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Different units in healthcare facilities have a variety of individuals on whom the performance of the organization depends. These groups of people are called stakeholders as they both contribute to and rely on the organization and its success. For example, in nursing homes, nurses can be divided into a number of stakeholder groups. Furthermore, as each of these groups has its own unique personal duties, their members should adhere to the specific determinants of work quality – key performance indicators (KPIs). The following essay describes three main stakeholders of nursing homes and their KPIs.
While nursing can be seen as an occupation with a set range of responsibilities, different types and levels of it may have various duties. Similarly, healthcare organizations also can have a list of unique tasks and activities. Thus, the first stakeholder in a nursing home is the organization itself – a nursing home, often represented by the board of directors. It is a duty of a nursing home to provide its clients with health care that is high-quality and patient-centered. The organization as a whole is responsible for care delivery and the performance of its members.
The second stakeholder group is the primary type of employee working in such homes – a nurse. Nurses contribute to the performance of the nursing home significantly as they are usually the most numerous group of workers in the facility. Their stake in the organization’s success is evident in their work and communication with clients. Finally, the third possible stakeholder is a nurse manager. While managers also perform the duties of regular nurses, they have a different set of responsibilities because they provide support not only to clients but also their subordinates.
Key Performance Indicators (KPIs)
Each stakeholder type has its own range of KPIs that it should follow to achieve the best results. For the first stakeholder, the nursing home, one of the main performance indicators is the rate of patients with certain conditions and the percentage of successful and unsuccessful treatment outcomes. Another KPI is the level of satisfaction of patients with the facility’s care. Job satisfaction of employees is another important KPI, along with the general hygiene of the place, quality of equipment, and speed of operations. For nurses, KPIs can be connected to their individual and group activities. For instance, their interaction with clients and the rate of successfully and timely performed procedures are among the main indicators. Other KPIs may include consistency in high-quality care, number of injuries inflicted on patients, rates of medical errors, and others.
Nursing managers also have similar KPIs. Nevertheless, they also perform as leaders and mentors. Thus, their KPIs may include successful training outcomes for subordinates, the level of the unit’s collaboration, and interaction with nurses. The work of the department as a whole can depend on nurse managers as well. The ability to introduce new ideas, the rates of nurse turnover and retention, the quality of the unit’s teamwork rely on nurse managers.
Nursing homes have many different stakeholders who each have their own duties and performance indicators. Organizations as a whole are dependent on their administration and workers of all levels and have such KPIs as client satisfaction and overall statistics of quality. Nurses and nurse managers have similar and differing responsibilities. Therefore, their KPIs also range from simple punctuality and lack of errors to teamwork effectiveness and rate of innovative solutions’ implementation.