Helping nurses help themselves with change

2021 ◽  
Vol 23 (12) ◽  
pp. 1-5
Author(s):  
Elspeth Raisbeck
Keyword(s):  
Work Performance ◽  
Organisational Change ◽  
Transition Curve ◽  
Transition Model ◽  
Staff Turnover ◽  
Staff Members

Change is an inevitable part of living. Some changes are embraced and others are rejected or resented. In the case of the latter, life can become difficult for staff members and those who work with them, especially if organisational change is challenging. This difficulty can lead to dissatisfaction with work, poor work performance, low morale and increased staff turnover. In order to help nurses understand the emotions surrounding change, this article looks at the Bridges Transition Model and Fisher's Personal Transition Curve. To help nurses better manage change when they are subject to it, four practical tools are explored that can be used to help individuals make change work for them.

scholarly journals A matter of choice—professionals’ views on the incorporation of practical work with intimate partner violence into Swedish personal social services

2019 ◽  
Vol 10 (1) ◽  
pp. 48-65
Author(s):  
Lisa Lundberg ◽  
Hugo Stranz
Keyword(s):  
Intimate Partner Violence ◽  
Social Work ◽  
Social Services ◽  
Gender Inequality ◽  
Partner Violence ◽  
Organisational Change ◽  
Intimate Partner ◽  
Staff Members ◽  
Individual Agency ◽  
Telephone Interviews

During the last decades, efforts have been made to increase local support provided to victims of intimate partner violence (IPV) in Sweden. As with other social problems, responsibility to address IPV falls on the municipal personal social services. The present article draws upon data obtained via structured telephone interviews with designated personal social services staff members from a sample of 99 municipalities, focusing on aspects of potential progress in social work with IPV. The results show that successful incorporation of IPV into personal social services largely seems to depend upon the commitment and dedication of individual actors within the organisations. Furthermore, the data indicate that competence in this field depends on personal inclination, with attention to IPV appearing as ‘a matter of choice’. The results are analysed using neo-institutional theory as well as concepts related to social movement studies, with focus on individual agency in organisational change and the potential relevance of IPV as an issue related to gender inequality to gender inequality. The analysis suggests that while IPV social work may challenge institutionalised practises within social services, change may go both ways with IPV being reframed to fit within the established framework of social services.

scholarly journals Turnover of professional nurses at Mokopane Hospital in the Limpopo Province, South Africa: Experiences of nursing unit managers

Curationis ◽  
2015 ◽  
Vol 38 (2) ◽  
Author(s):  
Mogale L. Mmamma ◽  
Tebogo M. Mothiba ◽  
Malema R. Nancy
Keyword(s):  
Limpopo Province ◽  
Top Management ◽  
Staff Turnover ◽  
Public And Private ◽  
Nursing Unit ◽  
Staff Members ◽  
Healthy Environment ◽  
Patient Dissatisfaction ◽  
Professional Nurses ◽  
Working Day

Background: Staff turnover of professional nurses remains a concern for public and private hospitals management because it has an impact on the morale of nurses and it may also lead to poor patient care.Objectives: The objectives of this study were to explore and describe the experiences of nursing unit managers with regard to the turnover of professional nurses who were under their supervision.Method: A qualitative, explorative, descriptive research design was used to determine the experiences of nursing unit managers related to the turnover of professional nurses. Data collection was done by using semi-structured one-to-one interviews with professional nurses .Two groups of participants were interviewed: Those working day duty (n = 9) and those working night duty (n = 3) who were at work on the anticipated days for data collection.Results: The findings revealed that every unit was experiencing a shortage of professional nurses, which caused other nurses to work overtime with an inevitable increase in workload. That led to tiredness, conflict amongst professional nurses, job dissatisfaction, and absenteeism which compromised nursing care. This resulted in patient dissatisfaction and sometimes led to deaths that could have been prevented.Conclusion: It is recommended that staff turnover should be addressed by the hospital top management implementing several strategies. For example, top management could ensure that staff members work in a healthy environment with resources that they need during the provision of care, address the effects of the staff turnover, support the staff members and refrain from putting pressure on nursing unit managers whilst they are attending to problems.

scholarly journals Laboratory Staff Turnover: A College of American Pathologists Q-Probes Study of 23 Clinical Laboratories

2019 ◽  
Vol 144 (3) ◽  
pp. 350-355 ◽  
Author(s):  
David A. Novis ◽  
Suzanne Nelson ◽  
Barbara J. Blond ◽  
Anthony J. Guidi ◽  
Michael L. Talbert ◽  
...  
Keyword(s):  
Human Resource ◽  
Clinical Laboratory ◽  
Staff Turnover ◽  
Human Resource Practices ◽  
Full Time ◽  
Turnover Rates ◽  
Full Time Equivalent ◽  
Laboratory Staff ◽  
Staff Members ◽  
Clinical Laboratories

Context.— Knowledge of laboratory staff turnover rates are important to laboratory medical directors and hospital administrators who are responsible for ensuring adequate staffing of their clinical laboratories. The current turnover rates for laboratory employees are unknown. Objective.— To determine the 3-year average employee turnover rates for clinical laboratory staff and to survey the types of institutional human resource practices that may be associated with lower turnover rates. Design.— We collected data from participating laboratories spanning a 3-year period of 2015–2017, which included the number of full-time equivalent (FTE) staff members that their laboratories employed in several personnel and departmental categories, and the number of laboratory staff FTEs who vacated each of those categories that institutions intended to refill. We calculated the 3-year average turnover rates for all laboratory employees, for several personnel categories, and for major laboratory departmental categories, and assessed the potential associations between 3-year average all laboratory staff turnover rates with institutional human resource practices. Results.— A total of 23 (20 US and 3 international) participating institutions were included in the analysis. Among the 21 participants providing adequate turnover data, the median of the 3-year average turnover rate for all laboratory staff was 16.2%. Among personnel categories, ancillary staff had the lowest median (11.1% among 21 institutions) and phlebotomist staff had the highest median (24.9% among 20 institutions) of the 3-year average turnover rates. Among laboratory departments, microbiology had the lowest median (7.8% among 18 institutions) and anatomic pathology had the highest median (14.3% among 14 institutions) of the 3-year average turnover rates. Laboratories that developed and communicated clear career paths to their employees and that funded external laboratory continuing education activities had significantly lower 3-year average turnover rates than laboratories that did not implement these strategies. Conclusions.— Laboratory staff turnover rates among institutions varied widely. Two human resource practices were associated with lower laboratory staff turnover rates.

scholarly journals An Empirical Assessment of the Implications of the Merger at Walter Sisulu University, South Africa

2015 ◽  
Vol 3 (4) ◽  
pp. 117
Author(s):  
W. W. Manona
Keyword(s):  
Staff Development ◽  
Work Performance ◽  
Academic Staff ◽  
Target Population ◽  
Research Approach ◽  
Comprehensive Universities ◽  
Staff Members ◽  
Act 101 ◽  
Historically Disadvantaged ◽  
Quantitative Descriptive

This study investigated the implications of merger on the morale of staff at Walter Sisulu University (WSU), which is a new comprehensive university established in terms of the HigherEducation Act (101 of 1997), as amended. This study is undertaken because from the literature survey, scholars have not interrogated the implications of merger on the morale of those affected in those established comprehensive universities post amalgamation. This study employed a quantitative descriptive research approach, using statistical procedures. The target population was ninety academic and ninety non-academic staff members from the three sites of Walter Sisulu University, namely East London, Ibika and Umtata. Participants were purposefully selected from the four campuses. Questionnaires were administered to ninety academics and ninety non-academic staff personnel. The study established that indeed the merger had negative implications on WSU employees, even though these implications varied from category to category. The merger of historically disadvantaged two technikons and a university within the rural South African setting presents a complex historical heritage.The three institutions that merged to form WSU are not only historically disadvantaged, but also have vast distances among them. While the amalgamation of the three historically disadvantaged institutions remains a noble initiative, on the other hand, it has brought about inequalities, such as disproportionate salaries among employees of the three campuses, poor work performance, which can only be attributed to lack of motivation and reluctance amongst the staff members to accept new conditions of service under WSU. A substantial number of those employees, some of whom were employed before the amalgamation, terminated their service long before the merger even took place. Conclusions could be drawn that the merger brought about many challenges on WSU employees, namely staff development, human resource and management issues, job security and work environment. The study advances suggestions and recommendations to alleviate the situation.

scholarly journals The micro-politics of organisational change in professional youth football: Towards an understanding of “actions, strategies and professional interests”

2018 ◽  
Vol 14 (1) ◽  
pp. 3-14 ◽  
Author(s):  
Luke Gibson ◽  
Ryan Groom
Keyword(s):  
Organisational Change ◽  
Staff Turnover ◽  
Professional Football ◽  
Social Actors ◽  
Team Meetings ◽  
The Social ◽  
Professional Self ◽  
Field Notes ◽  
Political Literacy ◽  
Political Actions

Employment within professional football is characterised by high levels of staff turnover, uncertainty, vulnerability and insecurity. This paper aims to investigate the experiences of James, Head of Foundation Phase within an English professional youth academy, during a period of organisational change. Data were collected through field notes, informal observations and meetings, formal academy team meetings, co-worker interviews and four semi-structured in-depth participant interviews, which were subjected to an iterative process of inductive and deductive analysis. Theorising regarding the influence of professional self-interests upon the actions and strategies of the social actors was utilised to make sense of James' narrative. The findings highlighted how James strategically managed his relationships with others to further his own professional self-interests. Finally, following the findings of this study, we propose that the ability to develop micro-political literacy and a repertoire of micro-political actions and strategies would benefit coaches working within professional football during such periods of instability and change.

scholarly journals 'n Evaluering van personeelbestuurseffektiwiteit in agt boerdery-ondememingstipes in die RSA landbou

1994 ◽  
Vol 25 (4) ◽  
pp. 149-154
Author(s):  
L. K. Oosthuizen
Keyword(s):  
Personnel Management ◽  
Work Performance ◽  
Management Practices ◽  
Management Systems ◽  
Work Experiences ◽  
Staff Members ◽  
Communication Work ◽  
The One ◽  
Management Audit

The aim with this study was firstly to determine the degree of discrepancy between the work experiences and work preferences of staff, on the one hand, and the prediction of the farmer in this regard on the other; and secondly, to analyse farmers' perceptions on efficient and inefficient personnel management practices. A Likert-type personnel management audit (PMA) was implemented in eight types of farming with 234 workers and eight farmers. In general, the effectiveness of the motivation, communication, work performance, staff control and leadership systems leaves room for improvement. The knowledge of the farmers in the case-studies as regards efficient and inefficient staff management systems can be improved considerably, especially their perceptions on the role of training in worker productivity and work satisfaction. With the necessary knowledge of management, the farmers can manipulate the human relations practices effectively. It ought to be determined to what degree consultative management systems are used on farms, while the staff members prefer participative personnel management practices.

Principles of Disaster Management Lesson 11: Personnel Evaluation

2001 ◽  
Vol 16 (1) ◽  
pp. 62-67 ◽  
Author(s):  
Fred C. Cuny
Keyword(s):  
Disaster Management ◽  
Work Performance ◽  
Halo Effect ◽  
Central Tendency ◽  
Personnel Evaluation ◽  
Performance Objective ◽  
Staff Members ◽  
Performance Suggestions ◽  
Measures Of Performance ◽  
Positive Work

AbstractA disaster manager must be able to evaluate staff members in order to make effective staffing decisions during the transitions between phases of a disaster and to help improve the performance of the operation by determining what aspects of an individual's work needs improvement. Criteria for personnel appraisal and measures of performance, objective or subjective, are essential to conduct a fair and thorough evaluation. Errors introduce bias into the appraisal in the form of a “halo” effect, harsh or lenient ratings, a central tendency error, or recency effect, but recognition of these errors helps reduce their effect. A results-based appraisal program is favored because it focuses on what the worker achieves. Regular appraisal periods are suggested for optimal improvement in performance. Suggestions are given for an effective personnel appraisal, such as focusing on positive work performance, being aware of biases in judging people, and being specific when citing examples of work performance.

Staff-perceived barriers to nutrition intervention in substance use disorder treatment

2020 ◽  
pp. 1-10
Author(s):  
David A Wiss ◽  
Lisa Russell ◽  
Michael Prelip
Keyword(s):  
Substance Use ◽  
Nutrition Education ◽  
Substance Use Disorder ◽  
Client Satisfaction ◽  
Statistical Significance ◽  
Food Service ◽  
Organisational Change ◽  
Perceived Barriers ◽  
Nutrition Intervention ◽  
Staff Members

Abstract Objective: While organisational change in substance use disorder (SUD) treatment has been extensively studied, there is no research describing facility-wide changes related to nutrition interventions. This study evaluates staff-perceived barriers to change before and after a wellness initiative. Design: A pre-intervention questionnaire was administered to participating staff prior to facility-wide changes (n 40). The questions were designed to assess barriers across five domains: (1) provision of nutrition-related treatment; (2) implementation of nutrition education; (3) screening, detecting and monitoring (nutrition behaviours); (4) facility-wide collaboration and (5) menu changes and client satisfaction. A five-point Likert scale was used to indicate the extent to which staff anticipate difficulty or ease in implementing facility-wide nutrition changes, perceived as organisational barriers. Follow-up questionnaires were identical to the pre-test except that it examined barriers experienced, rather than anticipated (n 50). Setting: A multisite SUD treatment centre in Northern California which began implementing nutrition programming changes in order to improve care. Participants: Staff members who consented to participate. Results: From pre to post, we observed significant decreases in perceived barriers related to the provision of nutrition-related treatment (P = 0·019), facility-wide collaboration (P = 0·036), menu changes and client satisfaction (P = 0·024). Implementation of nutrition education and the domain of screening, detecting and monitoring did not reach statistical significance. Conclusions: Our results show that staff training, food service changes, the use of targeted curriculum for nutrition groups and the encouragement of discussing self-care in individual counselling sessions can lead to positive shifts about nutrition-related organisational change among staff.

Culture: nations, banks and the organisation of power and social life

2017 ◽  
Author(s):  
Jonathan Hearn
Keyword(s):  
Social Life ◽  
Organisational Change ◽  
Original Study ◽  
Science Concept ◽  
General Direction ◽  
Staff Members ◽  
Making Sense ◽  
The Social ◽  
Ethnographic Data ◽  
Organisational Cultures

With this chapter the book shifts from the contextualisation of the original study to the close examination of that study and its data. It presents ethnographic data on the discourses in the Bank relating to the ideas of national and organisational cultures. It examines how staff members compared and contrasted the cultures of the two merging organisations, Halifax and Bank of Scotland, and how they construed the differences between Scottishness and Englishness, especially in terms of culturally encoded notions of ‘diffidence’ and ‘confidence’. It shows how all these notions of culture became bound up with the making sense of the tensions engendered by the merger and the general direction of organisational change. A ‘conceptual interlude’ in the middle of the chapter explores the social science concept of culture, arguing that this tends to be too narrow and ideational, and insufficiently attuned to the organisation of power in the generation of culture.

scholarly journals The Assessment of Organizational Strengths, Weakness, Opportunities, and Threats of Zakat Distribution Organizations in Malaysia

2021 ◽  
Vol 26 (2) ◽  
pp. 283-302
Author(s):  
Shukran Abdul Rahman ◽  
Muhammad Haikal Ahmad Pua’ad ◽  
Mohd Hasnal Atfi Mohd Helmi ◽  
Muhammad Rizki Azirwan ◽  
Aiman binti Mohammad ◽  
...  
Keyword(s):  
Organizational Performance ◽  
Work Performance ◽  
Group Discussion ◽  
Work Culture ◽  
Learning And Development ◽  
Change Initiatives ◽  
Staff Members ◽  
Emerging Issues ◽  
Baseline Information ◽  
Positive Work Culture

There have been emerging issues toward the increasing amount of zakat collection and the slower pace of zakat distribution (Lubis et al., 2011). These issues create dissatisfaction which increases negative perception towards Zakat Distribution Organizations (ZDOs) amongst the zakat payers (Yusof, 2010). The objective of this study is to assess the strengths, weaknesses, opportunities, and threats of ZDOs. The methods used in this study were document analysis and Focus Group Discussion (FGD) conducted among the employees of ZDOs. Findings from this study showed that the strengths are related to the aspects on human resource management, the stable financial sources, the broad network, the good organizations setup, the positive work culture among staff members, as well as opportunities for learning and development for ZDOs employees. The weaknesses of ZDOs are associated with workplace condition, staff members’ attitudes and work performance, and management system. In addition, external environment provides a significant opportunity for the organizations. Proactive distribution of zakat and collaboration with other agencies are external aspects that can be leveraged in order to improve the functions of ZDOs. The identified threats are the ZDOs’ surrounding, the attitudes of zakat recipients towards ZDOs, competition from outside parties, public dependency, and external interferences. These findings are expected to provide baseline information to guide ZDOs in designing change initiatives that will be effective and efficient in increasing both work and organizational performance.

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