The problem of staff shortfall in the St. John Hospital at the respiratory department remains a real nightmare to the management concerning central objective of providing quality services to its clients. As observed, emanating from personnel withdrawal due to degenerating morale and the increasing ratio hitting one against eight of personnel to patients, there needs careful consideration and a succinct redress lest the whole profile of organization become condemned to daunting public rapport. As a medical organization, the menace needs an expansive interpretation beyond overworking of staff. The idea of overwhelming workload has an essential impact on the doctor’s utility function as it gradually languishes (Preker, 2007). Against the state prescription of 1:2 ratios, the quadruple rate existing at the organization exposes the clients to an imminent danger of substandard services and dissatisfaction regarding speed and quality (Kwon & Johnson, 2012). The problem, however, seems to dampen hopes of reciprocation owing to the data released by the department of labor of America. The information revealed an estimation of 3.4% of reduction of labor force either due to personal withdrawal (2.2%) and a retirement virtue (2.2%) visa-vie the 25% estimated turnover rate reported for January 2017 to January 2018. Bolstered by some underlying concerns such as the job insecurity and overwork, the shortage extrapolating from quitting deserves tactical moves to redeem the abrasive worker’s relationship with the organization. In a bid to achieve this, some approaches such recruiting and retention program needs to be applied.
The Recruitment and Retention Initiative
The organization needs to tackle the menace of inadequacy with desirable urgency to cushion the organization from unseen mayhems attached to staffs and clients’ locale. St. John hospital operating under the highly delectable 1:8 should change tact and reenergize the available workforce through the addition of more staffs into the Respiratory unit. The recruitment should aim at regulating and attracting the working ratio to manageable 1:3 purposefully for achieving exemplary input and staff morale. As argued in their book, Jawad and Robin warn against an overworked staff, insinuating that similar organization switches the focus from output to output (Jawad Syed, 2017). The recruitment and reduction of overworking cuts out numerous effects attached the stress and mere withdrawals of the staffs. However, it should be observed that once workers are subjected to strenuous working conditions and as speculated from St. John, there exists a tantamount expectation of staff absenteeism, poor health, personal family conflicts, reduced concentration and ultimately increased staff turnover rate.
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Furthermore, the retention programs expressed through employer concerns to his/her teams, investment on workers through retraining and other plausible work conditions bolsters staff commitment and morale towards delivery and inputs. Motivated staffs who foresee future with organization deems themselves as the property of the company hence works fiducially to achieve the organization’s goals and set objectives with the utmost professionalism.
Principally, increasing number of personnel works out to the ambition and commitment towards the data engulfed by the Annual National Health Care Retention and RN Staffing report of 2017 that conscribed 14.5 % turnover rate against the realistic estimated 25% at St. John. The success of this initiative becomes corroborated by a reduction in the amount of personnel quitting their job.
The initiative, for implementation, shall demand a precise communication and continuous mutual engagement between several faculties and factions. The Respiratory department will provide the information regarding standard expectation and observed consequences of the phenomenon. The department shall after that roll out a sensitization program to other collegial departments including the Staffing and the Human Resource.
Primarily, the implementation shall employ formal communication channels such as newsletters, emails, newsletters and face-to-face meetings. The face-to-face meetings become a favorable choice as it avails an opportunity to extensively unpack the existing situation at the department, make practical recommendations and convincingly defend the course before the appropriate parties. The approach shall demand empirical data and information to authenticate the claim such as the current turnover rate, the preexisting out, the comparison against other competitors and reference of current happenings against previous situations.
In consideration and implementation of the plan, there is a speculated great output and reenergized commitment by the workers. An excellent service delivery shall accompany the changing of employee behaviors through the motivations attached to the ideological migration hence a superb performance and patient care shall remain unquestionable. The health information system through availing of timely data and information on variation will further bolster the effects since marinated pride, confidence and workability derived from success shall strengthen further self-dedication towards work.
Should the plan render a success story to the organization through the hypothetical ambitions, St. John Hospital has a capacity of having an altered culture on staffing and working conditions. As a Magnet Hospital, St. John shall have a transformed operation mode when dealing with staffing with the ambition of sustaining the long-term rapport before its clients. Henceforth, the management shall be ordained to reconsider overworking of staffs. A migration from insecure approaches towards teams shall remain perfect a history as it shall appreciate the significance of retention and standardized staffing capacity and ratio.
References
Jawad Syed, R. K. (2017). Human Resource Management: A Global and Critical Perspective. London: Macmillan International Higher Education.
Preker, A. S. (2007). Public Ends, Private Means: Strategic Purchasing of Health Services. Washington DC: World Bank Publications.
Kwon, J., & Johnson, M. E. (2012).Security practices and regulatory compliance in the healthcare industry. Journal of the American Medical Informatics Association.
Wernz, C., Gehrke, I., & Ball, D. R. (2015).Managerial decision-making in hospitals with real options analysis. Information Systems and e-Business Management,
