Leadership Deliverable 6: SWOT Analysis of Case Based on a Change Theory
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Leadership Deliverable 6: SWOT Analysis of Case Based on a Change Theory
Change Theory
Nurse leaders and managers are expected to act as change agents, especially when implementing interventions that address burnout and high turnover rate among nurses. Poor management of human resources, nurses in this case, is one of the causes of low retention of new nurses (Dawson, Stasa, Roche, Homer, & Duffield, 2014). The Lewin Force Field Change theory is a three stage model of change i.e. freezing, unfreezing and refreezing. This theory helps support SWOT analysis and the proposed changes as it assists nurse leaders and managers understand the dynamic balance of driving forces and restraining force that would either promote or hinder staffing initiatives that aim to boost retention.
Description of the Problem
Nurse retention is a significant issue in the work environment because of its implication on the quality of healthcare services. According to Gutsan, Patton, Willis, and Coustasse (2018), burnout syndrome is one of the leading causes of high turnover rates among nurses. Several solutions have been proposed in this connection; for example minimum staffing ratios. Implementing staffing nurse-to-patient ratio reduces the risk of burnout for nurses, which, in turn, contributes to improved patient outcomes (Agency for Healthcare Research and Quality, 2019).
SWOT Analysis
The solution to the problem of low retention of new nurses is to adopt and implement a staff-to-patient ratio policy. McHugh and Ma (2014) note that better nurse staffing influences work environments positively and leads to better nurse retention. Therefore, as strength, this policy improves nurse satisfaction, retention, and patient outcomes.
One of the weaknesses of the proposal within the context of the organization is that the hospital has underdeveloped human resource policies. Consequently, poor implementation of the staffing ratio will exacerbate the low nurse retention issue. The opportunities for improved outcomes if the proposed change implemented included the quality of patient care will improve. Additionally, the patient’s perception of quality of care is likely to improve. The internal threats to this proposal include the financial implications of the proposal. Implementing the staffing ratio is expected to increase the hospital’s operational costs. The external threat is compliance with the statutory provisions on staffing ratios and the sector expectations.
References
Agency for Healthcare Research and Quality. (2019). Nursing and patient safety. Retrieved from https://psnet.ahrq.gov/primer/nursing-and-patient-safety.
Dawson, A. J., Stasa, H., Roche, M. A., Homer, C. S., & Duffield, C. (2014). Nursing churn and turnover in Australian hospitals: Nurses’ perceptions and suggestions for supportive strategies. BMC Nursing, 13(1), 11. https://doi.org/10.1186/1472-6955-13-11
Gutsan, E., Patton, J., Willis, W. K., & Coustasse, A. (2018). Burnout syndrome and nurse-to-patient ratio in the workplace. Presented at the 54th Annual MBAA Conference, Chicago, IL.
McHugh, M. D., & Ma, C. (2014). Wage, work environment, and staffing: Effects on nurse outcomes. Policy, Politics, and Nursing Practice, 15(3-4), 72–80. https://doi.org/10.1177/1527154414546868
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