Nurse Reg Regulations and Guidelines in Nursing

Nurse Reg Regulations and Guidelines in nursing The CMS-implemented Pay-for-Performance initiatives are designed to incentivize greater quality of care by all medical practitioners for all recipients of Medicare/Medicaid services (Fenter & Lewis, 2008). The fee-for-service model that the CMS still employs on a wide basis incentivizes a lower quality of care that leads to or includes more services, which has direct detrimental effects for patients and increases the cost burden on the Medicare and Medicaid programs and thus on the federal budget and on taxpayers (Fenter & Lewis, 2008).

The Joint Commission on Accreditation of Health Organizations' Core Measures are a set of guidelines meant to modernize and standardize the processes and criteria of accreditation and ongoing measurement and quality assurance at health organizations (JCAHO, 2011). These standards are also related to care, but involve licensing and accreditation rather than payment and thus work as different incentives (JCAHO, 2011). As a nursing leader/manager, one of the greatest challenges in achieving the JCAHOCore Measures is the need for full organizational compliance and administrative support for the necessary quality initiatives (JCAHO, 2011).

These mandates are not things that individual nurses can achieve without collaboration and cooperation with hospital and nursing administration, and this can be very difficult to achieve due to initial cost increases that are perceived as paramount concerns for many individuals in these positions. While individual nurses can improve their own task performance and care provision to some degree, with limited resources and frequent staff shortages meeting the exact guidelines is simply not possible at all times.

Many different leadership styles or theories could be employed to bring about the changes necessary to meet these initiatives and guidelines, however transformational leadership stands out as a uniquely qualified and likely very effective means of reaching the goals and objectives of improved care.

This leadership style is typified by the personal as well as the pragmatic effectiveness and influence of the leader; through genuine caring and positive energy the transformational leader is able to increase morale, inspire confidence, and help others make positive choices and changes in keeping with clearly identified objectives and goals.

This is on type of leadership that has been proven effective in any organization that is attempting to implement changes, and given the ongoing changes that are necessary in healthcare organizations in order to not only initially meet but to properly maintain adherence to guidelines and regulations and transformational leader would be especially apt. In order to combat the problem of administrative heel-dragging and lead to a better acquisition and outlay of.