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¶ … Nursing Shortage on Nurse Retention and Patient Care Delivery
The work of Gess, Manojlovich, and Warner (2008) entitled "An Evidence-Based Protocol for Nurse Retention" reports that turnover of nursing staff creates a "dysfunctional human resource issue" due to the loss of nursing staff that the organization prefers to retain in their employment. Turnover of nursing staff results in negative results when this turnover occurs at rates that are high and also results in continuing of care reduction, reduction in productivity and risk increases for both patients and nursing staff. The nursing shortage is an ongoing problem that is exacerbated since the shortage is not the real problem causing staff to leave the nursing profession. It is becoming increasingly challenging to replace nursing staff. The reported turnover rate stated in the work of Gess, Manojlovich, and Warner (2008) is approximately "15% to 36%" annually.
The economic costs of turnover of nurses are reported as being "4 to 5 times higher than what hospitals typically calculate." (Gess, Manojlovich, and Warner, 2008) In addition, the report states "...hidden, indirect costs…account for 79% of losses including a 4% loss during predeparture, a 15% loss while the position is vacant and an 81% loss while the new hire reaches a productive level." (Gess, Manojlovich, and Warner, 2008) Nursing leadership is reported as being "accountable for ensuring that appropriate...
In order to ensure this nursing leaders and human resources in addition to other administrators must work collaboratively to retain nursing staff. Gess, Manojlovich, and Warner report that the focus of interventions on retaining nursing staff is a cost-effective method of negating the rates of turnover of nursing staff and that evidence-based strategies are promising and may potentially "generate immediate results." (2008) In order to implement the protocol for evaluation stated in the work of Gess, Manojlovich, and Warner it is necessary to conduct a baseline assessment using tools for evaluation toward making a determination of what does and does not work in retaining nursing staff. Nursing productivity is reported as being derived primarily from autonomy in the nursing practice. Recognition is also fundamental to professional development and can be utilized in various forms both tangible and intangible. Communication and openness to feedback is cited as well as important in retaining nursing staff. (Gess, Manojlovich, and Warner, 2008, paraphrased)
Article Two
The work of Kotzer and Arellana (2008) entitled "Defining an Evidence-Based Work Environment for Nursing in the U.S.A." report a study that sought to provide a description and comparison of the perceptions of nursing staff o f their work environment both in reality…
Bibliography
Kotzer, Anne Marie and Arellana, Kerry (2008) Defining and Evidence -- Based Work Environment for Nursing in the U.S.A. Journal of Clinical Nursing. Workforce Issues.
Gess, Ericka, Manojlovich, Milisa and Warner, Sharon (2008) An Evidence-Based Protocol for Nurse Retention. Journal of Nursing Administration. Vol.38(10). Oct 2008.
Nurse-to-Patient Ratios in Illinois The Facts For many years the ongoing nursing shortage has required nurses to work longer hours and care for more patients, causing many of them to make fatal and near-fatal mistakes on the job that could have otherwise been avoided. Illinois has attempted to remedy this situation by enacting The Nurse Staffing by Patient Acuity Law on August 24, 2007 ("The Nurse Staffing by Patient Acuity Law," 2012).
The survey population included hospital administrators and physicians as well as registered and practicing nurses, and as such it provides a comprehensive view of this issue. The research was also able to not certain key differences in perception amongst these groups as to thee likely effects of an ongoing nursing shortage, including some major differences in perception between nurses and hospital administrators, and it is suggested that this will
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