Developing Organizational Policies And Practices Competing

Developing Organizational Policies And Practices Competing needs arise within any organization as employees seek to meet their targets and leaders seek to meet company goals

Leaders can influence the healthcare environment through policies and practices that address complex, often conflicting, needs such as workforce well-being, resource allocation, and patient safety. This paper expands upon a previously submitted analysis by examining two specific competing needs within a healthcare organization, evaluating relevant policies, and proposing evidence-based recommendations to foster ethical and balanced solutions.

Paper For Above instruction

In the context of healthcare management, balancing competing needs is paramount for ensuring optimal patient outcomes, maintaining staff morale, and utilizing resources effectively. Building upon the initial analysis of national healthcare stressors, such as staffing shortages and resource limitations, it becomes essential to examine specific conflicting needs within an organization and evaluate existing policies to address these challenges ethically and practically. This section explores two prominent competing needs, assesses the influence of current policies, critiques their ethical considerations, and proposes actionable policy modifications supported by scholarly evidence.

Identifying and Describing Two Competing Needs

Within healthcare organizations, one prominent competing need pertains to staffing levels versus operational efficiency. On the one hand, increasing staffing—particularly nursing personnel—enhances patient safety, reduces errors, and improves job satisfaction. Conversely, financial constraints compel organizations to limit staffing increases, aiming to reduce costs and maintain profitability (Aiken et al., 2014). This creates tension between providing high-quality care and managing organizational expenses (Needham & Dickson, 2021).

The second competing need revolves around mandatory overtime versus staff well-being and ethical practice. To meet fluctuating patient demands, organizations sometimes resort to mandatory overtime, which can lead to burnout, decreased job satisfaction, and increased likelihood of errors (Geiger-Brown et al., 2019). While overtime may temporarily address staffing shortages, it raises ethical concerns regarding employee health and the quality of care, conflicting with principles of beneficence and non-maleficence (Poghosyan et al., 2017).

Relevant Organizational Policy Impacting the Healthcare Issue

In my organization, a policy that permits voluntary overtime to address staffing shortages significantly influences the conflict between operational needs and staff well-being. This policy aims to provide flexibility for staff to volunteer for additional hours, thereby avoiding mandatory assignments and fostering a sense of autonomy. However, in practice, this often leads to extended working hours that can compromise staff health and patient safety. The policy’s intention aligns with efficiency and patient care priorities but inadvertently fosters a climate of increased fatigue and burnout, raising ethical questions about the do-no-harm principle.

Critique of the Policy for Ethical Considerations

The voluntary overtime policy demonstrates a commitment to respecting staff autonomy; employees choose to work extra hours, which aligns with respect for individual agency. However, ethical challenges arise from potential implicit coercion, as staff may feel obliged to accept overtime due to peer expectations or organizational culture (Liu et al., 2020). Additionally, this policy can undermine the principle of non-maleficence if staff fatigue leads to errors or adverse patient outcomes. The strength of this policy lies in offering flexibility, but its challenge resides in ensuring that voluntariness is genuine and that staff are not pressured or incentivized unduly to accept overtime, thereby compromising ethical standards.

Recommendations for Policy or Practice Changes

To better balance the competing needs, I recommend implementing a policy that caps mandatory overtime and emphasizes strategic staffing models like float pools or flexible scheduling. This approach ensures adequate staffing without relying excessively on overtime or forcing staff to work extended hours, aligning with ethical principles of non-maleficence and beneficence. Moreover, establishing mandatory rest periods and wellness programs can mitigate fatigue-related risks (Schmidt et al., 2019). For example, instituting mandatory rest breaks after a specific number of working hours can reduce errors and preserve staff well-being.

Additionally, integrating evidence-based staffing tools, such as acuity-based staffing algorithms, allows for data-driven resource allocation that honors both patient safety and staff capacity (Doran et al., 2020). These tools consider patient acuity and workload, facilitating fair and transparent staffing decisions, reducing reliance on overtime, and enhancing organizational ethics by promoting fairness and safety.

Implementing these policies requires organizational commitment to ethical standards and resource investment, but they offer a sustainable solution that champions both ethical practice and operational effectiveness. Such strategies will contribute to a healthier balance between resource constraints, staff needs, and patient safety through transparent, ethical policies supported by current evidence.

Supporting Evidence and Scholarly Resources

• Aiken, L. H., Clarke, S. P., Sloane, D. M., et al. (2014). Importance of work environment on nurse outcomes in hospitals. Journal of Nursing Scholarship, 46(1), 67–73.
• Doran, D. M., Nutbeam, D., & Murray, C. (2020). Utilizing acuity-based staffing algorithms to optimize nursing resource allocation. Healthcare Management Review, 45(2), 130–139.
• Geiger-Brown, J., Trinkoff, A. M., et al. (2019). The impact of extended work hours on patient safety, nurse well-being, and health care outcomes. American Journal of Nursing, 119(4), 24–33.
• Liu, W., Li, M., et al. (2020). Ethical implications of mandatory overtime in nursing: Balancing staff rights and patient safety. Journal of Nursing Ethics, 27(5), 1156–1167.
• Needham, B., & Dickson, G. (2021). Financial constraints and staffing: Navigating ethical dilemmas in healthcare. Health Policy, 125(6), 746–752.
• Poghosyan, L., Duncan, J. M., et al. (2017). Ethical considerations in nursing work hours and patient safety. Journal of Research in Nursing, 22(3), 186–198.
• Schmidt, N., Wagstaff, A. S., et al. (2019). Rest period policies and their impact on staff well-being and patient safety. Journal of Clinical Nursing, 28(21–22), 3800–3810.
• Needham, B., & Dickson, G. (2021). Financial constraints and staffing: Navigating ethical dilemmas in healthcare. Health Policy, 125(6), 746–752.

References

• Aiken, L. H., Clarke, S. P., Sloane, D. M., et al. (2014). Importance of work environment on nurse outcomes in hospitals. Journal of Nursing Scholarship, 46(1), 67–73.
• Doran, D. M., Nutbeam, D., & Murray, C. (2020). Utilizing acuity-based staffing algorithms to optimize nursing resource allocation. Healthcare Management Review, 45(2), 130–139.
• Geiger-Brown, J., Trinkoff, A. M., et al. (2019). The impact of extended work hours on patient safety, nurse well-being, and health care outcomes. American Journal of Nursing, 119(4), 24–33.
• Liu, W., Li, M., et al. (2020). Ethical implications of mandatory overtime in nursing: Balancing staff rights and patient safety. Journal of Nursing Ethics, 27(5), 1156–1167.
• Needham, B., & Dickson, G. (2021). Financial constraints and staffing: Navigating ethical dilemmas in healthcare. Health Policy, 125(6), 746–752.
• Poghosyan, L., Duncan, J. M., et al. (2017). Ethical considerations in nursing work hours and patient safety. Journal of Research in Nursing, 22(3), 186–198.
• Schmidt, N., Wagstaff, A. S., et al. (2019). Rest period policies and their impact on staff well-being and patient safety. Journal of Clinical Nursing, 28(21–22), 3800–3810.