10 Sep Professor question Leader action of communication and recognition?

Professor question

Leader action of communication and recognition?

HI Yuaniky,

The leader action of clear communication and acknowledgment of employee’s work was clearly presented for the purpose of improving relationships between administration and employees.  The description of acknowledging employees work reminds me of the concept of recognition.  Nursing has been identified as slow to recognize and celebrate accomplishments.

Suggestion for consideration (remember reply to DNP Essential instructor question is required):

* What recognition and celebration occurs in your work setting?  How is recognition and celebration completed?

Dr. Mary

First replay about this discussion

The same as a human being, an organization has a unique identity and personality and often espouses the traits of those of the decision makers. Chief Nursing Officers (CNO) play a pivotal role in shaping such personality as well as maintaining a work environment that is conducive of retaining the best talents within the corporation. However, their jobs can be challenging when their organization experienced widespread unrest and distrust among the employees. In order to apprehend such occurrences and bring about lasting changes and solutions, there is not a one-size fits all approach. CNOs must exercise keen judgment and cultivate a great sense of awareness of their duty which entails an unwavering commitment to continuously make better connection with the employees.

Chief Nursing Officers have developed and nurtured over the course of their professional career a multitude of positive traits such as being seen as agreeable mediators. CNOs have to be perceived by all the stakeholders as being unbiased. They need to seek out their inner personality through a self-examination process to empty out of any preconceived notions and skewed views they might have had. Their willingness to make changes must be seen as an asset to their growth as being efficient decision makers. Additionally, their decision-making process should be seen as both impartial and based upon reliable data from a wide range of feedbacks of the employees. CNOs need to conduct thorough investigation with the employees and the administration. Such demarche will facilitate an interdependent relation between employees and employer (Guay et al., 2016). 

CNOs must be very dynamic, relentless and unafraid leaders. At times, they are required to take both bold, decisive or even unorthodox actions that require courage and accountability to demonstrate commitment to better relationships between the administration and the employees at large. They need to be task-oriented and policy driven in applying proven methods in the decisions they make with no rooms for try and errors or amateurism. CNOs should lead by being the prime example of the changes they want to implement; because such actions will speak louder than the most well-crafted policies.

The recent COVID-19 pandemic that the world is currently experiencing clearly exemplifies the crucial role of all the employees within the cooperation especially those at the forefront. They are rightly categorized as the first responders to attend patients, families, other employees in implementing the procedures from the managerial staff. CNOs should have a full grasp of the nature of the problems, the root causes and the reasons why the employees are reluctant to follow procedures. They need to rise up not tear down the employees so they can feel valued, respected and not overlook. Employees are considered as roots to a planted tree. A corporation cannot operate efficiently with unsatisfied employees which often reverberated into practices such as unrest, overturned and distrust among employees.

How to implement policies that are beneficial for both the corporation and employee? First, a stimulus process and participative approach are quintessential to be mutually advantageous. CNOs should be able to clearly explain the plan of action to other managers and broadcast to all employees before the policy is mandated or imposed. Second, CNOs are to meet with administration staffs to lay out the employees’ inputs. Behaviors can change when both parties understand the reasons and benefits of the decisions that will soon be implemented throughout the corporation. When CNOs create a task-oriented environment by mirroring their endeavor to be the chief exemplars; employees are determined to execute the tasks at hand almost blinded and will not critically question or reject their demands. CNOs should strive to create and promote a culture where the employees are seen as very conscientious, hardworking and recognize by the corporation because of their commitment to excellence.

Will such shift of behavior suffice to sustain lasting changes and forge a better overall relationship amongst the administration and the employees and to reduce the overall turnover rate of employees? Despite, their faithfulness, loyalty to the corporation, these employees will eventually burn out or reluctant to adjust new policies (Guay et al., 2016). Therefore, they may question the validity of the new policies, disregard the policies and follow their own course of action. A policy driven employee may be considered as determined individual who will work despite any circumstances, an agreeable, compliant an altruistic person. Their motivations are to help the corporation succeed and expand over their own preferences.

It is vital to create and develop a plan of action for the new hired to reduce corporation defiance. It is imperative for the corporation to screen individual’s personality prior employment to select potential employees that exhibit the qualities that better align with the cooperation’s philosophy. CNOs must engage with the employees, teach them to learn new procedures, best outcomes and resonate patient quality of life (Van Den Berg, Masternbroek, Scheepers & Jaarsma, 2017). CNOs need to provide continuous training sessions to all employees, participate in staff meeting to delineate any sign of anger or hostility regarding implementing new policies. CNOs must inspire other employees to reach out, be innovative, resolve interpersonal conflicts and perceived injustice within the parameters of best practices and policies within the organization.

References:

Guaya , R. P.(et al., 2016). Why people harm the organization and its members: Relationships among personality, organizational commitment, and workplace deviance:  Human Performance 29(1),1-15. Retrieved from https://doi.org/10.1080/08959285.2015.1120305

Van Den Berg, J. W., Masternbroek, N. J.J. M., Scheepers, R. A. & Jaarsma, A. D. (2017). Work engagement in health professions education: Med Teach 39(11), 1110-1118. Retrieved from https://pubmed-ncbi-nlm-nih-gov.su.idm.oclc.org/28830279/

Second replay to this discussion

In attempting to build better relationships as a CNO, the actions that would demonstrate my commitment to building better relationships between the administration and employees would entail creating an environment that promotes the welfare of the employees and fostering employee retention. 

            Creating an environment that promotes the welfare of employees will work towards building better relationships by nurturing team spirits, cordial interpersonal relationships, equality in remuneration as well as a happy physical workspace. Elizabeth (2019) explains that creating an environment that upholds employee welfare will involve the following. First, promoting open dialogue and clear communication, which will work to improve relations through the benefits accrued, such as almost zero confusion, expressing grievances and resolving conflicts, seek clarification et cetera. Second, make employees feel appreciated and valued by focusing to provide positive feedback. Third, fostering a work setting that reflects loyalty between administration and employees as well as employees being treated equally, with respect and appreciation for their roles. Lastly, promote an environment that encourages empowerment where employees feel empowered and supported to grow as individuals. 

            Equally, working towards building employee commitment to stay will be based on the Cowden and Cummings’ Model (2015). When employees are committed and loyal, besides having job security, they will work towards building better relationships because of their desire to stay with the same employer. This will be achieved through; first, modifying and improving the manner the administration interacts with employees. The interaction will focus on encouraging team building and cohesion. Second, promoting positive changes in the workplace such as professional development and growth, a safe work setting, and implementing useful staffing ratios for manageable workloads. Lastly, supporting employees when exposed to external events. These events can range from simple ones such as family and personal circumstances to complicated activities such as continuous education and training. 

References

Cowden, T. L., & Cummings G. G. (2015). Testing a theoretical model of clinical nurses’ intent   to stay. Health Care Management Review, 40(2), 169-181. 

Elizabeth, A. (2019). Managing interpersonal conflict: Steps for success. Nursing Management,   50(6), 22-28.