Analysis of a Pertinent Healthcare Issue
There is no doubt that staff burnout is one of the most critical national healthcare concerns that affects healthcare organizations, including our own. The major effects of staff burnout include reduced job satisfaction, increased turnover, and reduced quality of patient care. This issue is particularly concerning as it threatens the core objectives of the Quadruple Aim: promoting patients’ satisfaction and engagement, increasing the health status of the population, decreasing expenditures, and optimizing the job satisfaction of physicians and other employees in the healthcare sector.
In our organization, the problem of staff burnout has resulted in decreased morale levels among the workers as well as higher turnover rates. Current organizational statistics show an approximate overall staff turnover rate of 15% for the previous year, and many of the exiting employees stated burnout as the main reason in their exit interviews. Moreover, there has been an established 20% rise in the number of reported cases of medical mistakes, which can be attributed to periods of high turnover and lowered staffing density. These statistics point to the importance of addressing staff burnout to retain well-being and improve the quality of patient care provided.
Summary of Reviewed Articles
According to Green et al. (2020), burnout has systemic reasons that are related to workload, long hours of work, and a lack of support from management. In their opinion, burnout can be combatted only through learning changes at the organizational as well as the systemic level. Measures like cutting red tape and improving work-life and well-being support are identified as working (Green et al., 2020).
According to Zhang et al. (2020), different approaches are being adopted by healthcare organizations to prevent burnout. Best practices include cultivating a strong organizational culture, developing flexible work arrangements, and encouraging career advancement. The article focuses on the senior leadership’s responsibility to ensure the staff’s health and invest in burnout prevention programs (Zhang et al., 2020).
Addressing Burnout in Organizations
Burnout has been reduced in other healthcare organizations through the use of a number of strategies. For example, the Cleveland Clinic has launched wellness programs that include mental health services, stress management, and a periodic health check. Also, Mayo Clinic, for instance, has adopted the practice of having mentors for staff to ensure that they are always able to seek professional help, reducing stress and loneliness.
More time with the patients can be helpful not only for the healthcare providers themselves but also for patients and the quality of their treatment (Drossman & Ruddy, 2020). On the other hand, this may involve employing the latest technology and personnel development for the enhancement of administrative functions. Organizations should offer flexible working hours or implement a work-from-home policy to enhance work-life balance since this has been found to help manage stress (Irawanto et al., 2021). However, changing the working schedules might cause some staffing concerns in the beginning and may require proper planning to avoid inadequate staffing.
Mental health resources can support staff in stressful situations and prevent burnout. However, there may be some social prejudices concerning the use of psychology services, and work will have to be done in order to make it quite natural for a person to turn to psychology. Promotion can enhance job satisfaction and thus reduce turnover because employees stand a better chance of attaining professional growth (Zhang et al., 2020). Nonetheless, the creation and sustenance of professional development programs require time and finances.
Therefore, staff burnout is a critical concern that needs to be addressed in order to meet the goals of the Quadruple Aim. It is therefore possible to reduce burnout through the following measures: reduction of administrative tasks, encouragement of work-life balance, support for the mental health of workers, and improving professional practice (Zhang et al., 2020). While these interventions involve dedication and funds, they remain critical for the preservation of a strong workforce and the delivery of quality patient care. Through implementing the above-mentioned strategies, it will be possible to establish a staff-supportive working culture that focuses on the welfare of the employees, resulting in enhanced organizational productivity and satisfied patients.
References
Drossman, D. A., & Ruddy, J. (2020). Improving patient-provider relationships to improve health care. Clinical Gastroenterology and Hepatology, 18(7), 1417-1426. https://www.sciencedirect.com/science/article/abs/pii/S1542356519314326
Green, S., Markaki, A., Baird, J., Murray, P., & Edwards, R. (2020). Addressing healthcare professional burnout: a quality improvement intervention. Worldviews on Evidence‐Based Nursing, 17(3), 213-220. https://sigmapubs.onlinelibrary.wiley.com/doi/abs/10.1111/wvn.12450
Irawanto, D. W., Novianti, K. R., & Roz, K. (2021). Work from home: Measuring satisfaction between work–life balance and work stress during the COVID-19 pandemic in Indonesia. Economies, 9(3), 96. https://www.mdpi.com/2227-7099/9/3/96
Zhang, X. J., Song, Y., Jiang, T., Ding, N., & Shi, T. Y. (2020). Interventions to reduce burnout of physicians and nurses: An overview of systematic reviews and meta-analyses. Medicine, 99(26), e20992. https://journals.lww.com/md-journal/fulltext/2020/06260/interventions_to_reduce_burnout_of_physicians_and.89.aspx
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