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Employers take a lot of time and resources formulating methods to make the employees realize organizational objectives. Similarly, employees always want to impress their employers by generating quality and timely results. Organizations focus in creating and implementing strategies that foster employee relations, which in return, contributes to work environment that meets the ever-changing consumer needs (Peltier and Dahl, 2009). The article provides a number of strategic ways that any hospital management can use to develop a better relationship with the nursing staff.
Similarly, the article reliably cites past studies on employee relations to back up its major arguments. For Instance, it states that is practical enough for a nurse who is satisfied with her working environment to increase her performance, and consequently, her overall productivity. Furthermore, the article argues for a more human relationship between the staffing nurses and their superiors if at all a hospital wishes to fully satisfy its patients (Cara, Nyberg, and Brousseau, 2008).
Furthermore, the article also puts into focus the existence of bureaucracy in health care organizations, and goes ahead to offer a solution that unites the patients, nursing staff, and the management team. However, a weakness is evident in the fact that caring is costly, time consuming and inapplicable in situations where the supply of nurses is scarce thus rendering a number of the suggested strategies ineffective (Cara, Nyberg, and Brousseau, 2008).
All the strategic suggestions mentioned are effective as they recognize the conception of a caring work setting that is, according to earlier studies, an essential tool of worker motivation. To establish a relationship that shows the management is mindful, a study of the difference between nurse-management and nurse-patient relationships with the latter seen as a more important one, is imperative.
Owing to the ghost of bureaucracy, nursing staff will always find themselves entrapped between their employers and the patients. The article presents an effective way of integrating this kind of bureaucracy and care hence creating an environment that is tension free, which further increase productivity. Lastly, errors have been known to decline as one learns how to work with experience and effectiveness. This can be learnt if the management encourages the nurses to work in teams and to seek mentorship from experienced staff members (Peltier and Dahl, 2009).
In an alternative strategy not mentioned above, any workforce will always want to be associated with employers who listen to its views. In developing a strategy that results in a healthy employer-employee relationship, employers will at times try to find a way obtaining these views. They do so by, for example, conducting internal opinion polls using various methods of data collection. Specially designed questionnaire can be distributed by management to the nursing staff to collect information on general hospital environment and their views on management policies. Upon data analysis and evaluation, the management can adjust accordingly to suit those views that are likely to improve health care provisions in the institution in question (Freed, 1999).
Aestheticians are a special group of nurses trained to work during emergencies and surgeries. Because they work in dangerous environments that are prone to tension, the strategies should be adjusted to enhance their applicability. Therefore, they are taught how to endure and take risks in order to save patients’ life. Since they work under supervision, they should be encouraged to take their superiors as mentors who guide them through strenuous procedures thereby creating a versatile work team.
References
Cara, C. M., & Nyberg, J. J. & Brousseau, S. (2011). Fostering the Coexistence of Caring Philosophy and Economics in Today’s Health Care System. Nursing Administration Quarterly, 35(1), 6-14.
Freed, D. H. (1999). Fifty-two effective, inexpensive ways to reward and recognize hospital employees. The Health Care Manager, 18(1), 20-8.
Peltier, J., & Dahl, A. (2009). The Relationship between Employee satisfaction and Hospital Patient Experiences. Whitewater: University of Wisconsin.
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