In the context of nurses’ job satisfaction, several factors need to be taken into account, and their compliance with the standards for staff retention needs to be monitored. Those include a decent pay level, the team atmosphere consideration, and adequate requirements from the manager. Moreover, efforts should be made to counter burnout, a significant problem (Bakhamis et al., 2019). By working through each employee individually, the most significant problem can be identified and focused on solving it.
Additional nurses can be recruited by increasing the motivation and public prestige of the job. Motivation can be increased by tangible and social methods in finding new hires. Regarding the level of prestige, the importance of caring and the indispensability of the profession should be advertised at all levels, including social efforts by the state and the facilitation of certification (Carthon et al., 2021). With more people wanting to study nursing, there will be more potential colleagues.
With advances in technology, the human element in the nursing workforce may diminish in the future. Some of the tasks will probably be assigned to automation, and artificial intelligence will be able to operate these machines. However, not all decisions can be made by a computer, and not all patients can accept the absence of a live person around them. At the same time, the number of nurses’ skills will expand and may include knowledge of additional disciplines and greater professionalism.
I could not agree more that management’s attitude has a big impact and highlighted this issue in employee retention. Some managers attribute the rush and pressure to understaffing, although they recursively provoke it. In my opinion, it is management’s shortcomings that contribute to schedule suffering and accelerated staff burnout. Do you think it is realistic to change strategies or the supervisors themselves to fix this problem?
There is no doubt that the step-by-step assessment of hiring nurses is true. Moreover, the fellowship programs being implemented indeed have potential benefits. However, is there really a need for a reassessment of skills and a more difficult exam before taking a position? In my opinion, this process should include taking into account the interests and passions of the employee. For retention purposes, it is sometimes better to give a short refresher course than to assign a person to do something they are good at but do not like at all.
References
Bakhamis, L., Paul, D. P. III, Smith, H., & Coustasse, A. (2019). Still an epidemic: The burnout syndrome in hospital registered nurses. The Health Care Manager, 38(1), 3–10. Web.
Carthon, J. M. B., Travers, J. L., Hounshell, D., Udoeyo, I., & Chittams, J. (2021). Disparities in nurse job dissatisfaction and intent to leave: Implications for retaining a diverse workforce. The Journal of Nursing Administration, 51(6), 310–317. Web.