive to a degree.
To conclude, the research carried out by Hamid, Ghafoor and Shah is theoretically sound and provides important insights into the field of project management. However, for the findings to be significant, the authors should address its limitations and drawbacks.
Works Cited
Di Lascio, Raphael Henrique C. Quality of Working Life: Meaning and Sense for Companies and Employees. Improving Employee Health and Well Being. Ed. Ana Maria Rossi, James A. Meurs and Pamela L. Perrewe. Charlotte, North Carolina: Information Age Publishing, 2013. 35-52. Print.
Dyba, Tore, Torgeir Dingsoyr and Nils Brede Moe. Agile Project Management. Software Project Management in a Changing World. Ed. Gunther Ruhe and Claes Wohlin. Berlin: Springer-Verlag, 2014. 277-300. Print.
Hamid, Syed Ali Raza, Hateem Adnan Ghafoor and Tamkeen Zehra Shah. Work Environment and Its Impact on Triple Constraint of Project Management. Information Management and Business Review 4.10 (2012): 545-552. Print.
The triple constraint theory posits that every project is restricted by time, cost, and scope limitations, and it is the project managers job to control them. In their paper Work Environment and Its Impact on Triple Constraint of Project Management Hamid, Ghafoor and Shah claim that the managers work environment has an impact on their ability to manage the three project constraints.
The study is a quantitative research that sets out to test a null hypothesis that the work environment of a project has no influence on its triple constraints (Hamid, Ghafoor and Shah 547). The authors use primary quantitative aggregate data collected from questionnaires developed by the researchers and completed by a sample of 279 respondents in a managerial position across different IT companies (Hamid, Ghafoor and Shah 548).
The authors use inferential statistics methods of data analysis. Correlation and regression analysis is the primary method aimed at establishing a relationship between work environment and triple constraints. Independent sample t-test and analysis of variance are applied to determine the difference between subgroups of the sample, based on their education and gender (Hamid, Ghafoor and Shah 548-549).
After interpreting their findings, the authors conclude that there is a significant relationship between the components of work environment and the triple constraint, which is consistent with other previously conducted research (Hamid, Ghafoor and Shah 550). The results of this study are significant because they enhance the theoretical understanding of the determinants of a projects success. It shifts the paradigm from a project-centered approach that examines only material components such as time, scope, and budget to a more comprehensive view that also considers the managers work environment (and consequently, their well-being).
This study thus expands the triple constraint model to include such non-physical factors as job satisfaction and security. The findings also have several important implications: namely, that providing adequate remuneration packages and flexible working hours, as well as ensuring employee satisfaction and perception of job security will likely increase the projects chances of success, even given its triple constraints (Hamid, Ghafoor and Shah 550).
At the same time, this study has some important limitations and drawbacks. First of all, the conceptual framework adopted by the authors is somewhat limited as it only includes four factors. The quality of individuals working life is also determined by their relationship with their colleagues, the nature of their work, and the degree of their autonomy, to name a few examples (Di Lascio 41). Secondly, this paper adopts a rigid and individual-centered view of project management which is not necessarily typical in the IT industry.
According to Dyba, Dingsoyr, and Moe, agile project management, centered around teamwork, frequent customer interaction, and continuous feedback and changes, is more characteristic of software development companies (207). Finally, it is not entirely clear how the findings of this study are indicative of a specific industry and employee position within the company, rather than of a larger human resource management trend. The connection between the work environment components (especially remuneration and job satisfaction) and employee performance is not only well-established in the human resources management literature but even intuitive to a degree.
To conclude, the research carried out by Hamid, Ghafoor and Shah is theoretically sound and provides important insights into the field of project management. However, for the findings to be significant, the authors should address its limitations and drawbacks.
Works Cited
Di Lascio, Raphael Henrique C. Quality of Working Life: Meaning and Sense for Companies and Employees. Improving Employee Health and Well Being. Ed. Ana Maria Rossi, James A. Meurs and Pamela L. Perrewe. Charlotte, North Carolina: Information Age Publishing, 2013. 35-52. Print.
Dyba, Tore, Torgeir Dingsoyr and Nils Brede Moe. Agile Project Management. Software Project Management in a Changing World. Ed. Gunther Ruhe and Claes Wohlin. Berlin: Springer-Verlag, 2014. 277-300. Print.
Hamid, Syed Ali Raza, Hateem Adnan Ghafoor and Tamkeen Zehra Shah. Work Environment and Its Impact on Triple Constraint of Project Management. Information Management and Business Review 4.10 (2012): 545-552. Print.
The articles main purpose is that assess burnout, turnover intention, and supposed quality of care for patients among healthcare professionals in Oman and examine the prospective moderating responsibility of job satisfaction on the relationship between nurse turnover intention and their working environment. The author targets healthcare organizations in Oman and the rest of the world. In this case, the research investigates all nurse turnover intention indicators and burnout to establish ways of mitigating the issue. The author is an assistant dean for postgraduate studies and research in the department of fundamentals and nursing administration, college of nursing in Sultan Qaboos University, Al-Khoud Muscat City. Such qualifications demonstrate the credibility of the article since the findings were obtained by someone who has experience in this field.
The relevance of the article is that organizational strategies are required to encourage nurse job satisfaction by providing nurses with the ability to resume functional responsibilities in hospital issues to decrease turnover intention and promote improved care for patients in terms of quality. The articles main argument is that participation in hospital affairs, staffing adequacy, and a foundation for care quality serve as indicators of burnout in nurses and the perceived quality of patient care. According to (Al Sabei et al., 2020), working in a suitable environment relates to less turnover intention and hence job satisfaction remains high. Employees problems need to be solved within a short period so that their grievances could not affect the services of the company. High production will ensure customer satisfaction and hence increases the profit margin of the organization.
The article utilized a cross-sectional design to assemble information from a 207 sample of nurses working in a public hospital in Muscat, Oman. Furthermore, the author utilized an electronic survey in assessing the perceptions of the nurses within their workplace satisfaction with their work, burnout, turnover intention, and the level of quality of care for patients. The author concludes that ensuring improvement in the nurses job satisfaction serves as a mechanism through future interventions that might boost working conditions and promote improved nurse retention. On the other hand, my observations are that nurses in the world have severe burnout. Many of them report their increased intentions to quit their present healthcare organization. Burnout is associated with inadequate quality of care for patients, turnover intention, and increased absenteeism. Additionally, burnout remains associated with both work-related and personal aspects. However, providing a suitable working environment promotes better nurse retention and fewer reported burnout cases in healthcare nurses in Muscat, Oman. Moreover, improved organizational job satisfaction enables healthcare organizations better to decrease nurse turnover in the country and the world.
References
Al Sabei, S. D., Labrague, L. J., Miner Ross, A., Karkada, S., Albashayreh, A., Al Masroori, F., & Al Hashmi, N. (2020). Nursing work environment, turnover intention, job burnout, and quality of care: the moderating role of job satisfaction. Journal of Nursing Scholarship, 52(1), 95-104. Web.
In the contemporary world different organizations are coming up with diverse ways that are tailored to make working conditions of the employees better.
According to Algie (1997 p 276) although these kinds of organizations have different approaches in the way they try to address the welfare of their staff, he says that they all have a common a goal altogether which is of creating a conducive environment so that the members of staff can perform as expected of them by the organization.
Why is a good work environment important for retaining and sustaining the health workforce?
According to Fourines (2000 p 432) providing a good working environment for nurses and doctors is a very important thing because it helps in improving their performance while attending to patients and their fellow workers.
He says that when the employees needs are addressed, then this is likely to translate to increased output per each of them. Furthermore, Kevin (2008 p 167) contends that a health institution that provides a good working environment for its employees is more likely to retain her employees regardless of the amount of money they pay to their employees.
According to him, some people prefer working in a good environment with low pay rather than earn more money in a stressful environment. He point out that today as much as people are looking for organizations and institutions that are paying a higher wage, they are also looking for that one institution that is offering them a good working environment.
He gives an example of a respondent who was a manager in an institution who said that after making sure that the employees pay and other needs were met, the institution realized an improvement across the board in all their departments.
As a result he contends that as much as the company or the organization is striving to achieve its goals the employees welfare should also be thought about in order to hit their target.
According to Cat (1985 p 49) maintaining a clean environment in hospitals is key in service delivery. This way the medical practitioners will feel safe since most of the ailments they diagnose are cleanliness related.
Furthermore, allowing the employees to pursue more education is also an important since it gives them a chance to match the changing trends in health sector.
Coetze (2006 p 89 ) argues that a health institution that provides a good working environment for the employees rarely experiences instances such as employees going on strike. In his argument he contends that by providing a good working environment, the nurses and the doctors are able to air their grievances.
This provides an opportunity for the management to sit down with the employees representatives and hence come up with an agreement that favors both parties.
That way he says that the organization will always be moving forward in terms patient satisfaction and development since it is able to keep the employees at work thus reducing losses incurred when the members of staff down their tools.
In addition, Robert (2010 p 189) argues that providing a good working environment for medical practitioners is essential because the employees get to form a good relationship with their seniors.
When this takes place, he notes that the employees get a chance to mingle easily with their seniors and hence the two parties are able to share different issues in a comfortable way.
He argues that in those health institutions where the seniors do not create an avenue through which the employees can interact with them have the performances of their institution being low compared to the others where such avenue has been created.
Therefore, he advises the senior managers and the other management officials to come up with policies that help improve the working environment of their members of staff.
According to National Research Council (1989 par 12) providing a good working environment prevents the departure of nurses and doctors from ones organization to the other. He says that during their research many of the respondents pointed lack of good working condition and poor pay as the main reason behind leaving their previous employers.
The affected institutions are as a result forced to experience unnecessary readjustment through training of new employees to replace the departed ones. To avoid this he says it is the high time that the various health institutions put place measures that compel these employees to work for them regardless of the policies found in their organizations.
He gave an example of introducing contracts that binds the employee to the organization for a specified period of time. This one he says will reduce the tendencies of the employees from moving from one employer to the other and also minimize the cost associated with bringing in a new employee.
As a result there is no one time that the company will be left without a member of staff. He claims that some of the employees who had left their employer for another employer found the going tough after the working environment proved to be harsh on them in terms of company demands from them.
Cat (1985 p 45) has noted that maintaining a good working environment in the health sector is important because it helps bring a sense of oneness among the employees as well as their seniors. He observes that in such a case every member of staff feels relaxed while carrying out their duties.
To him the fact that employee needs are addressed as they may wish, they become a strong unit and therefore develop a strong bond amongst themselves. As a result the motivated workforce delivers as expected of them and hence the organizations performance continues to improve.
He thus conclude that lack of oneness among staff creates mistrust among themselves and in the long run this may lead to a low output compared to when the employees had oneness amongst them.
A good working environment is important in retaining and sustaining a health workforce because it helps in avoiding fraud that may be committed by the employees. Robert (2010 p 198) has noted that every employee hopes to work for an organization that can pay him or her enough money to meet all that he or she may desire.
He says that when these expectations fail to be addressed the employee may end up contemplating on how to defraud the organization so that he or she can meet the desires of his heart.
In his arguments he point out that such cases of fraud are difficult to detect immediately they occur because the culprits are the one who are supposed to report such incidences. As a result of this he suggests that the organization should make sure that employees receive a better package in order to discourage them from indulging in such activities.
Maintaining a health work force improves efficiency. According to Stellman (1998 p 432) providing a good working condition for doctors and nurses motivates them and thus they work diligently as required of them. In such cases, he argues that the employees compete with one another in order to deliver their services to the patients.
As a result he contends that those employees who cannot maintain the competitiveness and efficiency set out by the organization are laid off. This ensures that only the best performers are retained.
Maintaining a good working environment has also been observed to help the employees become aware of their constitutional rights. According to Gregory M. (2008 p 544) institutions that have allowed their employees to join trade unions often realizes better output per employee because such people are able to know when their employer is oppressing them.
He therefore says that when the employees learn that their employer is abiding to the labor laws then they are likely to devote their full energy while working in such an organization. Such organization is not only likely to retain its employees but it will also receive a lot of application from people asking to be given a chance to serve in such an organization.
According to the International Labor Office (1999 par 4) when an organization creates a good working environment for its employees, chances are higher that the they will respond by handling the institutions property with utmost care. Therefore this will reduce the expenses of a company and thus increase its profit.
In one of the hospitals that he did his research, he argues that employees ventured their anger and frustration in the institutions property.
Therefore, he gives a piece of advise to the future managers to put into considerations the welfare of their employees or else some of them would depart them or would lead to losses incurred when carrying out repairs on property damaged by their employees.
The medical practitioners in a health institution that has provided good working conditions have been found to be creative in the manner in which they solve their issues.
Hui (2010 p 321) argues that this is usually the case because the employee knows that he or she does not stand any chance of being reprimanded for any in appropriate action that he or she might take.
As a result, such an employee will definitely wish to part and parcel of that organization other than go in another where he or she is not given a chance to come up with his or her own ideas on how to tackle a certain bothering issue.
Clerc (1985 p213) has noted that creating a good working environment for employees provides an opportunity for them to move up the ladder. He says that such organizations base their promotion criteria on merit. As a result it is only the most qualified individuals that are promoted.
Having come up with such policies it now becomes the duty of every member of staff seeking promotion to seek further knowledge in the institutions of higher learning.
That way the organization can be proud of having a qualified manpower hence competitive. If the company gives these employees a better wage then none of the present employees is likely to move to another organization seeking employment.
According to Wickenburg (1992 p 243) any hospital that has created a good working environment for its employees is likely to be emulated by other upcoming health institutions that are attempting to restructure in order to fit in the system.
In regard to this point, he therefore argues that any employee working for such hospitals would thus find it hard to leave their employer to go and seek employment elsewhere. In the long run he says that the organization would enjoy having retained an employee or a group of employees for a long time which is beneficial to it.
Creating a friendly working condition is an important factor that helps in the employing and retaining employees. According to Mills (2010 p 453) among the health professionals, providing them with good working environment motivates them to offer better and up to standard services to the patients.
As a result he contends that the health officials not only wish to remain in that field but also becomes motivated and hence the service delivery to the people is improved. To him poor work environments usually compromises the health work workforce.
In addition, Marc de (2004 p 201) argues that organizing an annual get together for employees is an important affair. This is because during this occasion employees get to interact with one another at a personal level and therefore be in a good position to share some of the challenges facing them at work.
After making some deliberations the employees might come up with a solution that previously no one could have thought of. In addition to that he contends that provision of other activities such as sports provides an opportunity for employees to refresh their mind.
Therefore, in his observation he concluded that the organization that provides recreation activities besides working is likely to retain its employees more than those organizations that do not.
Common characteristics of good working environment
Today there are very organizations with different goals from each other. However, it has been found that besides these differences there are those striking similarities found in them as they try to make the working conditions of their employees better.
Therefore, Donald (1985p 543) says that these characteristics are similar because they have been tailored to address a common problem that is usually reported in many health institution all over the world. Furthermore, once this problem is taken care of the beneficiaries of it are usually both the management as well as the members of staff.
He says that if the management addresses these problems fully, the employees will become motivated and at the end of it all it will be management that benefits more in terms of performance.
According to Johannes (1986 p 23) one of the common characteristic of a good working environment is the idea of trusting in each other. He says that when an employee is recruited to work in a health sector, the most important virtue that he or she should have is being trustworthy.
He compares the working relationship between the employer and the employee to a relationship between man and his wife. He says that without trust the relationship between the two individuals cannot last for long.
This way if an employer or an employee becomes suspicious of the other then, their working relationship is likely to be strenuous which at the end of it will see the employee exit the organization feeling very disappointed (Shi, 2007, pg 101). On the other hand the employer will be left searching for a replacement to that position.
This will definitely have an impact on the organization since extra money will have to be set aside in order to cater for the new employee training. Therefore, according to Pauline (2003 p 325) maintaining an open heart between the parties in order to keep the organization moving forward.
Failure to observe this then, he concludes that there will be a collision between parties when carrying out the duties. Tanya (1992 p 234) points out that members of the staff need to feel trusted by the management team so that can get to work freely without any fear of another person observing what they are doing.
This he says is informed by the fact that people want to be in a position where they are doing something not just to benefit themselves but also to help their organization at large.
The other common characteristic of a good working environment is that the employees become proud of their institution. Chary (2004 p 712) has pointed out that any organization that puts the interest of the employees first becomes a darling of not only the employees themselves but also other members of the public who gets to know of such developments.
As a result of this the organization receives lots and lots of job application letters simply because such applicants want to be associated with that organization. Therefore, the employees feel themselves as part and parcel of the organization which therefore makes them carry out their duties effectively and diligently.
To add on that Anderson (2006 p 42) contends that good performance of the employees in an organization is directly proportional to the manner in which the organization addresses their need. Therefore if the organization takes a keen interest in addressing the problems of her employees then employees would reciprocate and give all their best in that organization and vice versa.
Robert (2002 p 987) agrees that in order to create and sustain a good working environment, all organizations be it small or big has to sit down with the employees and have a one on one conversation in order to iron out any problems or differences that may be encroaching.
Once this happen Fergusson G. (2007 p 564) contends that the employees become a motivated force because after the meeting they considers the management as being honest with them and as a result commit all their energy to work for such an organization.
He adds that the act of involving members of staff in decision making has also become a common phenomenon in many organizations. This has been noted to make the employees responsible of their actions since they are usually involved in making of the rules and regulations that govern their conduct when working in such an organization.
According to Job &Alex, (1990 p 345) once the organization has provided a good working environment then the employees develop a caring attitude towards each other. They say that this is usually the case mainly because the employees trust each other.
If the opposite is the case then, we find that no one would care to know how the other work mates are fairing in their life. Edward (1996 p 290) notes that when one of the employees fail to report to duty, the others teams up to make sure that such position does not remain vacuum.
Therefore, this creates oneness among employees and hence steers the company or the organization to greater heights of success. Falcone (2009 p 121) refers to this act by the employees as a collective responsibility. That is one can be held accountable of what happens in another persons area of work in case he or she was absent from work on a certain day.
What lessons might be learned for local application
In our daily life whether as employees or entrepreneurs, there are very a number of lessons that we may borrow from the above discussion in order to help us move on smoothly with our lives as employees or employers.
As Jones (1999 p 564) noted creating a good relationship between the employees and the employer is very important because it gives both parties to learn the likes and dislikes of each other.
When this happens then good working relationship is enhanced. In addition maintaining trust between the employer and the employee has also been found to be very important because the two parties will be in a position to carry out their functions well without being suspicious of each other.
Douglass (2001 p 256) says that lack of trust can make an individual loose his or her job if the employer fails to develop a sense of trust in such an individual.
There is also the issue of collective responsibility. Josepha (1992 p 423) says that if both parties particularly the employees embrace this idea then failure by one of them is likely to felt slightly because the other employees will have tried to cover him or her.
Conclusion
As an organization lays down its strategic plans on how to grow, it must also factor in the needs of its employees who are the force behind its success. Creating a good working environment should be a top priority for the management if it seeks to remain competitive year in year out.
As earlier observed some of the issues to be addressed include; allowing members of staff to join trade unions, and also allowing employees to further their studies in order to increase competitiveness. In addition, the organization should ensure that it creates a department that addresses the employees queries.
In addressing these problems on time the management avoids a possibility of employees downing their tools in protest against the management.
The government on the other hand should come up with policies that govern the relationship between the employers and the employees. Some of the policies should for instance state how much the lowest paid person should earn. That way the citizens will have been protected from exploitation from employers.
Reference List
Algie, M. S., 1997. Personnel relations in industry. San Francisco: Ronald Press Company.
Anderson, D., 2006. Building a Kingdom Business. New York: Routledge.
Cat, S., 1985. How to Create a Good Learning Environment. New York: American Society for Training and Development.
Chary, G., 2004. Production and Operations Management. Chicago: Tata McGraw Hill Education.
Clerc, J., 1985. Introduction to Working Conditions and Environment. Geneva: International Labor Organization.
Coetze, M., 2006. An organization perspective. Paris: Juta and Company Ltd
Donald, P., 1985. Communication in interpersonal relationships. London: SUNY Press.
Douglass, F., 2001. Secrets of Running a Business. Chicago: Tata McGraw Hill Education.
Edward, T., 1996. Becoming a Better Manager. Oxford: Oxford University Press
Falcone, P., 2009. One hundred and one tough conversations to have with the employees. Burlington: Cengage Learning.
Fergusson, G., 2007. Towards a better working condition. London: Routledge
Fourines, F., 2000. Coaching for improved work performance. Chicago: McGraw Hill Profession.
Gregory, M., 2008. Principles of Micro-economics. Mason: Cengage Learning.
Hui, L., 2010. Research in Personnel and Human Resource Management, Volume 29. New York: Emerald Group Publishing
International Labor Office., 1999. Working Environment. Geneva: International Labor Organization.
Job, S., & Alex, G., 1990. How to maintain a better workforce. New York: Ronald Press Company.
Johannes, M. P., 1986. Decision making: an organization behavior approach. Burlington: Markus Wiener Publishers.
Jones, D. S., 1999. Developing a high performance work teams. New York: American Society for Training and Development.
Josepha, H., 1992. Human Resource Management. New York: Ronald Press Company
Kevin, R., 2008. Those Who Can, Teach. Mason: Cengage Learning
Marc de, G., 2004. Quality of the working environment and productivity: research findings and case studies. Amsterdam: Office for Official Publication of the European Communities.
Mills, K., 2010. Knowledge Services Management. London: Springer
National Research Council., 1989. The working environment for research in US and Japanese Universities. New York: National Academies.
Pauline, R., 2003. Eliminate bullying and create a positive working environment. Routledge: East Sussex
Robert, L., 2002. Human Resource Management. Mason: Cengage Learning.
Robert, L., 2010. Human Resource Management. Mason: Cengage Learning.
Shi, L., 2007. Managing human resources in health care organizations. US: Jones & Bartlett Learning.
Stellman, D., 1998. Encyclopedia of occupational health and safety, Volume 1. Geneva: International Labor Organization.
Best Buy Company is an organization that consists of many departments and sections which are governed differently but all are aimed at contributing to the best of all the individuals and the company at large. The culture at best pay has undergone some changes as a result of technological changes embraced in the various sections. Initially, the workplace culture was based on the principle of working for long hours, overtime and sacrifice, to ensure that the organizational goals were met and that it possessed some competitive advantage. This culture is stressful as it emphasizes the time spent in the workplace rather than the results achieved which is more important.
The adaptation of the result-only work environment (ROWE) program in the organization has however changed the companys culture, as people now result oriented. A good example from the case study is that of Jennifer Jansen who faces problems in balancing between the family duties and those of the workplace the major problem is that of time planning and utilization, as she has to leave the office at a stipulated time irrespective of whether he or she has accomplished the assigned duties (Thottam, 2005). This problem is however solved by the implementation of the ROWE program and she can now manage to take care of the family issues and work duties while still at home as long as she produces the required results in time.
The Approach to Organizational Change that the ROWE Program Illustrates
Various approaches can be adopted by the management team and another employee in their effort to administer change in organizations. The organizational change could either take the form of planned or emergent change. Planned organizational change entails the change that makes an organization move from one state to another through some pre-planned steps. The change agents are usually involved in the design, initiation, and implementation of the changes and they expect better results. This enhances participation and hence overall success in the change process.
Emergent change, on the other hand, works on the principle that change is a continuous and unpredictable process, which does not have to be pre-planned. This approach emphasizes the fact that change should encompass the ongoing accommodations and alterations that are deemed to bring about positive effects even without prior preparations. Change is drawn from the ongoing activities in response to problems and opportunities (Pasmore, 2009). A combination of aspects from the two approaches is essential and is embraced in the ROWE program.
It uses an organizational structural approach, which entails changes in levels of policymaking, control, communication, personnel among other factors aimed at bringing overall positive change in the organization. The Best Buy Company, for example, undergoes some changes in terms of policies and communication concerning how work is carried out, anywhere and anytime without supervision as opposed to working in offices at a specified time with a lot of monitoring and supervision. The approach is gradual and takes place at a considerable time frame for instance in the Best Buy Company, the change is first implemented in some departments after which it can be applied to the entire organization based on the success attained.
The Resistance, Both Organization and Individual That The ROWE Program Had To Overcome
Any form of change is expected to face some form of resistance since people are not usually ready for change especially due to the fear that they need to adjust to the changes, which may not be favorable to them. The ROWE program faces some resistance from the individuals and the organization as a whole. The managers in Best Buy Company, for instance, have been resistant to the ROWE program. This is because of the fear of the responsibilities that could be linked with the program such as the stress faced by the employees in adjusting, which could in one way or the other affect the management team and the organization as a whole.
The managers also felt that they would lose their authoritative powers, as they could now not control the subordinates as they did before. Some employees such as those in the legal department in the company are also a source of resistance due to the fear that the ROWE program might affect them negatively for instance in terms of pay because of the nature of their work. Others also thought that they would not be able to work outside the office due to distractions for example children (Broyles and Harvey, 2010).
The Sources of Stress That Are Apparent in the Case
There exist numerous factors that can result in stress among employees. The sources of stress that are evident in Best Buy Company include mixed responsibilities, for example, family matters and tight job schedules. We can see Jennifer Janssen having difficulties in excusing herself from the office to take care of some important family issues.
Overworking is also a source of stress among the employees as they find themselves working from early hours to very late which is not healthy and they at times find themselves having to seek for medical attention, for example, we find an employee, Darrel Owens working for three consecutive days without a break and although he was rewarded, he ended up in a hospital. Tension because of deadlines and close supervision is also not good. Adjusting to the changes brought about by the ROWE program is also stressing but it is short-lived as the people start enjoying the benefits accrued to the program such as flexibility, convenience, and maximum performance through prioritization of duties and proper time management.
The Organizational Culture and the Change
Organizational culture is usually a determinant of either the success or failure of any change that is to be implemented in an organization. If the change is not in line with the organizational culture, then the change is deemed to fail and vice versa. The organizational culture in the Best Buy company has to some extent helped in the adoption of the ROWE program as the culture is not very favorable to most of the employees for instance in terms of the tight working schedules and so a change that is associated with flexibility and convenience is easily accepted.
The organizational culture in Best Buy Company has helped in the adoption of the change since although there was some form of resistance initially, it has been successful and major positive impacts have been experienced for instance reduced voluntary turnover, increased productivity, and enhanced performance due to enhancement of the employees morale among other aspects. The program enhances job satisfaction which is very essential in any organization as the employees feel well represented and appreciated hence work towards promoting their performance for their good and that of the organization.
Reference List
Broyles, A.E and Harvey, R.T. (2010). Resistance to Change: A Guide to Harnessing Its Positive Power. United Kingdom: R& L Education.
Pasmore, A.W. (2009). Research in Organizational Change and Development, Volume 17. UK: Emerald Group Publishing.
Today, as society is changing in an attempt to make daily routines comfortable for everyone, the question of a healthy work environment draws a lot of public attention. Now, in the context of a global pandemic, it has become apparent that, in some cases, various facilities, especially medical, need to change their dynamics to become a suitable workplace. This essay will address the factors which help create a healthy work environment.
Main body
It is commonly believed that a medical unit is supposed to be a safe space for a patient. And, as for the staff, the atmosphere tends to be that of high tension. The article headlined Healthy Work Environment: Is Your Unit Up To Par? by Beth Ulrich (2007) covers the points which are of essence for a workspace to be suitable for a nursing job. These factors will be discussed in detail further in the paper.
To begin with, the aspects which influence the culture within an organization positively will be considered. As it is emphasized in the article, the opportunity for registered nurses to participate in decision-making and express their ideas and suggestions freely is a marker of a healthy environment (Ulrich, 2007). Furthermore, an effective system of communication and means of collaboration among the employees is crucial for the organizational culture. Consequently, staff needs to be adequate in terms of the number of members and competence in order to maintain the work environment fluent so that the employees do not become overwhelmed with work. Generally, respect among all parties, the employer as well as the staff, is the key factor for the healthy culture of an institution, as it presupposes all of the aforementioned details.
In contrast, the culture of an organization is negatively impacted when disrespect is considered the norm and is accepted at the workplace. It includes a disdainful attitude towards employees, verbal and physical abuse, and sexual harassment. If disrespectful behavior is tolerated by the receiving side of it, the organizational culture becomes inherently unhealthy. Thus, the issue of self-care at work arises as a means of influencing the environment.
Essentially, self-care at a workplace presupposes setting certain boundaries to suppress possible disrespectful behavior coming from an employer or a client. It also means that an employee does not have to feel obligated to complete the duties of another staff member so as not to overwork. As it is highlighted in the article, as soon as registered nurses refuse to work under the conditions of disrespect and a toxic atmosphere, a healthy environment will have to settle within an organization (Ulrich, 2007). Thus, it can be said that self-care is one of the means of improving workplace culture.
Another method of ensuring that the atmosphere is stable and healthy is engaging employees in decision-making and expressing their opinions. Furthermore, an organization can show support and appreciation for an employee by providing opportunities for professional development. It includes participation in external workshops as well as the possibilities of continuing education and specialty certification. Therefore, career growth benefits not only the employee by expanding their professional knowledge and experience, but also the employer by providing competent staff.
Conclusion
In conclusion, a healthy work environment can be created and maintained under the conditions of cooperation between an employer and an employee. It presupposes mutual respect, which includes appropriate behavior at a workplace, balance in terms of duties and tasks, and an efficient way of communication between both parties. Furthermore, it is crucial that staff members contribute to the maintenance of a healthy atmosphere by not tolerating uncomfortable conditions. All of these factors, when combined, impact the culture of an organization ensuring a stable working atmosphere.
Reference
Ulrich, B. (2007). Healthy work environment standards: Is your unit up to par? Nephrology Nursing Journal, 34(1).
The triple constraint theory posits that every project is restricted by time, cost, and scope limitations, and it is the project managers’ job to control them. In their paper Work Environment and Its Impact on Triple Constraint of Project Management Hamid, Ghafoor and Shah claim that the managers’ work environment has an impact on their ability to manage the three project constraints.
The study is a quantitative research that sets out to test a null hypothesis that the “work environment of a project has no influence on its triple constraints” (Hamid, Ghafoor and Shah 547). The authors use primary quantitative aggregate data collected from questionnaires developed by the researchers and completed by a sample of 279 respondents in a managerial position across different IT companies (Hamid, Ghafoor and Shah 548).
The authors use inferential statistics methods of data analysis. Correlation and regression analysis is the primary method aimed at establishing a relationship between work environment and triple constraints. Independent sample t-test and analysis of variance are applied to determine the difference between subgroups of the sample, based on their education and gender (Hamid, Ghafoor and Shah 548-549).
After interpreting their findings, the authors conclude that there is “a significant relationship between the components of work environment and the triple constraint,” which is consistent with other previously conducted research (Hamid, Ghafoor and Shah 550). The results of this study are significant because they enhance the theoretical understanding of the determinants of a project’s success. It shifts the paradigm from a project-centered approach that examines only material components such as time, scope, and budget to a more comprehensive view that also considers the managers’ work environment (and consequently, their well-being).
This study thus expands the triple constraint model to include such non-physical factors as job satisfaction and security. The findings also have several important implications: namely, that providing adequate remuneration packages and flexible working hours, as well as ensuring employee satisfaction and perception of job security will likely increase the project’s chances of success, even given its triple constraints (Hamid, Ghafoor and Shah 550).
At the same time, this study has some important limitations and drawbacks. First of all, the conceptual framework adopted by the authors is somewhat limited as it only includes four factors. The quality of individuals’ working life is also determined by their relationship with their colleagues, the nature of their work, and the degree of their autonomy, to name a few examples (Di Lascio 41). Secondly, this paper adopts a rigid and individual-centered view of project management which is not necessarily typical in the IT industry.
According to Dyba, Dingsoyr, and Moe, agile project management, centered around teamwork, frequent customer interaction, and continuous feedback and changes, is more characteristic of software development companies (207). Finally, it is not entirely clear how the findings of this study are indicative of a specific industry and employee position within the company, rather than of a larger human resource management trend. The connection between the work environment components (especially remuneration and job satisfaction) and employee performance is not only well-established in the human resources management literature but even intuitive to a degree.
To conclude, the research carried out by Hamid, Ghafoor and Shah is theoretically sound and provides important insights into the field of project management. However, for the findings to be significant, the authors should address its limitations and drawbacks.
Works Cited
Di Lascio, Raphael Henrique C. “Quality of Working Life: Meaning and Sense for Companies and Employees.” Improving Employee Health and Well Being. Ed. Ana Maria Rossi, James A. Meurs and Pamela L. Perrewe. Charlotte, North Carolina: Information Age Publishing, 2013. 35-52. Print.
Dyba, Tore, Torgeir Dingsoyr and Nils Brede Moe. “Agile Project Management.” Software Project Management in a Changing World. Ed. Gunther Ruhe and Claes Wohlin. Berlin: Springer-Verlag, 2014. 277-300. Print.
Hamid, Syed Ali Raza, Hateem Adnan Ghafoor and Tamkeen Zehra Shah. “Work Environment and Its Impact on Triple Constraint of Project Management.” Information Management and Business Review 4.10 (2012): 545-552. Print.
The expression, ‘a woman has to be twice as good as a man for the same job’ is based on credible evidence. Employers continue to discriminate against women, not only in the selection process for many types of employment but also by offering proportionately lower wages once employment is secured. Societal stereotypes that reflect past attitudes of women’s role as subservient to men still prevail showcased by the continued imbalance of employment opportunities. Workplace segregation remains prevalent as high concentrations of female employees are associated with relatively low rates of pay. Qualified women are characteristically denied top-level jobs in corporate institutions, but instead of terming it what it is, sexism and discrimination, this form of unequal treatment are referred to as the ‘glass ceiling’ effect.
Women must struggle to cope with discrimination in the workplace as is evidenced by occupational segregation. While about one-half of workers are in sex-dominated employment, women are engaged in a narrower scope of occupations than men. There are seven times more male-dominated non-agricultural jobs than females. Despite increasing levels of labor market participation, women still are not equally represented, especially at higher positions within organizations. This includes those companies that cater specifically to women consumers. This clearly observable fact of life has been called ‘the glass ceiling.’ This is not defined as simply an artificial plateau, beyond which women are denied the opportunity to advance to upper levels of executive management. The glass ceilings exist throughout the workforce in varied historically male-dominated positions. These barriers, which have been in place since the beginning of mankind, resulted from institutional and psychological practices that remain in place to a wide extent. Women who find themselves under such a ceiling may not, at first, even notice that a barrier was in place which separated them from higher levels because the glass is clear. But when they try to pass beyond a certain point in an organization, they would quickly discover that this ceiling prevented them from advancement. (Feldman, 1997).
An argument supposes that men, much more so than women, are willing to completely submerse themselves in their work. Men will more readily dedicate their life to overseeing both the short-term and long-run needs of an organization. This viewpoint speculates that women, on the other hand, would be less likely to sacrifice the loss of time spent with family or in the pursuit of leisure activities. It also relies on studies that have found that, on average, women are less likely to accept jobs that require the additional time a longer commute entails than are men. This is largely due to time constraints in balancing career and parental responsibilities. This can impact women’s pay in that they have a statistically smaller pool of jobs from which to choose. Also, the more women wanting work in the same location near to where they live correlates to lower wages for those fewer jobs. However, studies indicate women, as well as men, are equally likely to abandon ambitious business careers in favor of the less materialistic rewards that are presented by flexibility in their work schedules. This allows the individual to invest more time in raising the family and participate in leisure activities. Seemingly, men more than women, are willing to commit themselves to the schedule demanded by the laborious objective of corporate achievement. (Castro, 1997)
Glass ceiling barriers exist almost unimpeded at all levels of organizations affecting women at different levels and in various types of business. Businesses that continue to hire only males for top-level positions out of a desire to maintain a male-dominated environment will inevitably “find themselves at a competitive disadvantage with rivals who promote more competent, underpaid females to do the same kind of work” (Wells, 1997). The jobs women have traditionally filled are not low-skilled as compared to those jobs traditionally filled by men. Sewing, for example, is a skilled art form seldom mastered by men. Women are more likely to be employed in jobs such as catering, cleaning, and care-based professions because these are the types of jobs women have traditionally undertaken at home for no pay. Because of this, these types of jobs are undervalued, an attitude from the past that lives on today.
Those that would argue that women should earn less than men point to the common perception that employing women ultimately costs a corporation more than does men because of the time off work and extra benefits paid due to pregnancies. However, research covering five countries refutes the conventional conviction that employing a woman is more costly than employing a man. The study concludes that the added cost of “employing a woman worker and having to cover maternity protection and childcare expenses is very small as this component of non-wage costs amounts to less than two percent of the monthly gross earnings of women employees” (Abramo & Todaro, 2002). If all non-wage costs are taken into consideration, then the additional cost of hiring a woman comes down to less than one percent.
From the beginning of recorded human society, tasks pertaining to the care of the family were considered a woman’s responsibility. In recent times, economic and social behavior patterns have questioned specific gender roles at home and in the workplace. This is an important aspect of wage differentials between men and women. Even if women were paid on the same scale as men and were afforded equal opportunities to advance within a corporation, they still would be expected to care for the household and everyone in it. Modifying social attitudes concerning the separation of duties at work and at home is essential if women are to attain full equality.
References
Abramo, L. & Todaro, R. (2002). “Examining a myth: Labour costs for men and women in Latin America.” Lima, International Labour Organization.
Castro, Ida L. & Furchtgott-Roth, Diana. (1997) “Should Women be Worried About the Glass Ceiling in the Workplace?” Insight on the News. Vol. 13, N. 5, p. 24.
Feldman, Gayle. (1997) “Breaking the Glass Ceiling: Women Have Had a Long Hard Struggle to Reach Their Current Status in the Industry.” Publishers Weekly. Vol. 244, N. 31, p. 82.
Wells, Jennifer. (1997) “Stuck on the Ladder.” MacLean’s. Vol. 15, N. 3, p. 162.
Emotion and personality play a role in our everyday life especially in places of work. This analysis focuses on the effects of emotions and personality on ones behaviour and how they impact in a working environment. This report also includes the use of proper diagnostic tools of both emotional and personality competencies and evaluation of actual behaviours. In addition, the assessment also involves identifying certain strategies that can be adopted to improve effectiveness at work. Personal attributes and emotional competence and how they improve performance at work were also assessed. Findings showed that positive affectivity and emotional recognition also have an effect on people’s behaviour at work. From the assessment, there is valid evidence on how emotion and personality contribute to effectiveness at workplace.
Introduction
Quite a number of studies have tabled both negative and positive gains of individuals’ physical, psychological, and social wellbeing in work settings. The benefits flow across an entire organization thereby advancing job satisfaction, reducing absenteeism and turnover and trimming down the incident rates. On the other hand, the greatest challenge in coming up with effective workplaces is the recurrently changing working environments. Individuals have tried to counter this challenge but have often failed. To do this, they must overcome hurdles that hinder these changes like human emotion and personality. In my analysis, voluminous information from a workplace contributed to more findings on the actual dynamics of change. The report opens a black box, laying emphasis on how people can diagnose their own emotional competencies and evaluate their behaviours. I tried my level best to answer the indispensable questions and came up with realistic ways on how efficient strategies are formulated to develop a successful workplace. From this report coming up with and sustaining an effective and proficient working environment is a concerted learning process. Its dynamics are reflective and none-linear. It is also interactive in the sense that people learn from insights to refine their performance.
Literature review
The current era has witnessed great scholarly attention to personality and emotions especially when it comes to their impact on effective performance of a leader (Weibler and Jurgen, 35). Interest in transformational behaviour required in leaders is greatly emphasised by scholars such as Avolio and Bruce on their theory of ‘Full range leadership’ (Bruce and Avolio, 215). This theory has three behavioural traits namely; transactional, none transactional and transformational traits. The traits describe behaviour in terms of effectiveness and activeness of an individual. Ineffective and passive individuals avoid leadership. The ability of a leader to engage in exchange processes with subordinates shows the transactional trait of an individual.
This behaviour involves rewarding excellent workers and punishing wrong subordinates. According to Avolio, this trait can be corrective as well as constructive. Corrective exchange involves acting in advance to prevent a mistake from occurring or correcting it after it has happened. Constructive exchanges, however, involves promising people rewards for better performances and fulfilling the promise once the achievements are made. A scholar named Podsakoff came up with seven conceptualizations of transformational behaviour. These aspects showed how leaders engage closely with followers to make them more productive. They include the ability to work within the future vision, manage group work, raise standards, challenge subordinate’s thinking, support subordinate’s needs, and set a good example (Podsakoff, MacKenzie, Philip, Organ and Scott, 272). Though leaders can portray either transactional, none transactional or formational behavioural traits, effective leaders portray transformational and contingent behaviour.
Emotion and individual behaviour
Emotional intelligence involves how different individuals solve and understand problems (Bruce and Avolio, 217). Its effect on transformational behaviour is that it makes leaders sensitive to followers hence they show empathy. It also creates a strong relationship between the leader and the followers. When it comes to personal and interpersonal behaviour, it is important for people to manage their emotions. Relations are developed by creating excitement and enthusiasm. It is, therefore, easy to analyse people’s behaviour and how they feel by examining how they relate with others. The ways in which people behave without speaking or moving and instead show authentic feelings affect their behaviour towards others. People who are always angry never socialise easily with others at work. They instead wear sad faces that scare people away from them. Some people are always affected emotionally by certain issues but lack the emotional intelligence which acts as a control. They, therefore, seem gloomy at work and have mood swings in offices making it hard for open communications or even team work. As a result, one’s ability to inspire and build competence depends on emotional intelligence.
Personality traits and individual behaviour
There is a well-known factor that can be utilised in assessing the effects of personality traits on individual’s behaviour (Brief and Arthur, 122). Transitional individuals are champions of change which has an effect in social values. They also use their emotions to communicate the mission and visions of the organisation to fellow workmen. Individuals with high positive affectivity derive pleasure from social relations hence eliciting positive behavioural change. Positive affectivity as a trait makes people believe that everything is possible. If one is able to recognise ones emotions then that ability will assist him in attending to the needs of individuals by choosing the best causes of action. Extraverted individuals have high emotional recognition. The effect of this is that it is easier to work in an environment where everyone understands each other’s feelings. It increases productivity of individuals because group work can be initiated to help build others. Very intelligent individuals without enough social skills are often viewed as ineffective in social maters. It is, therefore, important to have expressiveness together with personal effectiveness in order to create a better working condition.
Methodology of self-analysis
As an individual, this is a report on my behavioural assessment where I set some standards by myself. I had to satisfy some three criteria: one is that I chose three fellow staff at the office to rate my behaviour; the second is that they were to report to me for at least three months with their rating. Lastly, I had to complete the measure that assessed the variables in the study. I used a scale to measure my effectiveness which included both positive and negative effect. I used negative analyses because of purposes of valid assessment. Both scales contained five adjectives with negative and positive traits. I also used a non-verbal accuracy tool to analyse my emotion of fear, anger, happiness and sadness in twelve photographs of facial expressions. I gave this to the three fellow staff and I also had one for myself because I wanted an authentic the analyses. As for my behaviour, it was easy because I could identify them by myself from the way I did my work. I also went further and investigated how I related to people in the office. Setting time limits and trying to do my work within that given time also formed part of my assessment.
Results
I realised that emotional competencies and personality traits are closely related to transformational behaviour. My analysis was, therefore, closer to early findings of scholars and this was encouraging. I actually lacked transformational skills. Therefore, many people perceived that I was ungrateful and that I lacked empathy. My level of competency got an average rating just as I had thought and various factors contributed to this result. I never worked within the limited time provided and as a salesman at times I failed to reach the set number of clients that I was supposed to attend to. In most cases it was difficult to move on because I kept postponing my work just because I was late and I did not complete my work on time. It also came out clearly that I was always angry and hardly smiled. I knew I hardly smiled but I had never known it had an effect on my performance at work but this was subsequently another reason for average performance.
Recommended strategies
I came up with various strategies to solve these issues so as to create an effective workplace. Socializing was one of my strategies because I wanted to reach out to people, understand them and how they felt. In this process, it would be easier to share my worries with them hence making it easier to smile and avoid the angry face. This would result to more satisfied clients hence more sales. I also chose to attend some training workshops on controlling emotions at work and office manners. Concerning the lateness habit, I had to set mechanisms to ensure that I was always within the time frame. Time management strategy also helped in organising my work. When clients are attended to within the agreeable time, they build some trust and become loyal.
Raising high standards was my strategy against procrastination. I had to meet a certain minimum number of clients within a certain period and until that was completed I could not strike any deal with another client. This may have even created room for more clients. Planning as a strategy can aid in achieving the set goals and objectives to reach the company goal. Production is measured in terms of results. Therefore, poor planning can only lead to inefficiencies. Baring in mind that at times I never reached out to many clients, there was need to ask for help from colleagues hence teamwork became an essential pillar in the struggle to improve performance. Another way of improving performance was linking my goals to the company goals. I also worked on integrating the objectives to the business planning process of the organisation so that all my decision took the business into account. Open communication with the top-level managers and frequently evaluating outcome so that top level managers could be updated on my performance would keep me on toes. It would also help eliminate the fear that existed between me and the managers.
Conclusion
In conclusion, a workplace comprises of articulate human skills and behaviours that must conform to the standards and policies of an organization. This implies that people have to institutionalize their specific human traits in order to accommodate one another because a working environment incorporates people from different backgrounds and with varied behaviours. It is, therefore, imperative that people asses their characters in a bid to work smoothly at their workplaces.
Works Cited
Avolio, Bruce J, and Bruce J. Avolio. Full Range Leadership Development. Thousand Oaks, Calif: SAGE Publications, 2011. Print.
Brief, Arthur P. Attitudes in and Around Organizations. Thousand Oaks U. A.: Sage Publ, 2006. Print.
Organ, Dennis W, Scott B. MacKenzie, and Philip M. Podsakoff. Organizational Citizenship Behavior: It’s Nature, Antecedents, and Consequences. Thousand Oaks, Calif. U. A.: Sage, 2006. Print.
Weibler, Jürgen. New Perspectives on Leadership Research. Mering, Schwab: Hampp, R, 2008. Print.
I am a nurse and I work in the cardiology department of a large hospital. The department provides care both on an inpatient and outpatient basis. It has 12 beds to serve patients with diverse cardiologic disorders. The patients and adults with conditions of the heart, arteries, and veins, or cardiovascular diseases. There are 24 nurses and 18 people employed as ancillary personnel. In addition, there are two nurse managers.
During every shift, there are 6 nurses and 4 representatives of ancillary personnel. The department is located in the main building of the hospital and occupies the whole floor. Under the cardiology department, there is an emergency care unit. Such disposition allows providing patients who address emergency care and are likely to have cardiovascular problems with quick access to the department.
Achievement of AACN Standards
A healthy work environment is crucial for a nurse. Moreover, it is interconnected with clinical excellence and optimal patient outcomes, which are important factors in health care. To establish and sustain a healthy work environment, the American Association of Critical-Care Nurses (2016) developed standards that are expected to be followed by diverse hospital departments to achieve clinical excellence and, as a result, approach optimal patient outcomes.
These standards include skilled communication, true collaboration, effective decision making, appropriate staffing, meaningful recognition, and authentic leadership. The department where I work complies with the majority of the mentioned standards.
Skilled communication is as important for a professional nurse as proficiency in clinical skills (American Association of Critical-Care Nurses, 2016). In my department, effective communication is one of the core priorities for all health care professionals. Much of the work related to patient care is provided in teams because patients frequently have different comorbid conditions or other chronic diseases in addition to cardiovascular problems.
The issue of effective communication is resolved by regular educational interventions aimed at the improvement of interpersonal communication skills and increase in its efficiency. When graduate nurses come to work in this department, they are accompanied by tutors selected among experienced nurses who are skilled in professional communication and can provide training for new specialists thus empowering their cooperation in teams. Communication within the department as well as in the hospital, on the whole, is characterized by tolerance and respect, which are found among nurses, ancillary staff, and other participants of interprofessional teams.
These qualities are included in the nursing curriculum and their development is continued through the period of probation and training for new nurses. The hospital on the whole and the cardiology unit, in particular, meets the standard of skilled communication because both administrators and professionals of all levels do their best to achieve agreement between actions and words, which reduces the time necessary for discussions and decision-making.
Also, for the last five years, there were no cases of disruptive behavior among the nursing staff in the work setting. One of the proofs that the standard of skilled communication is achieved in the department is the high level of information sharing among health care teams, patients, and their families. This approach significantly reduces readmission rates, which is vital for patients with cardiovascular problems.
True collaboration is one of the standards that are difficult to achieve. It is a complicated process aimed at simplification of the procedures of decision making and joint communication (Morton, 2015). Nevertheless, this standard is effectively implemented in the cardiology department. True collaboration is closely related to work culture, which is developed during the existence of the department.
According to the American Association of Critical-Care Nurses (2016), true collaboration can be successful in case such aspects as trust, skilled communication, professional knowledge, shared responsibility, respect among colleagues, and fruitful coordination are considered. In the cardiology department, collaboration is provided within health care teams to identify patient goals and select appropriate interventions. Such collaboration is crucial for cardiology patients on the whole and those who need critical care in particular.
Effective decision-making is another standard that is vital for patient care because quick and correct decisions have a direct impact on patient outcomes. The standard demands that nurses should be “valued and committed partners in making policy, directing and evaluating clinical care, and leading organizational operations” (American Association of Critical-Care Nurses, 2016, p. 21). In the department under analysis, this standard is not achieved appropriately.
Although nurses are expected to be involved in the process of making decisions about patient care, many decisions are taken by physicians. For example, while the standard suggests that nurses participate in all levels of decision making, practice shows that nursing staff is mainly involved in care decisions and cardiologists make decisions about treatment as well as about tests and examinations necessary for diagnosing.
Nevertheless, there has been a significant improvement in this aspect, and nurses are gaining a more important role in effective decision making thus approaching this standard. New administrators are interested in integrating the standards in the daily routines of the department and contribute to an increase in the accountability of nurses for effective decision making. This integration becomes possible due to the incorporation of organizational values in diverse processes running at the healthcare facility including the process of decision making. It is likely that within the following years the principle of shared accountability will be achieved at full and nurses will be involved in all organizational decisions thus enlarging their sphere of influence.
Appropriate staffing is critical for any organization and for health care facilities in particular because ineffective staffing is likely to have a negative impact on patient safety and patient outcomes. On the whole, nurses are involved in diverse stages of the staffing process. More experienced nurse professionals usually become tutors for nurse graduates who want to work at the cardiology department and evaluate the readiness of a graduate for work.
Therefore, staffing in the department is likely to be effective because it allows assessing if nurses’ competencies are adequate to meet the needs of patients in the cardiology department. The staffing of the department can be considered adequate. During every shift, the nurse-to-patient ratio is 1:2, which is enough for the cardiology department where every patient may need emergency care.
Still, there is a general lack of nurse professionals to provide adequate scheduling and allow nurses to work shorter shifts to reduce the risk of fatigue and burnout thus contributing to better patient outcomes. Moreover, in case of illness of one or more staff members or when an employee leaves work, there are problems with providing shift staffing. At the same time, the hospital has an effective support service for nurses, which can be addressed in case a nurse has problems in the department. Also, if there is a need to use it over time, it is paid appropriately.
Meaningful recognition is one more standard to be discussed. It implies recognition of the contribution made by every individual to the process of care and the work of health care facilities on the whole. The provision of recognition demands the involvement of both hospital and department administration and leaders to develop the procedure of recognition. In the cardiology department under consideration, recognition is provided for both interprofessional teams and individuals.
The hospital has developed a recognition program, which provides health care professionals who contribute most to patient wellbeing with certain rewards. There are some alternatives that are selected by the appointed commission such as promotion, financial award, or provision of educational opportunities. For example, a nurse can be suggested to join a program to improve professional skills at the cost of a health care facility or be promoted to a managerial position.
Authentic leadership is the last standard on the list but it is frequently decisive for a healthy work environment. Nurse leaders are responsible for a variety of functions critical for the successful functioning of the department. For example, in the cardiology department, nurse leaders are expected to monitor staff behavior and work satisfaction not to allow burnout and achieve a high rate of retention. The nurse leader at the department follows the style of strategic leadership, which is commonly effective.
This person is aware of the department’s needs including the needs of patients and organizes its work to achieve both patient and staff satisfaction. at the same time, my supervisor is a charismatic leader, who manages to transform our values and the attitude to nursing as a profession. This person is engaged in what she does and is an effective motivator. Moreover, it should be mentioned that individual nurses also act as leaders in communication with patients and their families including the process of patient education. On the whole, nurse leaders in the work setting display mainly expert power, which is one of the most effective powers. Demonstration of expertise in the professional sphere provides nursing staff with both an example to follow and motivation to achieve excellence.
Summary Evaluation
To summarizing, it can be mentioned that my work setting is a generally healthy work environment. Still, it has both strengths and some areas to be improved. The major strength is that the cardiology department under analysis follows the majority of standards that are necessary for establishing and sustaining healthy work environments. Another strong point of the department is that it closely approaches the standards of skilled communication and true collaboration. One more strength is the attention of the department leaders to the issue of meaningful recognition, which allows keeping the nursing staff motivated. Finally, leadership styles such as strategic and charismatic, also make a strength of the department.
As for the areas that need improvement, they are the approach to decision making and staffing policies. Thus, effective decision-making as a standard needs more involvement of nurses in the process of making clinical decisions. Also, it is important to evaluate the staffing policies and provide the department with enough qualified employees able to perform their professional duties. Still, the environment of the work setting is healthy and contributes to both professional growth and motivation to constant self-development and continuous education of nurse professionals. It is achieved due to approaching the accepted standards that are leading to excellence in patient care.
References
American Association of Critical-Care Nurses. (2016). AACN standards for establishing and sustaining healthy work environments. A journey to excellence (2 nds. ed.). Aliso Viejo, CA: American Association of Critical-Care Nurses.