In line with the practice of healthcare professionals on their field, they experience a lot of stress which oftentimes make the situation unbearable. This result into employees quitting from their jobs. Practically, some of the major reasons why employess quit are stress, dissatisfaction, work load and poor communication. A careful understanding of these variables is suggested among helathcare employers so that they can motivate their workforce to perform better and to prevent them from quitting their jobs. A signifcant review of related literature is also presented to be able to provide more insights on the topic. These researches show that there are a number of strategies which can be enforced by healthcare organizations in rder to retain their wirkforce. Some of the measures which were mentioned include developing both the career and personal life of the employees which basically referes to the compensation and benefits to reward notable performance of the employees. The employer should also constatntly remind their employees that there is room for promiotion and advancement so that they will be inspired to perform beter. Furthermore, the employees should play their part as well. They must be able to address to the management all their concerns and all the problems that they experience so that this problems will be given immediate attention by the authorities concerned. Certain exercises to practice this include open dialogus among all parties which are concerned, suggestions, feedback forms, message boards. More importantly, to potentially lower the rate of employees quitting from healthcare orgazniation, employers must ensure that they cope up properly with the changes of time and adapt their practices in accordnace with these changes. In the same way, the employees must be also able to provide and satisfy the demands of the orgaznaition.
AIMS AND OBJECTIVES
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The primary aim of this paper is to be able to provide valuable insights on factors which affect the quitting of employees working in healthcare organizations. More than that, this study also hopes to enlighten the healthcare organizations in their perspectives regarding how they should be able to deal with the turn-overs of employees. Through a review of the related literature, the researcher hopes that questions regarding how much the employers value their employees, if they have a scheme designed to reduce the rate of employees who quit, if they have been distributing work fairly accross all departments, and others will be understood on the perspective of the employers. It is also important to ask if they do have fun during their break becasue this might be just on eof the valuable factors on why they consider quitting the healthcare organization rather than staying. It is expected that at the end of this paper, though all the aspects which have been studied and information gathered, the healthcare organziations will have insights on how they can be able to reatin their employees and make their employees appreciate their works the more so that they won't even consider quitting or leaving their jobs.
BACKGROUND OF THE STUDY
Eversince, much has been alreday known especially among Human Resources practitioners on how they can reduc ethe number of turn overs and the numbers of employees who quit. Numerous stpes were undertaken, but still the number of those quitting their jobs in healthcare organization is still at a high rate. This paper will be more significant because some of the information prsented were experienced first hand by the researcher.
For the eyars which passed, the researcher has been working in various hospital units during extra hours. Though this, there ia already a little known background regarding the topic as based on the researcher's experiences and observations while being involved in the operation of a healthcare organization. The same stress experienced by the regular employees in the hospital has been experienced, including demands and requests from patients confined. As observed, there are many healthcare workers who struggl efor their daily survival at work trying to handle all the pressure which was teuired from their work. Various characteristic sof employees are also obsrved. Among these characteristic sinclude being confused, indecisive, overwhelmed, nervous, and anxious among others. These mixed states or conditions of their minds often made them feel that they want to leave their jobs in their respective health care organizations. Aside from these issues, it can also be observed that healthcare workers have other sentiments related to their jobs such as that they do not feel valued primarily because their contract for work is often indefinite.
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Based on this experiences, the reasercher has been motivated to conduct athorough analaysis of the topicand to provide helpful solutions at the end of the paper. This paper will help healthcare organziations to potentially increase retention rate of employees, minimize number of employees quitting.
METHODOLOGY AND DESIGN
To be able to succesfuilly carry out the answers on the topic, the researcher is dedicated towards the use of secondary data to be able to back up primary assumptions and to strenthen the insights of the writer. Through a thorough analysis of secondary data sources such as books, scholarly articles, and academic journals, the reaseracher expects to find answers and enlightenment on this issue. Moreover, personal insights will also be provided by the reseracher as such instances and examples have also been experienced in the previous years. The data collected for this research has been existent already for a long time and practiced in the industry of health care as well. Interviews are also conducted to be able to gain enough understanding. The researcher took the liberty to interview those people involve din this industry to knowtheir insights as well and to have real life applications and answers rather than just basing it on theories written on the books.
After careful analysis of the researcher's experiences and the concepts presented on this case, it is safe to say that there are really certain measures which should be imposed byhealthcare organizations. Through this, they might be bale to strengthen their rate of retention and dramatically lower the rate of turn overs and employees who are quitting from their jobs.
RELEVANCE TO CLINICAL PRACTICE
This paper is indeed very relevant to clinical practice because it gives the reasercher the ability to be able to transcribe the root cause of the problem and to potentially suggest measures which can eradicate such things. The study is important because it will make the reeasercher understand why his experiences in healthcare organizations are like that and so that the researcher will understand that these experiences can be converted depending on how the manager reacts on their steps to lower th enumber of employees who quit.
KEYWORDS: Healthcare employees, healthcare employers, healthcare organizations, retention
As stated on the earlier part of this paper, it can be noticed that among healthcare organizations many healthcare workers are elaving their posts to look for a job in which they find more satosfaction. This is quite alarming among healthcare employers because that only means that they are not functioning well or that the organization does not function effectively at all. Human resource practice splay a major role on this key issue. If the Human Resource Departmenet is providing enough inspuration and motivation for its workforce, it mens that there is no need for them to quit from the ehalthcare organizations.sadly, what has been happening is that they keep on quitting and leaving which only means that they were not motivated enough by their employers that's why they got tired oftheir works and finally decided to leave to pursue an entirely different path.
With the studies from different authors presented below, it is expected that more of the topic will be learned and more insights will be gained. Practical examples are also of big help because they dind every one a mental picture of what really has been happening.
According to Conner and Ulrich (1999), the people from the Human Resouce are the ones who are faced with the toughest challenge. This challenge has been identified as the ability to manage organizational change which is often a risky one. There is no industry perhaps that needs rapid change other than healthcare industry (Lowery 1997). This only goes to show that Human Resource from healthcare industry should be extra fast in their operation becasue it must be dynamic and can be easily adapted with time.
In a case study conducted by Anson (2000), in a New York Hospital, the Human Resource played a great role in the performance of different function such as tranfomation of corporate or organizational culture and promotion of various strategies which can enhance the rate of employee retention. In one of this study's strategies, it was pointed out that the support of other employees is very important in achieving organizational change. This enables achievement of worker's personal goals through the achievement of goals that are patient-centred and to continue in in giving employees development in their careers. On this same study, it was suggested that proactive and interactive communication is a must. This method promotes collaboration which is very important in the healthcare industry. It was also noted that providing options and support to employees is also a factor in employee retention. It helps to have employee interaction on a regular basis to give them options. It was also noted that it's a must to invest in employee development. With this studies, it only goes to show that it is very important that we build a srong foundation to build a stronger structure, with employees staying rather than quitting and leaving.
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In a study conducted by Zarowin (2001), he examined the ways on how to keep the best employees for the coming century and to re-model the corporate benefits to be able to meet the need of the new workforce. The first way according to Zarowin, is the crafting of new package dividends. These packages are benefits more enriched with programs tailored-fit to an individual's needs. While the study did not specifically measure the pay back it was reported that year after year absenteeism and turnover rates were lowered. Another note that was emphasized is family-support packages especially with female workers with dependents. Based on the study, this kind of programs often creates an affirmative response from workers in continuing their tenure in the healthcare organization where they belong. The third note emphasized by Zarowin is the adapting non-traditional work schedules such as flexitime schedules, part-time contracts, job sharing and others. Finally, he emphasized that employers need to focus on the importance of communication in the workplace.
In a study by Lewandowski (2003), she noted that organizational factors affect workers' frustrations and to some extent, burnt outs. To address these concerns, she recommended empowerment strategies for management of the workforce. Supervisors can engage with a dialogue with their staff to suggest improvements that can help in decreasing frustrations in the workplace. These discussions could include but not limit to both work conditions and ways in how to improve services. Strategies that serve client empowerment could have the benefit of providing the workers with a rewarding work environment. Working towards the organizational change with the clients, according to Lewandowski, is a more potent antidote to the sense of isolation and powerlessness experienced by workers.
In the article of Abbasi and Hollman (2000), they examined the cause of turnover in the workplace. Among the causes that they noted are the hiring processes, managerial style, lack of employee recognition, lack of competitive compensation system, and toxic workplace environment. With these mentioned causes, they noted recommendations to address the same. First, the employers should provide strong leadership in an environment with a runway pace, change is constant and uncertainty is never ending. Managers should be required of ingenuity and strategic wisdom to a greater degree in managing the workforce. They must always keep in mind that the employees are the major contributors in the efficient achievement of an organization's goals. Hiring and training the right people is very important, as well as adapting managerial styles that are appropriate for today's workers. Employee recognition should also be practiced as well as compensating superior performances and creating a non-toxic and productive working environment.
Denton (1992) wrote an article about how Federal Express keeps the loyalty of their employers. Based on the article, one of the company's key is the advancements after hiring. Career advancement of employees is enforced, as well as incentive programs that help their people to become motivated. Acknowledgment of employees' efforts is also practiced which is essential, according to the officers of Federal Express, in keeping the employees satisfied with their work. The company is also open in the suggestions of their employees and in fact gives awards to the best suggestions. Another key for the employee retention is the open communication between employers and employees. They use various kinds of techniques such as message boards and feedback forms. According to Denton (1992), Federal Express' ways in retaining employees are worth emphasizing; however, these are not the only ones. Their strategies may not be appropriate for all organizations, but one main point is universal. If organizations want to keep their employees, it must think of comprehensive ways on how to keep the employees fit and involved in the workplace so that they will not quit.
According to Risher and Stopper (2002), successful organizations understand the dimensions of commitment in retaining its workforce. These organizations promote a sense of inclusion and camaraderie in all workers; membership and pride that include the use of language and rituals; security and fairness; fulfilment and growth; and economic interdependence.
Langan (2002) states that to address the issue of retention, employers are opting to adapt the new employee incentive system. Employers find that in combining traditional salary and additional benefits package and other highly desirable benefits of employment, they are able to attract and retain employees. In some employment settings, employees are offered with such conveniences.
As Wiggins (1998), wrote in his article, "On Keeping Good Employees", he enumerated pointers for the subject matter: discover the things that the employee don't like and get rid of these as many as possible; give emotional rewards generously for good works; compensate them properly; clam on the silver handcuffs; be as flexible as possible; remove the abusive people fast; promote only the best employees; try to talk them out of quitting.
As explined earlier, the methodology which will be applied is the collection of secondary data which includes books, scholarly articles, and academic journals. These scholastic publications will contain topics, issues, and various cases which could demonstrate the issue better and which could possibly provide a better solution to the existing problem. Aside from the secondary data collection, the researcher also wishes to personally interview people regarding this issue. Data collection will be done in a specified period so that the researcher will be motivated to finish the study at the earlier agreed date. Lastly, it can be seen that the traits which are needed for you not to quit, these characteristics are already more often that that inherent uponeveryone. The problem is that we are not motivated enough to harness these things.
After conducting the study, it is already clear in the mind of the researcher that healthcare emploeyers must be able to cope up with the changing demands of time and develop certain strategies with new steps target the continually getting high numbers of employees who quit. Upon examination of data, the researcher finds out that all employers can indeed serve a big part of the inspiration of the whole labor force. It is important that one has an amiable immediate supervisor because in one way or another it will help him increase morale,be motivated, and therefore junk the idea they would want to quit from the ehlathcare industries in which they are part of.
To summarize the presented literatures, it can be noted that various strategies can be formulated in the retention of the employees. Though most of the presented cases are not in the healthcare environment, the point is still the same and can be adapted to such.
The most common strategy is the development of an employee, both career and personal. This strategy involves ensuring that the compensation and benefits are well addressed and that exemplary performances are recognized and rewarded. This also includes the entitlement of employees in career growth and promotion. Employees must be aware that their organization recognizes an employee's exceeding performance of the required work standard. The second strategy is open communication. Employers should be willing to hear the viewpoints of its workforce. On the other hand, employees should also be open in addressing their concerns to the management. Various techniques can be used to exercise this strategy. Among these are open dialogues, suggestion and feedback forms and message boards.Lastly, the organization must ensure that they are hiring the right people, both managers and employees. Managers should be able to adapt strategically to the face of the 21st century workforce. Likewise, employees should be able to meet the demands of their organizations in performing well to achieve the organizations goals.
Thre reseracher, though this paper, concludes that one of the reasons why healthcare personnels quit their jobs is that they are stressed and dissatsfied by the very nature of their job. Workload and poor comunication within their group must have also led to this instant. It is recommended that healthcare managers should understand these factors and talk about their staff about it to prevent them from quitting. It is also important that healthcare organizations develop and improve their practices in managing employee relations for a better and quality healthcare provided to patients. Though employee retention can account for a greater responsibility, it is aimed in implementing a quality healthcare. Healthcare managers should support the employees when they feel somehow discontented with their jobs. They should do mentoring sessions regarding work overload, stress, job ambiguity, and the way it triggers the employees' psychological states. These managers have control over these factors that tend to drive the healthcare employees to quit. It is also important for each hospital units to take into high-priority the employer-employee relationship. Letting the employees know that they are valued is one of the best way in opening the doors of communication. Recognition of an exceptional performance is also encouraged. A simple tap on the back is a great encouragement and can really reduce work stress.
Healthcare managers must continually monitor both extrinsic and intrinsic sources of job satisfaction available to employees. External benefits are extrinsic sources of job satisfaction- these sources are provided by the organizations to professionals. This includes flexible schedule, competitive pay and continual education. To reduce employees' intention to quit, it is also imperative for healthcare managers to actively monitor workloads, and monitor relationships in order to reduce stress and to manage it. Furthermore, the secret to reduce employee intention to quit is through monitoring both the extrinsic and intrinsic sources of job satisfaction available to healthcare employees.
A healthcare organization that has good employees' retention policies, is able to reduce the employees intention to quit, and subsequent turnover, thereby saving organizations the considerable financial cost and effort involved in the recruitment, use of vicars, induction and training of replacement staff.
RELEVANCE TO CLINICAL PRACTICE
As also explained earlier, this study is very important to the practice of the researcher. Rirst, the researcher would better understand the behavior of both the healthcare employee and healthcare employer. When in practice, the researcher can also see which traits by the employees are indicativ eof future quitting or future retention. Nonetheless, it is also important because through the conduct of this study, the researcher is alreday aware of the problems encountererd and how these problems can be combatted with solutions. This study can also help the researcher find more motivation in the healthcare organization so that he will not end up quitting or leaving his job.