Test 2 Flashcards
(48 cards)
How long does a mentorship relationship typically last
2-5 years
A distinctive interactive relationship between two individuals, occurring most commonly in a professional setting
Mentorship
How nurse leaders assist new graduate RNs to adjust to new role. (pg 374)
- Leaders should not assume that anticipatory socialization has occurred in the educational setting and should instead build opportunities for clarifying and sharing values and attitudes about the nursing role into orientation programs.
- Be alert for s/s of role stress and role overload and intervene by listening and helping new grads to develop appropriate coping behaviors.
- Encourage new grads to have a balanced life
- Foster a work environment that has zero tolerance for disrespect
- Strive to create a work environment that promotes interdependency between physicians and nursing staff
- Help the new RN adapt to the culture and help them to develop the skills they need
- Ensure the new RN’s values are supported and encouraged
How do nurse leaders assist their subordinate nurse leaders adjust to new leadership roles?
COACHING
- Coaching is one of the most important tools for empowering subordinates, changing behavior, and development of a cohesive team
- Coaching is defined as one person helping another to achieve an optimal level of performance
How nurse leaders assist their subordinate nurse leaders adjust to new leadership roles.
- Number of students enrolled in local nursing schools
- Peak staff resignation periods
- Know the source of their nursing pool
- Usual length of employment for newly hired employees
- Budget constraints
- When is patient census the highest?
- Historical staffing needs and availabilty
- Diversity of the population being served
- Insurance and billing reimbursement and the impact it has on staffing
- Economics; nursing shortages occur when the economy is on the upswing and declines when the economy recedes
- Knowing the education and knowledge level needed for their staff
What are the Outcomes of decentralized staffing?
- Diffuses decision making throughout the organization and allows problems to be solved by the lowest practical managerial level
- Problems can be solved at the level in which they occur
- Some delays may occur in decision making if the problem must be transmitted through several levels to reach the appropriate individuals to solve the problem
- The manager is responsible for covering all scheduled staff absences, reducing staff during periods of decreased patient census/acuity, adding staff during periods of high patient census/acuity, preparing monthly unit schedules, and preparing holiday and vacation schedules.
What does decentralized staffing lead to?
Leads to increased autonomy and flexibility
What are Staffing and scheduling goals for nurse managers?
-The manager has both a physical and ethical duty to plan for adequate staffing to meet patient needs.
-Innovative and creative methods of staffing and scheduling should be explored to avoid under/over staffing as patient census and acuity fluctuate.
-staffing and scheduling policies must not violate labor laws, state, or national laws, or union contracts.
-Use workload measurement tools.
-Mandatory overtime should be used as a last resort.
Be cognicent of mandatory staffing ratios and comply with such mandates
-attempt to have diverse staff to meet all culture and language needs of the population
-fair and uniform staffing and scheduling policies/procedures must be written and communicated to all staff
-Existing staffing policies need to be examined periodically.
Understanding of patient classification system.
- Staffing by acuity-patient classification system
- Also known as workload management, or patient acuity tools
- Suggests that patient acuity systems provide the language nurses need to make their work visible at all level of their organization
- Groupings of patients according to specific characteristics
- Hours of nursing care assigned for each patient classification
- Unique to a specific institution
- Ongoing review critical
- Internal or external forces affecting unit influence classification system
Purpose of legislated minimum staffing ratios.
- Higher use of agency, float pool, or overtime nursing hours correlated with higher patient FAIL rates
- As RN hours decrease, then adverse patient outcomes increase
- Increase medication errors
- Patient falls
- Decreased satisfaction with pain management
- The lesser amount of RNS, the higher number of adverse patient outcomes (increased error and patient falls, and decreased patient satisfaction)
- When there are less RNs working, then patient outcomes are not as positive.
- Adequate staffing numbers are needed to provide patient SAFETY!!!
Role of unit managers in recruitment and selection
- Managers should be skilled in planning, conducting, and controlling interviews.
- Be mindful of legal constraints on interviews.
- Proactively recruit and hire staff with age, gender, cultural, ethnic, and language diversity to better mirror the rapidly increasing diversity of the communities they serve.
- Active recruitment allows institutions to bring in the most qualified personnel for a position
- After applicants have been recruited, managers using specified criteria have a critical responsibility to see the best applicant is hired.
- To ensure all applicants are evaluated are evaluated using the same standards, and that personal bias is minimized. The nurse manager must be skilled in interviewing and other selection processes.
- Leaders should be abreast in changes in the health profession, foresee and plan for shortages.
- Leaders should also terminate the application process with positive information about an organization
Strategies for planning, conducting and controlling interviews.
Planning:
- All interviewers able to be available at the appointed interview time
- Adequate time for the interview
- All interviewers should review the application prior to the interview time, noting questions or concerns
Strategies for planning, conducting and controlling interviews.
Conducting:
- Introduce yourself and greet applicant
- Make brief statement about the organization and available positions
- Clarify position person is applying for
- Discuss info on application, seek clarification/amplification if needed
- If applicant appears qualified, discuss organization and position further
- Explain the subsequent procedures for hiring
- Employment physicals
- Hiring date
- If applicant not hired at the time discuss how and when he/she will be notified of interview results
- Terminate interview
Strategies for planning, conducting and controlling interviews.
Controlling
- Create and maintain a comfortable environment throughout interview but do not forget the interviewer is in charge of the interview
- During the meeting, the manager should pause frequently to allow the applicant to ask questions
- Format should always encourage and include ample time for questions from the applicant
- Remember that the interviewer should have control of the interview and set the tone
Look at BP about legal vs illegal interview Q:
Illegal
The organization must be sure the application form does not contain questions that violate various employment acts
Avoid unlawful inquiries during the interview. Inquires cannot be made regarding:
-Age
-Marital status
-Children
-Race
-Sexual preference
-Financial or credit status
-National origin
-Religion
*these are all illegal because they are deemed discriminatory
What should be done as follow-up when processing employment applications
- Follow up with applications as soon as possible, thanking them for applying and informing them when they will be notified about a decision
- Candidates not offered a position should be notified of this as soon as possible. Reasons should be provided when appropriate (insufficient education and work experience), and candidates should be told whether their application will be considered for future employment or if they should re-apply
- Applicants offered a position should be informed in writing of the benefits, salary, and placement. This avoids misunderstandings later regarding what employees think they were promised by the nurse-recruiter or the interviewer
- Applicants who accepted job offers should be informed as to the pre-employment procedures such as physical examinations and supplied with the date to report to work
- Applicants who are offered positions should be requested to confirm in writing their intention to accept the position
Induction part of employee indoctrination.
Note: Indoctrination–planned, guided adjustment of an employee to the organization and the work environment
Induction
-Takes place after the employee has been selected but before performing the job role.
-Includes all activities that educate the new employee about the organization and employment and personnel policies and procedures.
-Often performed during the placement and pre-employment functions of staffing or may be included with orientation activities
Important parts:
-Employee handbook–assimilation of all induction info at one time
-Followed by a discussion with various employees during employment process (managers)
-First level manager is the most important link in promoting real understanding of personnel policies
-This is SEPARATE from orientation, which is the second stage
Best reinforcement of employee behavior?
- Incentives and rewards
- Positive reinforcement is one of the most powerful motivators the manager can use
- Motivators:
- Achievement
- Recognition
- Work
- Responsibility
- Advancement
- Possibility for growth
- Hygiene Factors:
- Salary
- Supervision
- Job security
- Positive working conditions
- Personal life
- Interpersonal relationships and peers
- Company policy
- Status
Intrinsic Motivation
- Comes from within the person, driving him or her to be productive
- Often influenced by family unit and cultural values
- Directly related to a person’s level of aspiration.
- Often impacted by others!
Extrinsic Motivation
-Comes from outside the individual
-Rewards and reinforcements are given to encourage certain behaviors and/or levels of achievement
-MOtivation is enhanced by the job environment or external rewards
-Rewards resulting from extrinsic motivation occur after the work has been completed
Note: it is unrealistic for the organization to assume that all workers have adequate levels of intrinsic motivation to meet organizational goals
-Thus, an organization must provide a climate that stimulates both extrinsic and intrinsic drives
What is achievement motivation?
-The need for success or the attainment of excellence.( -Individuals will satisfy their needs through different means, and are driven to succeed for varying reasons both internal and external.)
The motivation that guides this type of person to action is by the need to achieve
-Focus on improving what is!!
Transform ideas into action, judiciously and wisely take risks when necessary
What are the implications of a needs hierarchy?
-Managers begin to realize that people are complex beings, and rather than just being motivated by economics, their many needs motivating them at any one time
-Motivation is internalized
If productivity is to increase, management must help employees meet lower-level needs
-The shifting focus on what motivates employees has tremendously affected how organizations value workers today
-Maslow’s Hierarchy of Needs
Appropriate time to reward for reinforcement of behavior.
- Positive reinforcement must be specific or relevant to a particular performance
- Must occur as close to the event as possible
- Reinforcement of new behaviors should be continuous
Ways to stay motivated as a nurse leader?
- Self care. The manager should seek time off on a regular basis
- Form relationships outside of the work setting
- Seek recreation
- Be able to separate personal life from work life
- Proper diet and exercise to maintain physical health
- Find social supports when confronted with stress