Recommending An Evidence-Based Practice Change NURS G 6052 N ✓ Solved

Recommending An Evidence Basedpractice Change NURSG 6052 Nursi

My healthcare organization was founded in 1974. It offers health, social, and advocacy services to all, regardless of insurance status, income, language, immigration status, or culture. The focus is on “whole patient care,” thus over 50,000 patients are served in English and more than 14 Asian languages. Medical, dental, and mental health services are offered to all ages. The organizational culture is customer-centric. Great efforts are directed towards customer satisfaction. External incentives are prioritized for motivating nurses and other health practitioners. Effective change communication channels foster creativity and innovation across departments; high employee involvement shows high readiness for change.

Nursing burnout is evidently the issue of concern in my organization. The change efforts will specifically aim at enriching job characteristics for the nurses. Job characteristics in this case involve the contents, methods, and relationships of the nursing job. The focus is on ensuring the nursing job satisfies technological, organizational, social, and personal requirements of the nurses. The involved stakeholders include: Management – to provide goodwill for change; Nurses – to offer change recommendations; Patients – to assess the impact of change on care; Other employees – to offer recommendations and help assess impact on their roles; Broader Community – to provide a supportive environment.

The associated risks of implementing changes include a high cost of implementation, potential loss of some nurses after heavily investing in their development, and a long period of time to fully realize the impact of the change. A significant concern is that overdependence on external incentives to motivate nurses contributes to a higher rate of nurse burnout. The nursing shortage amidst a growing customer base subjects nurses to prolonged stress due to long working hours. A lack of clear career progression opportunities and underutilization of technological solutions leads to frustration among nurses, contributing to high turnover rates and an overwhelmed team.

To address burnout, my evidence-based practice (EBP) approach involves asking the question: “Among burned out nurses in my organization, what are the impacts of job redesign compared to monetary incentives on eliminating nursing burnout?” Evidence from previous studies depicts that staffing is related to burnout among nurses, and eliminating job stressors is necessary to manage burnout successfully (Achim, Grebner, & Dudan, 2011). Further, structuring nurses’ tasks and roles reduces work overload, enhancing the meaning of their work and lowering emotional exhaustion (Jourdain & Chênevert, 2010). Job characteristics that foster intrinsic motivation enhance job ownership and satisfaction, leading to decreased burnout (Sekar et al., 2020).

Based on this evidence, my organization should ensure that assigned nursing tasks match the skills, knowledge, and abilities of individual nurses. To achieve this, we can reduce monotony by enlarging job responsibilities and providing nurses with emotional support. Analyzing tasks and reducing workloads can also contribute to a more fulfilling work environment. Additionally, establishing a clear path for career development and exploration of automation can make nursing less tedious and more engaging. Lastly, ensuring adequate rest time by scheduling enough shifts is essential to combat burnout.

Success will be measured through high motivation, commitment, and job satisfaction among nurses, increasing productivity, lowering turnover rates, and fostering a generally happy workforce. The evaluation metrics include a 90% reduction in nursing burnout, a 90% increase in motivation among nurses, a 65% increase in productivity, an 80% reduction in turnover rates, and a significant increase in overall organizational productivity and recruitment cost savings.

To facilitate knowledge transfer, our approach should include fostering collaboration, interaction, teamwork, and organizational learning. Disseminating knowledge through multiple channels, such as memos and emails, ensures clarity in communication. Both top-down and bottom-up communication strategies will help in effectively conveying the proposed changes and their implications.

Organizational adoption and implementation will involve assessing knowledge based on the organization’s goals and the nursing profession's objectives. Change will be adopted across departments simultaneously, with departmental heads leading the implementation process. The change progress will be periodically evaluated to assess effectiveness and make necessary adjustments. Effective communication will remain a constant throughout this implementation process.

Lessons learned from this process highlight the critical role of job characteristics in nursing burnout. Through the appraisal of peer-reviewed articles, it becomes clear that enhancing job characteristics via job redesign effectively eliminates job stressors and increases motivation, thereby reducing burnout rates.

Paper For Above Instructions

Burnout among nurses has become a pressing issue in healthcare institutions, exacerbated by factors such as staffing shortages, external incentive dependency, and long working hours (Melnyk & Fineout-Overholt, 2018). The goal of this paper is to recommend an evidence-based practice change aimed at mitigating nursing burnout through job redesign and intrinsic motivation enhancement.

The origin of my healthcare organization, established in 1974, reflects its commitment to community well-being, serving over 50,000 patients and broadening its reach through diverse language offerings. Within this organization, the present state highlights significant issues related to nursing burnout due to overreliance on external incentives.

Research indicates that external motivation, while beneficial in the short term, does not sustainably reduce burnout (Hoffman et al., 2014). The increasing patient demand, juxtaposed with a dwindling nursing workforce, results in excessive workloads and prolonged stress. The ensuing high turnover rates not only affect the quality of patient care but also result in millions of dollars lost to productivity could be redirected towards improving patient services and supporting staff well-being.

Stakeholders in this change include management, nurses, patients, and the broader community. The primary barriers to change include potential high costs and the risk of further turnover among invested nurses during transitional periods. Nonetheless, the promise of enhanced working conditions presents an opportunity for improvement.

The evidence-based approach revolves around the need to question the existing structures that lead to burnout. Job redesign has garnered attention in recent studies as a viable solution. It is crucial for the organization to understand how job characteristics influence burnout levels and how meaningful engagement can reenvision nursing roles (Achim et al., 2011; Sekar et al., 2020).

A proposed plan focuses on aligning job tasks with the strengths and abilities of nursing staff. Mitigating monotony with job enlargement, offering emotional support, and clarifying career advancement pathways are central themes in this redesign. Additionally, incorporating technologies that automate tedious tasks enhances job satisfaction while promoting intrinsic motivation among nursing professionals (Jackson et al., 2014).

Evaluation of success will necessitate tracking specific metrics, including turnover rates, job satisfaction levels, and overall productivity. By creating measurable outcomes, the organization can ensure substantial reductions in nurse burnout.

Furthermore, effective dissemination of this knowledge is critical. Utilizing a variety of approaches—from memos to meetings—can facilitate understanding and foster an environment conducive to ongoing education and engagement.

In conclusion, addressing nursing burnout through evidence-based practice change—focused on job characteristics and intrinsic motivational strategies—is essential for fostering a robust healthcare environment. Continuous evaluation and knowledge transfer mechanisms will guide the organization toward sustainable improvement.

References

• Achim, E., Grebner, S., & Dudan, A. (2011). Job characteristics in nursing and cognitive failure at work. Safety and Health at Work, 2(2), 194–200.
• Jackson, K., White, D. E., Besner, J., & Norris, J. M. (2014). Optimizing enactment of nursing roles: redesigning care processes and structures. Journal of Healthcare Leadership, 1.
• Jourdain, G., & Chênevert, D. (2010). Job demands–resources, burnout, and intention to leave the nursing profession: A questionnaire survey. International Journal of Nursing Studies, 47(6), 709–722.
• Melnyk, B. M., & Fineout-Overholt, E. (2018). Evidence-based practice in nursing & healthcare: A guide to best practice (4th ed.). Philadelphia, PA: Wolters Kluwer.
• Opperman, C., Liebig, D., Bowling, J., & Johnson, C. S., & Harper, M. (2016). Measuring return on investment for professional development activities: Implications for practice. Journal for Nurses in Professional Development, 32(4), 176–184.
• Schroy, P. C., Mylvaganam, S., & Davidson, P. (2014). Provider perspectives on the utility of a colorectal cancer screening decision aid for facilitating shared decision making. Health Expectations, 17(1), 27–35.
• Sekar, L., Manikandan, A., K, M., T, G., Shriraam, V., Silambanan, S., & R, P. (2020). Mahamantra chanting as an effective intervention for stress reduction among nursing professionals—A randomized controlled study. Advances in Integrative Medicine.