The implementation of any project entails passage through a series of processes and at various levels exposing the project to criticism and opposition. When researching the effects of high healthcare worker turnover on the quality of service that is offered to the patient, the jobs and livelihoods of a variety of professionals are involved thus opposition may be expected from any of the shareholders interested in the results of the project. This paper looks at some of the opposing viewpoints that could be brought forward in the course of the project on reasons for high healthcare worker turnover.
The project assumes that the high turnover rates of employees in the healthcare industry are directly associated with a lowering of the quality of services offered by the institution to the patient. This statement may however be opposed by some hospital management boards who insist that the structures and technology they have in place in their hospitals can take care of the frequent job movements of healthcare workers without much effect on patient care or quality of services. Indeed, looking at it from this perspective, an efficient structure that can address redundancies, emergency absentia by vital staff, or any other employee issues is possible to have in a hospital and will mitigate the effects of high healthcare worker turnover ( Cascio & Montealegre, 2016). From this point alone, it is, therefore, possible for efficient hospital boards to critic the project and question its necessity.
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The research part of the project may also be faulted by stakeholders such as hospital administration who may argue that high turnover may also be beneficial to the hospital as it may help get rid of those workers who are not interested in working at the hospital and act as a stumbling block to the efficient running of the health institution. Moreover, a high turnover of health workers may represent a healthy exchange of skilled personnel across the industry which is a good thing ( Wynen, Van Dooren, Mattijs & Deschamps , 2019) The positive attributes of a high worker turnover have not been mentioned in the project thus the research backing up the project may be faulted for not being thorough enough and failing to analyze both sides of the issue. If the research part of the project is faulted, even the credibility of the results will be in question.
The implementation of the project may face opposition from the nursing fraternity or the management of health institutions. The project talks about maintaining the same nurses around patients since the bond created between nurse and patient creates a good atmosphere for patients to have better outcomes. Nurses are not meant to get too emotionally attached to their patients as this may leave them with a huge emotional burden over some time (Kinman & Leggetter, 2016). Nurses see a lot of patients in their daily rounds and they shouldn't create emotional bonds with all these patients they are attending to. Even for the patient, dependence on the nurse for positive spirits is not encouraged as that particular nurse may not always be there to assist them or may also be going through their struggles and not be available for the patient in the way that the patient would desire. The implementation process of this part of the project will, therefore, have to be very clear to ensure that this point is addressed. The focus should be on the patient being able to trust that whichever health worker is assigned to their care, their needs will be prioritized and the positive environment in the hospital is constant and not dependent on individual nurses.
Projects relating to sensitive industries such as health care need to be thoroughly researched and all perspectives analyzed even before the project is commissioned. The researcher must anticipate the opposition they may receive and work to counter or incorporate this opposition into the research in one way or the other. The lack of adequate response to criticism and opposition may lead to the project losing credibility or even being abandoned if it is still at an early stage.
References
Cascio, W. & Montealegre, R. (2016). How Technology Is Changing Work and Organizations. Annual Review of Organizational Psychology and Organizational Behavior. 3. 349-375. 10.1146/annurev-orgpsych-041015-062352.
Kinman, G., & Leggetter, S. (2016). Emotional Labour and Wellbeing: What Protects Nurses?. Healthcare (Basel, Switzerland) , 4 (4), 89. https://doi.org/10.3390/healthcare4040089
Wynen J., Van Dooren W., Mattijs J. & Deschamps C. (2019) Linking turnover to organizational performance: the role of process conformance, Public Management Review, 21:5, 669-685, DOI: 10.1080/14719037.2018.1503704
