Factors Affecting The Work Environment On Health Worker Shortages And Improving Access And Quality Of Health Services

High employee turnover, where workers frequently leave and must be replaced, leads to increased spending on recruitment and training and can indicate management problems. Employees often have good reasons for moving on but if too many are leaving an organisation, can be very disruptive.

The U.S. Bureau of Labor Statistics (USBLS) estimates the need for 439,300 registered nurses (RN) from 2014 to 2024, equating to a 16% increase in employment opportunities (USBLS, 2015). Approximately 30% of new RNs leave their first jobs with less than a year of hire and 525,000 nurses are expected to retire from 2012 to 2022- a demand totaled to around 1 million jobs by 2022. This increase is attributed to retiring baby boomers, turnovers, healthcare reform, and the increasing aging population (Kiel, 2012; USBLS, 2013). Control over the retirement of baby boomers is unrealistic, however, nursing turnover can be regulated.

As a recruitment and retention committee, our goal is to attract responsible and respectful nurses, along with retaining the nurses who were already hired. Strategies will be used to entice future employees, as well as the current staff, with incentives. Such incentives may include: benefits, workplace conveniences, flexibility, gaining personal growth, and becoming recognized and appreciated for all of the hard work that is being done. In order to do this, the committee that was created will have to plan meetings to discuss a more enhanced and detailed plan.

By discovering the reasons as to why employees leave the organisation, strategies for organisations to increase retention can then be identified (Mowday 1984).

An identified area in which healthcare managers are failing consistent effectiveness is in the retention of their nursing staff. With the need of nurses shaping the way many healthcare managers look at their staff, often it is the veteran nurse persuaded in staying. While in some settings this is truly beneficial, in others the cliché of nurses eating their young instills fear into new graduates; this fear and the lack of support ultimately leads to their exit (Rush, Adamack, Gordon, & Janke, 2014). With the associated costs of nursing attrition meeting rates of nearly $186,000 per registered nurse, it is imperative we institute nursing residency programs immediately and continually retaining staff and protecting healthcare institutions’ sustainability (Cubit, K.A. & Ryan, B., 2011; Lee, Tzeng, Lin, & Yeh, 2009).

The U.S. Bureau of Labor Statistics (USBLS) (2015) estimates an additional of 439,300 more registered nurses (RNs) for 2014 to 2024, equating to a 16% increase in employment. Approximately 30% of new RNs leave their first jobs less than a year upon hiring, while 525,000 nurses are expected to retire until 2022- a demand totaled to around 1 million jobs by 2022. The increase is attributed to retiring baby boomers, turnovers, healthcare reform, and the increasing aging population (Kiel, 2012; USBLS, 2013). Control over baby boomer retirements are unrealistic, however, nursing turnover can be regulated to aid the growing needs of the society.

Retention of RNs is vital to avoiding a nurse shortage crisis. Although the numbers of new graduates and student nurses are growing, progress cannot be made if the RNs are eventually leaving the profession because of stress and dissatisfaction with the workplace environment. Many nurses are already planning to leave nursing as soon as it is economically possible. “Nearly one quarter of nurses plan to seek a new place of employment as the economy recovers” (AMN Healthcare, 2011). “Thirty-two percent of nurses plan to take steps in the next one to three years that would take them out of nursing altogether (by retiring or seeking non-nursing jobs) or reduce the volume of clinical work they do (by switching to part-time or less

Broaden the roles of health professionals to meet the status quo was important. In the section, Indicators for Realignment, Layman mention ‘in HIS Departments, work changes over time. Changes in work include its nature of work, flow and relationships.’ (Layman 2011) With these changes, this would affect the motivation of the employees and the of course the performance outcome.

The nursing shortage is no longer a projected problem in the healthcare industry in the United States, this problem is present and is not phasing out anytime soon. Addressing this challenge would improve job satisfaction, reduce burnout in the profession and ultimately improve retention.

In order to ensure the right amount of distribution of health services each health care organization needs to establish a method to determine what the staff levels need to be in their facility. Staff levels change due to variations of population numbers, age of population, wealth of population, education of population, and whether the population has public or private health benefits. A facility will also need take in account when flu or cold season hits in the winter season, or heat related illnesses in the summer season. In some instances staff levels will need to be changed at a moment’s notice, and no matter what method of staffing is used there needs to be a way to handle the unexpected, and a way to remove the additional staff when no

All over the globe retaining employees is a most critical factor for the organisations. High employee turnover is more common in private sector as compared to public. In construction industry, to reduce employee turnover and to improve the productivity of an organisation, organisations have to be aware of the reasons why an employees quit the organisation?. Employee turnover can be explained as the expenses, in term of money, time, and quality of work, that an organisation bear while replacing an employee. If an organisation fails to satisfy the needs of its employees then it is obvious that the employees will look forward to fulfill their necessities. This chapter discuss the reasons why employees quit their jobs.

Workforce turnover is a complex and important issue amongst today's organisations. It is perhaps one of the most often cited cause of increased cost and decreased productivity. No wonder people management has become an important frontier to extract and create more value from company assets. On comprehending the articles, it has become evident that organisations have moved beyond the traditional approach of only investing in core business activities, to invest in employee retention strategies. Many organisations, for example St. George Bank

The authors of this article give the misconceptions of employee turnover by systematically breaking down myths that organizations tend to believe cause employees to leave the workplace. The misconceptions are replaced with evidence based strategies that show the underlying factors beyond pay compensation that drive turnover in addition the employee morale. One of the meta-analytical relationships that

Employee retention has always been an important focus for human resource managers. Once a company has invested time and money to recruit and train a good employee, it is in their own best interest to retain that employee, to further develop and motivate him so that he continues to provide value to the organization. But, employers must also recognize and tend to what is in the best interest of their employees, if they intend to keep them. When a company overlooks the needs of its employees and focuses only on the needs of the organization, turnover often results. Excessive turnover in an organization is a prime indicator that something is not right in the employee environment. We will look at

Many companies look to salaries and benefits as the first places to cut back when looking to make changes that involve cost-saving. When this happens, it is inevitable that some employees will leave the company to seek employment elsewhere. The employees that remain, whether they stay voluntarily or because they could not find employment elsewhere, are often resentful. Motivation decreases, taking job performance along with it. Employees lose their company loyalty and may even become angry enough to purposefully sabotage the company.