Health and Safety Nursing Assignment
Order ID 53563633773 Type Essay Writer Level Masters Style APA Sources/References 4 Perfect Number of Pages to Order 5-10 Pages Description/Paper Instructions
My issue is: Fatigue/burnout (under project building session # 1)
Strategy: building a physical space where nurses can take proper breaks (more info in project building session # 2 ).
Metrics, evaluation and other things (are in Project building session # 3).
Please see the another document for the assignment guideline. Healthy work environment (HWE) is important for this paper. You can use the references mentioned in this document but please use other more than 3 references which are scholarly and no less than 5 years old.
Tools for evaluation of effectiveness of the strategy:
https://www.mindtools.com/pages/article/newTCS_08.htm
2)
Maslach Burnout Inventory is a tool which can be used to measure nurse burnout levels (Poghosyan et al., 2010).
Project building sessions :
- I want to focus on the issue of “burnout-compassion fatigue” for workplace health and safety. Fatigue is a subjective feeling of tiredness that interferes with daily work and can persist for long periods even after taking enough rest (Registered Nurse Association of Ontario, Quick Reference Guide, 2013/2014). Workplace fatigue for nurses is a major issue for nurses and it can come from anywhere either environment, organization, personal or external factors. As per the Registered Nurse Association Ontario (2017), fatigue can be either from personal, professional, or workplace factors that have a direct effect on their personal and professional activities. College of Nurses of Ontario (2019) has also underpinned nurses’ burnout and stated that fatigue caused by physical or emotional stress decreases their cognitive functioning, decision-making capacity, and memory. As per RNAO (2010), nurses’ fatigue was the main reason for medication errors; it leads to psychological stress to the nurses and poor quality care to the patients. CNO Practice Standards (2018) stated that the nurses need to promote the best possible care for the patient. Therefore, fatigue does not only have an impact on the nurses’ health but also has a big impact on the work efficiency.
As per (Registered Nurses’ Association of Ontario: Healthy Work Environments Quick Reference Guide, 2013/2014), fatigue is associated with routinely 12 hours scheduled shifts, and often taking no breaks during the shift has detrimental effects on the nurses’ physical health. Burnout/fatigue impact adversely on all components of HWE. At the Macro level (external context) of the HWE framework, provide sufficient funds to build a support area where nurses can take their regular breaks and providing enough human resources can prevent further burnout/fatigue (RNAO, 2013/2014). At the Meso level (Organizational level) of the HWE framework, the organization can provide a safe staff scheduling which has more off duty time from 12 hours shifts to give more recovery time from fatigue (RNAO, 2013/2014). At the Micro level (Individual Work Context) of the HWE framework, adequate rest, sleep and nutrition is crucial to maintain health and prevent fatigue from the workplace (RNAO, 2013/2014). Lastly, to prevent or mitigate fatigue is not only can be done at the Macro, Meso, or Micro level but all levels have to work collaboratively to improve nurses’ physical health which is caused by burnout/fatigue.
References:
College of Nurses of Ontario (2018). Practice Standard, Professional Standards. Retrieved from https://www.cno.org/globalassets/docs/prac/41006_profstds.pdf
College of Nurses of Ontario (2020). Supporting Nurses in Self-care. Retrieved from https://www.cno.org/en/protect-public/employer-resources/employers-toolkit-sexual-abuse-prevention/supporting-nurses-in-self-care/
Registered Nurses’ Association of Ontario(2013/2014). The Healthy Work Environments Quick Reference Guide. Retrieved from https://rnao.ca/sites/rnao-ca/files/HWE_PocketGuide2013.pdf
Fatigue/burnout is an ongoing issue for nurses’ and there are so many factors that play a key role in increasing their fatigue. As we all see that all the Micro, Meso, and Macro levels need to work collaboratively to reduce the nurses’ fatigue/burnout but in my point of view, it starts at the Macro level which is the external context of the Healthy Work Environment (HWE). As per the Registered Nurses’ Association of Ontario (2011), there is inadequate physical infrastructure at most of the organizations to support nurses to rest during their scheduled breaks. Many facilities still exist where there is no dedicated space where nurses take their proper breaks during their shifts which leads to a lack of enough rest and fatigue(RNAO, 2011). The key feature of the strategy of having a proper physical space and taking proper breaks using that space is to promote the well-being of nurses and decrease physical and mental fatigue and burnout. The stakeholders which we need to assist the health care system to increase funding for building a physical space or proper breakroom can be the leaders from the hospitals or the organizations like the physicians, employees, regulatory bodies like College of Nurses of Ontario (CNO), or Registered Nurses of Association of Ontario (RNAO) who can assist in lobbying a government to provide enough funding.
I was working in the retirement home where I never had my break in the staff room because the staff room was extremely small without any windows. I used to take my break in the resident’s dining hall after they have their dinner where all staff used to come between my break and asking for the nurse as there were only one nurse and others were personal support workers. I never got proper breaks and I was suffering from fatigue, therefore, in my point of view, lack of proper physical spaces for nurses to take breaks and rest is the major cause of burnout/fatigue. Many times the organizations overlook the nurses’ needs which are getting restorative breaks and lack of proper breakroom designs leads to fatigue and burnout (Nejati, Shepley, Rodiek, 2016).
At my current placement, due to Covid 19 situation, I have seen nurses taking their breaks where the hospital laid out tables at the public areas where nurses cannot be comfortable taking their breaks or relax. In a stressful pandemic situation, nurses need more relaxing breaks to keep up with their work and prevent fatigue but taking breaks in the public area can increase burnout and fatigue and decrease personal well-being and productivity. Restorative breaks improve emotional well-being and refuel the body; it needs a comfortable area where many times nurses can do mindful exercises or can take a power nap (Paton, 2020). A high level of fatigue leads to loss of motivation, low morale, and increase absenteeism (Paton, 2020).
The concept of renewing a break room or making physical space where there is a space for “aromatherapy, music therapy, a massage chair, space to write a journal and even a small waterfall” helps to reduce the fatigue and rejuvenate themselves to make improvements (Solomon, 2017). The detailed plan for this strategy is to lobbying the government to provide funding to organizations partnering with the stakeholders to build a physical space for nurses for taking restorative breaks to decrease fatigue and burnout.
In conclusion, as fatigue is an ongoing issue for nurses and it needs to be addressed promptly the appropriate strategy to prevent or mitigate fatigue is to lobbying the government partnering with the stakeholders to provide enough funding. Using the government fund, organizations need to build a physical space or proper break rooms where nurses can take breaks, rest, and relax to rejuvenate themselves and decrease their fatigue and burnout.
References:
Nejati.A., Shepley.M., Rodiek. S. (2016). A review of design and policy interventions to promote nurses’ restorative breaks in health care workplace. Workplace Health and Safety. 64(2). 70-77. doi: 10.1177/2165079915612097
Paton.F.,(2020). Nurses, Please Take Your Breaks. Nurseslabs. Retrieved from https://nurseslabs.com/nurses-please-take-breaks/
Registered Nurses’ Association of Ontario (2011). Healthy Work Environments Best Practice Guidelines. Retrieved from https://rnao.ca/sites/rnao-ca/files/Preventing_and_Mitigating_Nurse_Fatigue_in_Health_Care.pdf
Solomon. A., (2017). The Case of Taking A Break. American Nurses Association, Healthy Nurse Healthy Nation. . Retrieved from https://engage.healthynursehealthynation.org/blogs/9/38
3.
Every day in nursing practice, nurses feel fatigue and burnout. Implementing a new strategy alone is not enough to make a change; evaluation of the implemented strategy is an essential factor and it needs employee engagement, effective leadership, and effective organizational structure. To evaluate if the strategy is successful or not, first, we need to know what to measure in terms of burnout and fatigue and which outcomes to be expected after implementing the strategy. For fatigue and burnout, we need to see a high level of job satisfaction, lower level of absenteeism, decreased accidents, and more engagement to the organization after building a new physical space for nurses to take relaxing breaks. To monitor for the effectiveness of the implemented strategy in the prevention of fatigue or burnout requires stakeholders’ involvement to develop metrics that should have a proper measurement and reporting system in the organization. To access the metrics of the reports, organization’s stakeholders are the key to assist in gathering all the data. To see the effectiveness of the implemented strategy, metrics of job satisfaction, absenteeism, frequency of accidents and engagement to the organization can be found in the organization report system. Another tool to measure the outcomes from nurses can be measured by survey using a proper survey depending on the strategy the used. For level of job satisfaction and engagement to the organize measured measures using the nurses’ percentage of rating on job satisfaction. The number of incidents of burnout and fatigue can be obtained from the organization’s incident report incidents. The number of absenteeism reports also can be obtained from the organization’s annual report and the reasons for absenteeism. The information and education regarding built a new physical space should be on the organization’s site where it is easily accessible for all employees to have maximum usage and decrease burnout and fatigue.
To evaluate the effectiveness of the newly implemented strategy to prevent burnout and fatigue, the timeline should be set to obtain the metrics and information of tools reports, numbers of incident reports and annual reports. The metrics of the implemented strategy are very important to assess the effectiveness, therefore, it should be done six months after implementation and every year thereafter. Once the implemented strategy shows continuous effectiveness, the metrics should obtain every three years thereafter. The information should be communicated with the stakeholders including the unions or ministry of health, ministries of labor, worker’s compensations board, employers/organization, research centers, professional associations like the American Nurses Association. The communications should occur through emails especially in the current pandemic condition to prevent the spread of Covid 19; it also can be done using the organization newsletters or professional e-mails to the external system from the organization stakeholders.
Effective dissemination increases nurses’ engagement in adopting and enabling the essential uptake to success and sustainability of the new strategy. The first and most important measure implemented to disseminate the strategy is to engage the stakeholders for planning may include the advisors and team members. Furthermore, stakeholders should use different communication strategies like meetings, e-mails, and the organization’s standard communication system to stay connected to the health care workers. With the communication strategy, education regarding using the new physical space for taking breaks is also very important to thrive in the new environment. Provide training on using the newly built physical space including the massage chair, aromatherapy, and music system for the music therapy is also very important to get a positive result of the strategy. Along with the proper communication on using the new strategy, set a clear expectation is also needed to fulfill the organization’s mission and vision.
To report the result of the implemented strategy should be published in the annual report card and using system-wide quality reporting mechanisms. The result data should report to the employees and organization using newsletters and emails. To report the result data to the external system, a national reporting system should be used to communicate the progress which helps in track trends and compare with other organizations for effective healthy work environment strategies.
In conclusion, stakeholders’ involvement is necessary including proper measurement and reporting system in the organization to obtain the metrics of the building a physical space for the nurses to take proper breaks to prevent fatigue and burnout. The information would be on the organization’s site where it is easily accessible for all employees. A timeline should be set to evaluate the effectiveness of the strategy; it can be done at six months and one year after implementing the strategy and every three years thereafter. Effective dissemination including emails, newsletters, and the organization’s standard communication system including the stakeholders and advisors are important for effective communication.
References:
Lowe. G., Chan. B. (2020). Using Common Work Environment Metrics to Improve Performance in Healthcare Organizations. Healthcare Papers. 10(3). Retrieved from
http://www.hqontario.ca/Portals/0/modals/qi/en/processmap_pdfs/resources_links/hp_vol10_no3_lowe.pdf
Williams. E., (2021). Strategies for Managing Change in Nursing. Chron. Retrieved from
https://work.chron.com/facilitate-administrative-work-nurse-manager-26346.html
RUBRIC
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