Organizational Assessment

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ABSTRACT: Owing to the fact that there is an increasing need to retain healthcare’s greatest assets, work environments must provide positive relationships and Registered Nurse (RN)/Midwife (RM) empowerment in an effort to improve staff nurse retention. A variety of factors can influence a registered nurse’s intent to stay, however supportive nursing leadership and management are envisaged to have the greatest impact on improving work environments resulting in greater job satisfaction. The purpose of this organizational assessment was to determine whether the development, implementation and evaluation of the current culture of supportive nursing leadership and management have effect on staff retention. Registered Nurses’ perceptions of…show more content…
Descriptive statistics revealed areas of weakness to be those of relationship-building and shared decision-making. The Bridge Clinic’s Practice Environment Measure (B-PEM) was used to measure nurse perceptions on their work environment. The areas identified that needed most improvement were feeling valued and professional development. The organizational assessment along with both surveys supported the need for nursing leadership development in relationship building skills and empowering nurses. The results of these assessments informed the improvement of an organizational specific leadership development intervention and implementation. Leadership development workshops were conducted at different levels of nurses attainment as a pilot intervention and instructional instrument to the nursing care directors and managers on the identified topics as a part of this project. Self-efficacy or competence evaluation pre and post intervention was conducted to evaluate the confidence of the managers and directors in providing supportive leadership behaviors. Sustainability of these skills will be dependent on continued organizational mentoring and growth of the participants of the…show more content…
Following the literature review and pre-intervention surveys, the Interdependence &Transformation In South Africa (ITISA)’s Onward and Upward, Managing Continuous Improvement (2013) was used to implement and evaluate a pilot of supportive leadership education and training of all nursing leaders within the organization. The process was guided by the nurse leader development framework outlined by Herrin & Spears (2007) that includes leader assessment, development programs and individual coaching. The actual educational intervention consisted of concepts taken from KAIZEN et al (2013) with the theory of understanding the role nurse leaders’ play in creating an enabling environment that encourages the continuous challenge of the status quo and the generating of new ideas/better ways for sustained performance improvement as the basis for modifying leadership behaviors. The selected site which is The Bridge Clinic at the heart of Lagos State Capital was assisted in developing an educational intervention to instill and practice supportive leadership strategies in their particular organizational culture. This process included the key constituents in order to assure buy in and support. Although leadership strategies started at

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