WORKPLACE ENVIRONMENT ASSESSMENT
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Workplace Environment Assessment
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Course
Institution Affiliation
Instructor’s Name
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Workplace Environment Assessment
Introduction
Work environment assessment is a strategy, based on evidence, conducted by officials in
an institution to create awareness and assess the awareness of the organization's progress and
offer chances for development. Nurses and other healthcare workers may engage in disrespectful
communication due to stress. It happens because of the lousy environment created by their
organization leaders and managers. Nurses should be in an environment where they are free to
express their ideas. Over the years, many nurses' associations have developed some codes of
conduct that must be adhered to by each nurse to foster patients' safety. Several ways can
enhance the proper code of conduct of nurses and other healthcare professionals. The patterns
can only be effected after conducting a workplace environment assessment in the institution.
Cynthia M. Clark, a nursing advisor for ATI Nursing Education, invented a simple template that
could be applied in any nursing institution to initiate the work environment assessment. Nurses
require a conducive working environment to develop their working efforts, be loyal to the
organization, and enhance patient care quality.
Part One: Work Environment Assessment
The Assessment Results
After conducting a successful workplace assessment, I realized that many nurses were
satisfied by their working environment. Using the Clark's Healthy Workplace Inventory template,
it is surprising that some professionals gave high scores on, "Communication at all levels of the
organization is transparent, direct, and respectful" and "Members of the organization use
effective conflict-resolution skills and address disagreements respectfully and responsibly."
Although the assessment took personal account of personal perception of civility in the
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environment, its primary aim was to determine whether the institution motivates its employees
for their hard work. The argument was confirmed since most of the employees gave more credit
on "the organization provides competitive salaries, benefits, compensations, and other rewards."
Positive reactions on the three arguments proved how well our organization had a conducive
environment. Nurses' good working conditions guarantee safe patient care due to their ability to
cope with stress, manage emotions, and interact respectfully (Guraya, 2015).
Part Two: Reviewing the Literature
Every organization has the desire to attain a high score on every item in the Clark's
Healthy Workplace Inventory template. However, this is achieved by having a good
communication flow among the staff (Hartung, & Miller, 2013). This argument insists that
organization managers must encourage open dialogue and discussions from all levels in the
institution. Due to differences in administration level, some managers do not facilitate direct
communication from their juniors. This often destroys their esteem and loyalty to their leaders,
leading to poor service delivery. Good service delivery in the health care facility can only be
achieved by identifying the possible strategies to foster it. An institution can accomplish this by
encouraging sharing similarities and differences to come up with a common idea.
The Article Theory
According to the articles presented from this module, I learnt that there were some
techniques which could be applied to decrease incivility in the workplace environment. The
concepts are based on good communication. Various institutions might have met all these
guidelines. However, many nurses find it difficult to express their ideas due to power differences
or fear that their grievances may not be addressed. It happens mainly due to a lack of experience
on the essential communication skills. Some individuals may even feel these conversations as
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emotionally unsafe. Nurses are encouraged to reflect on the workplace culture and their
relationships with others to deal with such challenges. Having a good communication flow in our
organization ensures proper motivation enforcement (Manojlovich & DeCicco, 2007).
Motivation is attained when all the institution levels can convene meetings to discuss salaries,
benefits, and other rewards (Ridgeway, 1982).
Creating a safe zone when engaging in a conversation with uncivil coworkers is a basic
solution for solving a dispute. One should plan well and have a good environment before
beginning the conversation. The one organizing for the challenging conversation should also
ensure that both parties have much physical and emotional safety. The meeting point should be
private such that no family members, patients, or observers nearby. This will guarantee the
confidentiality of the fellow nurse, thus being free to communicate. One should be clear enough
to get better solutions to their differences.
Theory Application
To improve our healthcare organization, there is need to reconsider these theories. Good
communication within an organization can enhance strong teamwork. If the administration is
planning to convey a message to the workers, it is recommended to hold staff meetings rather
than using uncivil conversations.
Part Three: Evidence-Based Strategies to Create High-Performance Inter-Professional
Teams
A business/institution cannot, at any chance, ignore the need to enhance employee
productivity. The managers must combat the challenges tending to slow down the growth of
health facilities. This can only be achieved by using some clear strategies: effective and efficient
communication and a clear set of goals and feedback provision. It is argued that employees tend
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to get motivated if they are aware of their dreams. A health center should have well-stated goals
and a vision that acts as a controller for each nurse. These goals will encourage the nurses to
manage their time to meet the laid-down targets effectively. It is also evident that effective
communication is necessary for every business operation (Manojlovich & DeCicco, 2007).
Proper care of the patients cannot be maintained where nurses are differing in ideas. An
established company should have a good communication system such that the health center
employees are aware of the right channel to use regarding their concerns.
Strategies to Bolster Successful Practices
In addition to the above strategies, several other measures may not be considered
necessary in an institution, yet they play a major role in development. These involve getting rid
of motivation killers and setting up standards in a company. A competent leadership should be
able to identify the problems undermining nurse's motivation in an institution, including abusive
personalities and poor communication systems. A good motivation scheme will ensure that the
nurses impose extra efforts on their activities (Ridgeway, 1982). Motivation will also make the
nurses feel much appreciated for their good deeds.
Health workers must also be aware of what the company expects from them. The owners
should consider setting the institution's standards for a company to be potentially successful. By
doing so, the workers will dispose of their labor based on a certain target. Well-stated standards
can limit disagreements in the health centers due to a belief in teamwork.
Conclusion
As I checked my inventory discoveries, I learnt how civility enhanced the organization’s
progress. I discovered that every institution has the desire to attain the best from their workers. A
company can't realize better results when there are continued disagreements among the workers.
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A health center should decide on good conflict resolution methods and have an excellent
mechanism to ensure employees' satisfaction. The administration should also apply the above
measures to enhance both the patients and the health officials' safety. The nurses must also learn
the most immediate methods to sort out their differences. A continuous assessment of the
organization's status is also necessary for determining its health. By doing so, nursing operations
will be smoothed, thus maintaining good care of both the workers and the patients.
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References
Guraya, S. Y. (2015). Workplace-based assessment; applications and educational impact. The
Malaysian journal of medical sciences: MJMS, 22(6), 5.
Hartung, S. Q., & Miller, M. (2013). Communication and the healthy work environment: Nurse
managers’ perceptions. JONA: The Journal of Nursing Administration, 43(5), 266-273.
Manojlovich, M., & DeCicco, B. (2007). Healthy work environments, nurse-physician
communication, and patients’ outcomes. American Journal of Critical Care, 16(6), 536-
543.
Ridgeway, C. L. (1982). Status in groups: The importance of motivation. American Sociological
Review, 76-88.
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