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Resistance: Part II
Published in Alan Bleakley, Medical Education, Politics and Social Justice, 2020
If there is a will-to-stability, including a shared cognitive model, across teams, how do such teams cope with unexpected and unusual events? The coronavirus pandemic has thrown up a particular issue for healthcare. As healthcare organizations are placed under unusual pressures, habitual practices, structures and rhythms of work have been constantly disrupted through high levels of sickness and turnover. Here, you might expect that teamwork specialists would look to engagement with process models of flow, liquidity or fluidity that stress adaptation above cohesion. Scott Tannenbaum and Eduardo Salas are amongst the foremost team researchers in the USA. In “Managing Teamwork in the Face of Pandemic: Evidence-Based Tips”, Tannenbaum and colleagues (2020) also show an instrumental bent in considering how teams might adapt to extraordinary challenges where the title advertises “tips” (rather than, say, strategies). Again, the semiotic frame is telling.
What Promotes Joy
Published in Eve Shapiro, Joy in Medicine?, 2020
Our turnover rate is different in different areas of the health system and it varies among different age cohorts. We are able to attract people. Our first-year turnover is significantly lower than in the rest of healthcare. And we’re slightly lower when benchmarked against other health systems. There are probably different types of roles that turn more quickly than other types of roles, or locations or departments. Some of this is good turnover because people are going back to school or doing more. I would say our voluntary turnover—where people are irritated and leave saying, “I don’t like this place”—is quite low. But we usually measure all-cause turnover.
What Is Burnout: “The Disillusioned Physician Syndrome”
Published in George Mayzell, The Resilient Healthcare Organization, 2020
Burnout may not be obvious in an organization. If the organization is not looking for it or measuring it directly, the symptomatology may be indirect and perhaps even subtle. Things such as absenteeism, healthcare errors, staff turnover, the inability to fill new roles, physicians’ bad behaviors, and many others may be core indicators. These indirect signs of physician burnout can be a result of the stresses, cynicism, and frustration that go with burnout. In this day and age, it is critical that each organization measure burnout on a regular basis using one of the recognized tools. It should be part of the CEO- and board-level dashboards. More on that later. From an organizational level, mitigating physician burnout can be a huge differentiator in an organization’s ultimate success or failure. A more engaged physician and medical staff have positive financial implications as well as safety indications to the organization (see Figure 2.2).
Caring Knowledge as a Strategy to Mitigate Violence against Nurses: A Discussion Paper
Published in Issues in Mental Health Nursing, 2023
Sara Brune, Laura Killam, Pilar Camargo-Plazas
Violence in the healthcare setting also contributes to increased intent to leave a current job or the nursing profession altogether (Lanctôt & Guay, 2014; Najafi et al., 2018). Nursing turnover rates in Canada are estimated to be around 20%, or 1 in 5 nurses leaving their jobs annually (Duffield et al., 2014; O’Brien-Pallas et al., 2010). The recent COVID-19 pandemic further exacerbated this issue, with data from the International Council of Nurses (ICN) reporting that 36% of the nursing workforce has intentions to leave their current setting (ICN, 2021). There is a high cost to train and replace nursing staff; with the direct cost to replace one bedside Registered Nurse position estimated to range between $37,700 and $58,400 (Nursing Solutions Inc, 2016). Indirect costs associated with nurse turnover are estimated to be much higher and pertain to costs associated with training, termination, and increased tension among staff (Roche et al., 2015). It is not feasible for organizations to allow workplace violence to continue to perpetuate nurse turnover.
Swedish occupational therapists’ considerations for leaving their profession: Outcomes from a national survey
Published in Scandinavian Journal of Occupational Therapy, 2022
In Sweden [1], approximately 1.2 million people, representing one-quarter of the national workforce are employed in the welfare sector. The need for care and rehabilitation is predicted to increase over the next decade due to the increasing number of children and elderly, while the number of people of working age is expected to increase more slowly. The demand for care and rehabilitation efforts due to the COVID-19 pandemic has also increased in the past year [2,3]. In the healthcare sector, the demand for professionals is one of the main challenges to meeting these increasing needs [4,5]. Governments in many western countries face a shortage of skilled healthcare staff [5,6]. Therefore, the ability of the sector to retain its existing workforce is particularly important [2]. Additionally, the employee turnover is both costly for the organization, and affects patients through reductions in the quality and continuity of healthcare and rehabilitation services [7]. Exploring why healthcare professionals intend to leave their profession is therefore important.
Senior healthcare leaders: Exploring the relationship between the rates of job satisfaction and person-job value congruence
Published in International Journal of Healthcare Management, 2021
Acute care hospitals and the role of senior healthcare leaders have been in a constant state of change due to governmental regulations and policies. Senior healthcare leaders, who are tasked with serving as change agents and leaders in acute care hospitals, are facing these new challenges but struggling with high levels of uncertainty. This researcher personally experienced these difficulties working in the field of healthcare as a senior healthcare leader and knows first-hand the pressures and uncertainties that surround the constantly changing healthcare environment in acute care hospitals. These challenges may be responsible for the high rates of turnover and lower rates of job satisfaction experienced by senior healthcare leaders at acute care hospitals which are preventing positive lasting change to healthcare organizations, and negatively impacting financial performance and patient care related to the healthcare industry.