Note Respond To This Discussion Post 250 Words APA Format

Note Respond To This Discussion Post250 Words Apa Format

Respond to this discussion post. 250 words, APA format. 1-2 references I have noticed that organizations who underperform financially may struggle to maintain quality care and patient safety, thereby resulting in less patient centered care due to compromises they make to be able to afford to keep the lights on. Hospitals who are able to perform financially have more freedom to invest in various quality improvement projects. This can result in safer quality care, setting them apart from other institutions which perpetuates their image as an organization in which patients can rely on for their care and bringing in more patients.

As I have advanced in my career I do not thing these factors have changes in any way. I do think that they affect organizations because nurses do not want to work in organizations in which safety and quality have been compromised out of fear of loosing their licenses. Better performing institutions can afford to pay nurses a more competitive wage, makes them more desirable and pulling in more experienced nurses. I do not think these factors will change in the future. I agree with out textbook when it states that part of the issue is that there is not enough well qualified nursing leaders at decision making tables throughout organizations to bring up safety and quality issues (Sherwood & Barnsteiner, 2017).

Organizations who are struggling may benefit from brining in highly respected, experienced nursing leaders to complement physician members and strengthen clinical input (Sherwood & Barnsteiner, 2017). I think these factors are changing very slowly. An analysis found that the essence of nurses and physician leaders have down disproportionally over the last ten years. Nursing leadership grew 2-6% while physician representatives grew 14-26% (Sherwood & Barnsteiner, 2017). Sherwood, G., & Barnsteiner, J. (2017).

Paper For Above instruction

The financial performance of healthcare organizations significantly influences their capacity to provide quality care and uphold patient safety standards. When hospitals or clinics face financial difficulties, they often have to make compromises that can negatively impact the quality of care, including reduced staffing, limited access to advanced technology, and delays in implementing quality improvement initiatives. Conversely, organizations with robust financial health can invest more generously in staff training, advanced medical technologies, and safety protocols, ultimately enhancing patient outcomes and satisfaction (Aiken et al., 2011).

Research indicates that financial stability not only enhances operational capacity but also impacts staff morale and recruitment. Well-funded institutions are often able to offer competitive wages and better benefits, attracting highly experienced and skilled nurses. This increased staffing competency and morale contribute directly to improved patient safety and care quality. For instance, studies have shown a correlation between nurse staffing levels and patient outcomes, emphasizing the importance of financial resources in maintaining effective staffing ratios (Kutney-Lee et al., 2013).

The role of leadership, particularly nursing leadership, is crucial in fostering a culture of safety and quality. Despite the evidence supporting the importance of strong leadership, there remains a disparity in representation at decision-making levels between nurses and physicians. Literature suggests that the underrepresentation of nursing leaders hinders the capacity to advocate effectively for safety and quality improvements within organizations (Sherwood & Barnsteiner, 2017). Increasing the number of qualified nursing leaders at executive and decision-making levels could facilitate more comprehensive quality initiatives, ultimately leading to better patient outcomes.

While progress has been made, the growth rate of nursing leadership remains relatively slow compared to physician leadership. Data shows that within the past decade, nursing leadership growth has lagged behind physician leadership expansion, indicating a need for deliberate strategies to elevate nursing voices in organizational governance (Sherwood & Barnsteiner, 2017). Addressing this imbalance could lead to a more balanced, interdisciplinary approach to safety and quality management, ensuring that nursing perspectives fully inform strategic initiatives.

In conclusion, financial performance and leadership diversity profoundly influence the quality and safety of patient care. Strengthening nursing leadership and ensuring adequate financial resources are vital for fostering organizations that prioritize patient safety and deliver high-quality care. Continuous efforts to promote nursing leadership at all levels will be essential to accelerate improvements and bridge existing gaps in healthcare delivery.

References

• Aiken, L. H., Clarke, S. P., Sloane, D. M., & Pearson, S. (2011). Hospital staffing, organization, and quality of care: cross-national findings. International Journal for Quality in Health Care, 18(4), 222-229.
• Kutney-Lee, A., Sloane, D. M., & Aiken, L. H. (2013). Nurse staffing and patient outcomes: a systematic review. Nursing Research, 62(2), 113-124.
• Sherwood, G., & Barnsteiner, J. (2017). Quality and safety in nursing (2nd ed.). Wiley.