Nursing Administration Staffing Research Proposal

Excerpt from Research Proposal :

Nursing Administration-Staffing

A strategy for recruiting nurses for the acute care units

The effect of the nursing shortage crisis combined with higher patient acuity has become a crucial concern for the nursing management team. This relates largely to the balancing patient needs with staffing needs. Nurse executives at hospitals contribute to the shortage of women having numerous opportunities outside the health care industry and to inadequate compensation for work done. However, diverse recruitment strategies can be employed to help in reversing this pattern. Local initiatives may include collaborating with nursing schools as primary sites for clinical rotations, offering referral bonuses, and establishing residency programs. It also includes hiring new graduate nurses, encouraging the nurses to visit high schools to boost students' interest in the field, and encouraging more males to join the field. Internal strategies include paying acute care nurse premium dollars for working additional hours, giving annual bonuses associated with employment longevity, providing scholarship programs for nurses and tuition reimbursement (Hamlin, Davie, & Richardson-Tench, 2009).

Job description for a staff nurses in the acute care units

Area of Focus: Clinical Care

Competencies Responsibilities in an Acute Care:

-Critical thinking skills

-Clinical competence in caring for patients, knowledgeable about disease processes and can identify symptoms of complications.

-Skilled in the psycho-social evaluation of patients and their families

-Effective in identification of the need for consultation services of Advanced Practices Nurses and other allied health providers

-Knowledgeable about pharmacological therapies and drug interactions

-Able to integrate care of multiple disciplines to achieve highest outcomes


Oversees and performs the gathering of holistic evaluation and the implementation and development of a care plan

Oversees patient care management

Conduct daily evaluation of the patient population

Rounds with clinicians frequently to discuss the progress of patients

Offer direct care to complex patients when necessary

Conducts patients' follow up through unit settings and care needs of nurses

Directs or calls clinical staff to call specialists or consultants

Troubleshooting complex issues in patient care, documenting findings, and progress in patient's medical records

Offers briefings to new staff members and conducts reviews of the pertinent data for care provision

Ensures family and patient preparation for care across the continuum

Open-ended questions for interviewing candidates to work as staff nurses

Standard Nursing Interview Questions

1. How would you describe your skills as a team player?

2. How will you deal with difficult doctors?

3. How will you deal with difficult patients and/or their families?

4. How will you handle unexpected circumstances, such as being short staffed and having to perform a treatment you have not done previously?

5. What are nurses' biggest challenges?

6. What are your plans for future growth?

Behavioral Questions

1. Provide an illustration of a situation where you were required to resolve a conflict with an uncooperative patient while providing care. What did you do?

2. Give an example of when you had to address a problem arising while there was so other medical staff

3. Have you ever been in a situation where you had to demonstrate a solid ethical attitude at work, regardless of the pressure to do the reverse, weaken your ethics and integrity stance?

4. Illustrate a stressful situation whereby you were required to stay calm while managing to calm families and their patients

5. Have you ever had to explain any medical issues to an individual who never spoke your language or did not understand medical terms? Explain

6. Have you ever been in a situation where you did not get along with one of your colleagues? How did you address sit and what were the results?

7. Have you ever been in a situation where your shift had ended and while winding up, a new patient arrived and needed your critical care? How did you address it?

8. What will you do in a case where a patient severely needs some medical care, under stress, or intense pain, and you have to offer care? What steps will you take to relax the patient?

Retention strategy

The hospital will implement magnet features to help in retaining nurses presently practicing in the acute care department. For example, the work environment will be fashioned in accordance with magnet features, which offer access to supporting infrastructures to empower the role of nurses. Eliminating stringent rules, fostering a work environment that supports professional accountability, and allowing nurses the flexibility to make a professional judgment in solving patient issues will encourage an autonomous practice atmosphere. Shared governance and participatory management models are two strategies of constructive ways to ensure formal power is spread to support the autonomous work teams and enable nurses to have control over their work environments (Hamlin, Davie, & Richardson-Tench, 2009).

In addition, organizational efforts that enhance access to information, opportunity, and resources can also empower staff and increase the level of job fulfillment around nurses. Giving access to opportunity structures could be achieved by offering progression positions for nurses, providing nurses with additional responsibilities, which challenge their creative energies and implementing clinical ladders. The practice of incorporating nurses into unit committees and the wide task force within the hospital covering all the managerial levels and other departments is important. It gives them the extra obligations and opportunities for acquiring new skills. An alternative way that nurse mentors can reward acute care nurses is by encouraging relationships outside the hospital. This is possible by financially supporting for them to participate in community organizations and attending professional conferences (Brown, 2012).

Access to better and more information for nurses will be achieved through informal and formal communication channels among the management team and the nurses. Intermittent staff meetings scheduled with the nursing managerial teams will guarantee a regular exchange of information; supervisors who offer information build a foundation of trust and collaboration. In addition, participatory management strategies have the possibility to expand correspondence between nurses and managers. Guaranteeing access to resources is a critical point in expanding job satisfaction and empowering nurses. This can take the manifestation of participatory management, in which acute care nurses can affect the decision making process of action of securing both equipment and supplies and extra support services (Brown, 2012).

Maintaining the supremacy of the nurse-patient relationship is an essential method in the effort to retain nurses in the acute care hospital setting. Although it is challenging to implement because of today's cost conscious healthcare atmosphere, sufficient staffing of nurses is important in determining the esteem and determination. The quality care they give to patients has an effect in organizational results (Dickson & Flynn, 2008). In any case, this system requires the business astuteness of the nurse manager for it to be executed viably. Moreover, getting satisfactory supplies for acute care nurses for them to do their job competently is an alternative essential aspect of the retention strategy. With financial limitations confining the available for resources and supplies, nurse managers must adopt their practical and innovative strategies.

Mentoring program for newly employed nurses

The aim of mentoring programs is to facilitate the transition of a new nurse to professional practice. Mentoring plays a crucial role in the orientation of a new nurse in the acute care department. Graduate nurses are always placed a mentor in the clinical setting. Mentoring is a source of additional resource for nursing graduates in the clinical environment.

In most cases, when nurses enter the workforce, they will be individually paired with a senior nurse (preceptor) in the department. The role of the preceptor will be to teach procedures and policies, act as a teacher, and oversee skills. The new nurse will depend on the preceptor for instruction and guidance and goes to the preceptor with concerns and questions. Therefore, this is a great asset for the new nurse. New nurses experience difficulties as it is not easy to communicate to the preceptor about complaints or a co-worker in the department; such little things can result in frustration forcing the new nurse to leave (Dickson & Flynn, 2008).

The goal of the nurse-mentoring program will be to maintain the new graduate nurses at the hospital a long time and provide them the necessary support to achieve this goal. The first thing the hospital will do is define mentorship based on the program. In this case, a mentor will be defined as a collaborative partner who will be a motivator and role model, providing support, inspiration, enthusiasm, and nurturing in a non-structured learning setting. The mentor will offer a safe, friendly, non-judgmental and a creative environment for the new nurse (Huston, 2014). The hospital will conduct surveys from which it will select the appropriate nurse mentors. In the surveys, the nurses will be chosen based on how they reflect with the definition of a mentor.

The mentoring program will supplement the clinical orientation. It provides an approach to help the new nurses as they transition and adjust from the graduate nurse to the Acute Care Nurse (ACN) role. The clinical educator will assign a preceptor for a one-on-one orientation on the employee's unit. The new…

Sources Used in Document:


Brown, M. (2012). Nursing management: Issues and ideas. Gaithersburg, Md: Aspen Publishers.

Huston, C.J. (2014). Professional issues in nursing: Challenges & opportunities. Baltimore, MD: Wolters Kluwer Health/Lippincott Williams & Wilkins.

Dickson, G.L., & Flynn, L. (2008). Nursing policy research: Turning evidence-based research into health policy. New York: Springer Pub. Co.

Marquis, B.L., & Huston, C.J. (2009). Leadership roles and management functions in nursing: Theory and application. Philadelphia: Wolters Kluwer Health/Lippincott Williams & Wilkins.

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