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References
Livanos, N. (2018). A Broadening Coalition: Patient Safety Enters the Nurse-To-Patient Ration Debate. Journal of Nursing Regulation, 9(1), 68-70.
Lopes, M., Almeida, A., & Almada-Lobo, B. (2015). Handling healthcare workforce planning with care: where do we stand? Human Resources for Health13:38.
van den Oetelaar, van Stel, H., Van Rhenen W, et al. (2016). Balancing nurses’ workload in hospital wards: study protocol of developing a method to manage workload. BMJ Open, 6 (11), e012148.
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Josh Bruce
RE: Discussion – Week 3 Main post
Evelyn,
Good post. Nursing is a great career and rewarding most of the time. There is no doubt that the shortage has started to shift that for many. I work in a pediatric ICU and during the beginning of the pandemic, children did well for the most part. The pediatric units of the hospital were slower than usual initially then began to pick up. Cross training nurses to help is one way in which hospitals can help with a shortage (Patel, 2021). Even if the nurse doesn’t take an assignment, they can be a resource and a “runner” for the nurses in isolation rooms.
After reviewing more articles regarding the nursing shortage, I found it interesting of all the approaches that are addressed nationwide. Nursing school provides the education to be prepared for the fundamentals of nursing. There is a shortage of nursing teachers, and this impacts the students. If there is a change made to the education of nurses, this could slowly increase the nurses coming into the field. If student nurses are decreased, the trickle effect will only make the shortage worse in the future. I thought this was an interesting read. Thanks for your post (Bowden, 2021).
References
Bowden, V. R. (2021). Predictable Consequences — How Do We Avert a Pediatric Nurse Shortage? Pediatric Nursing, 47(1), 5–10.
Patel, S., Hartung, B., Nagra, R., Davignon, A., Dayal, T., & Nelson, M. (2021). Expedited Cross-Training: An Approach to Help Mitigate Nurse Staffing Shortages. Journal for Nurses in Professional Development, 37(6), E20–E26. https://doi.org/10.1097/NND.0000000000000738
Salena Oglesby
RE: Discussion – Week 3
Developing Organizational Policies
No one is immune to mental disorders, although these conditions are more common in the poor, adolescents, unemployed, abused women, and the elderly. Effective intervention for mental disorders requires adequate resources. Unfortunately, one in five citizens is reported not receiving mental health treatment needed due to a lack of resources which have played a significant role in overall mental health in American citizens (Kilbourne et al., 2018). The resources may be unavailable due to a person’s location and income.
Competing Needs Impacting the Lack of Mental Health Resources
Limited resources and constrained staffing ratios usually constitute a significant gap in providing exemplary patient care and barriers to motivation among healthcare workers (Kelly & Porr, 2018). First, the competing needs that lead to decreased mental health resources include the high demand for help in other departments, such as the emergency departments. The second impact is that few patients will not seek healthcare due to stigmatization. For example, in the emergency department, someone will always prioritize resources where patients need urgent physical care over mental health care; this causes mental health facilities to receive inadequate resources. Unfortunately, more healthcare givers are allocated in all other departments than in psychiatric departments.
Addressing Competing Policies
I would recommend a policy that has enough healthcare workers and resources for all patients. The higher the number of patients, the more healthcare workers, and resources that should be available in all departments. Enough Resources and healthcare workers should be placed explicitly in psychiatric departments, Reduced healthcare workers and resources result in burnout syndrome for healthcare givers (Bridgeman et al., 2018). The existing policy of sharing resources with other departments is an inconvenience. For example, the psychiatric department may share its resources with the emergency department. Before they acquire new allocations, they may lack enough to give care to their patients, leaving their patients waiting for necessary care.
References
Bridgeman, P. J., Bridgeman, M. B., & Barone, J. (2018). Burnout syndrome among healthcare professionals. The Bulletin of the American Society of Hospital Pharmacists, 75(3), 147-152. https://doi.org/10.2146/ajhp170460
Kelly, P., & Porr, C. (2018). Ethical nursing care versus cost containment: Considerations to enhance RN practice. OJIN: The Online Journal of Issues in Nursing, 23(1). https://doi.org/10.3912/OJIN.Vol23No01Man06
Kilbourne, A. M., Beck, K., Spaeth‐Rublee, B., Ramanuj, P., O’Brien, R. W., Tomoyasu, N., & Pincus, H. A. (2018). Measuring and improving the quality of mental health care: a global perspective. World psychiatry, 17(1), 30-38. https://doi.org/10.1002/wps.20482
Iris Cornell WALDEN INSTRUCTOR MANAGER
Salena response from the instructor
Salena Oglesby
RE: Salena response from the instructor
judith ihediwa
RE: Discussion – Week 3
Iris Cornell WALDEN INSTRUCTOR MANAGER
Judith response from the instructo
Judith good posting noted. You mentioned “A staff policy is essential for improving the working environment and care delivery of nursing staff. Reduced training or the use of temporary nurses can help mitigate the expense of these consequences”. Do you think this would be something to pursue at your organization to get such a policy to help with the situations? Why or why not?
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Azsia Rempel
RE: Discussion – Week 3
There is no more important time to talk about resources and competing needs in healthcare than now. The past few years have been such a challenge in healthcare, and specifically in this conversation of limited and competing needs. COVID-19 has undoubtedly stretched healthcare workers to their absolute limits. Kelly and Poss (2018) stated, “RNs are constantly challenged to provide quality nursing care, while resources are chipped away, in addition to their energy, pride, and ultimately their capacity to fulfill holistic patient and family healthcare needs.” And this was said pre-pandemic, imagine the burden this very stressor has in present day.
A very important aspect of nursing, that all nurses become acquainted with even as student nurses is the Code of Ethics. The nursing Code of Ethics serves to define a set of goals and guidelines for nursing that, “encompasses the protection, promotion, and restoration of health and well-being; the prevention of illness and injury; and the alleviation of suffering, in the care of individuals, families, groups, communities, and populations” (American Nurses Association, 2015). It aims to guide nurses to provide the best, most safe, and most ethical care they can. This is an essential part of nursing but is often times challenged when situations occur where resources are slim, the staff is short, and there are competing needs across the field. Especially in the reality we are in, a nurse being ethically aware is vital in order to be able to address the complexity of the healthcare environment. “Developing ethical awareness is one way to empower nurses to act as moral agents in order to provide patients with safe and ethical care” (Milliken, 2018).
The stressor I previously identified was staffing shortages and burnout in healthcare, which goes hand in hand with this conversation. Staffing shortages are, and have been, a huge hindrance in providing safe, ethical, quality care. Staff shortages have led to increased workload and nurse-to-patient ratios and so much more that contributes to a true ethical dilemma. It is true when there is a limited resource, it can often lead to a push or spark for necessary policies to become reality. However, it does not always mean they will be implemented or will be long-term. Since the harsh limit on resources and staff in recent years, conversations about healthcare workers’ well-being have been more present than they previously had. However, the actual implementation of those interventions and policies is of a lesser degree.
American Nurses Association. (2015). Code of ethics for nurses with interpretive statements.
Silver Spring, MD: Author. Retrieved from https://www.nursingworld.org/coe-view-only
Kelly, P., & Porr, C. (2018). Ethical nursing care versus cost containment: Considerations to
enhance RN practice. OJIN: Online Journal of Issues in Nursing, 23(1).
http://ojin.nursingworld.org/MainMenuCategories/ANAMarketplace/ANAPeriodicals/OJIN/TableofContents/Vol-23-2018/No1-Jan-2018/Ethical-Nursing-Cost-Containment.html
Milliken, A. (2018). Ethical awareness: What it is and why it matters. OJIN: Online Journal of
Issues in Nursing, 23(1). Manuscript 1. doi: 10.3912/OJIN.Vol23No01Man01. Retrieved from https://content.waldenu.edu/content/laureate-academics/wal/instances/ms-nurs/nurs-6053-210830-210711/module-02.html#section_container_15_332051215
Sarah Leatherwood
RE: Discussion –
Nurses are responsible for the lives and health of millions while dealing with high levels of stress which affects their own health and has a negative impact on productivity, retention, and overall patient care (Hersch et al., 2016). Nursing burnout is characterized by emotional exhaustion, depersonalization, and decreased personal development, harming health care (Suleiman et al., 2020). The consequences are severe for patients and staff as it causes poor quality of care, negative patient experience, and adverse safety events (Dall’Ora et al., 2020). It is known that nursing burnout is a global concern, but what can be done about it? It is important to make nurses a priority in assisting to care for them as they care for the patients. Suleiman et al, completed a systematic review that revealed that a mindfulness program initiated for nursing does help decrease nursing burnout (2020).
There are significant differences in nursing outcomes in Magnet-designated hospitals versus non-magnet along with a difference in being inspired by a shared vision and challenging processes (Fisher & Nichols, 2019). Magnet hospitals stress maintaining a shared governance model that empowers nurses to challenge their current practices to improve patient outcomes. Just because an organization is not Magnet designated, shared nursing governances where nurses’ voices are heard and shared should be adopted worldwide.
Dall’Ora, C., Ball, J., Reinius, M., & Griffiths, P. (2020). Burnout in nursing: a theoretical review. Human Resources for Health, 18(1), 41. https://doi.org/10.1186/s12960-020-00469-9
Fischer, J. P., & Nichols, C. (2019). Leadership practices and patient outcomes in Magnet® vs. non-Magnet hospitals. Nursing Management, 50(5), 26–31. https://doi.org/10.1097/01.NUMA.0000553496.63026.95
Hersch, R. K., Cook, R. F., Deitz, D. K., Kaplan, S., Hughes, D., Friesen, M. A., & Vezina, M. (2016). Reducing nurses’ stress: A randomized controlled trial of a web-based stress management program for nurses. Applied Nursing Research, 32, 18–25. https://doi.org/10.1016/j.apnr.2016.04.003
Suleiman, M. N., Gomez, U. J. L., Aguayo, E. R., La Fuente, G. A. C., De La Fuente, S. E. I., & Albendín, G. L. (2020). The effect of mindfulness training on burnout syndrome in nursing: A systematic review and meta-analysis. Journal of Advanced Nursing, 76(5), 1124–1140. https://doi.org/10.1111/jan.14318