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Professor’s Comment:

The referencing and citing of scholarly work is mandatory to support the idea that is being presented in the participation discussion. ALL peer responses require an in text citation, a reference, and 6 or more sentences. References should be between 2018 to 2022.

Post 1:

 Nurse leaders have an important role to play in advocating for the rights of their employees. This advocacy ranges from championing for better working conditions, the provision of adequate equipment and manpower, negotiating for better wages and salaries, provision of job opportunities for nurses, to mention but a few (Stamps et al., 2021). It is important to note that the efforts and levels of success of different nurse leaders largely varies depending on their position. For instance, nurse leaders working within a hospital or other healthcare organization can only advocate for nurses working within that specific environment. On the other hand, nurse leaders at the industry level can spearhead advocacy on a more advanced level on such aspects as nursing wages and salaries, nursing education, autonomy for nurses, to mention but a few (Stamps et al., 2021). Overall, it is vital to note that nurses have a crucial role to play in voicing the opinions of their employees to the relevant individuals or organizations for relevant action to be taken. A good example of this role is when nurse leaders champion for better working conditions and improved wages and salaries for nurses.

Consequently, it is essential to understand that advocacy by nurse leaders not only promotes a rather improved level of satisfaction among the nursing personnel but also a high level of satisfaction among patients. Indeed, nurse advocacy has been associated with improved patient outcomes. A good example is when nurses champion for adequate staffing and provision of necessary equipment to promote healthcare provision. The consequence of such an outcome is a direct improvement in the health outcomes of patients (Men & Yue, 2019). Further, a high level of satisfaction among the nursing personnel has been associated with a high level of commitment among nurses towards the provision of quality, safe, and cost-effective patient care.

References

Men, L. R., & Yue, C. A. (2019). Creating a positive emotional culture: Effect of internal communication and impact on employee supportive behaviors. Public Relations Review, 45(3).  https://doi.org/10.1016/j.pubrev.2019.03.001

Stamps, D. C., Foley, S. M., Gales, J., Lovetro, C., Alley, R., Opett, K., … Faggiano, S. (2021). Nurse Leaders Advocate for Nurses Across a Health Care System: COVID-19. Nurse Leader, 19(2), 159–164.  https://doi.org/10.1016/j.mnl.2020.07.011

Post 2:

 To be advocates and practice social justice nurses must be armed with the knowledge and values that empower them to voice concerns and contribute to positive changes in their immediate environment; however, advocacy often encounters barriers in a culture where nurses feel powerless (Thomas, 2018). Nurses are armed with the task of being advocates for their patients. Due to this, nurses can become overwhelmed and feel underappreciated due to not getting the same advocacy in return from their employers. In times like today, with there being a nursing shortage and more sick patients being admitted, nurses are becoming more stressed. Having an employer who advocates for their nursing staff could go a long way in helping with nurse burn out. Nurses are working longer hours with more patients than normal on a regular basis. Some things employers could do to show their employees that they understand and are willing to help them could be catered lunches for staff, schedule perks such as less weekend requirements, gifts from their employers such as a free pair of scrubs from a company for Christmas. Anything to make their staff feel like they are heard and are understood. Having an employer who cares for their employees will improve patient care; nurses will not dread coming into work. The staff might not feel so over worked, which means they will be more incline to perform their job correctly and with enthusiasm. 

Thomas, Jennifer.  Nursing Leadership and Management: Leading and Serving. 2018, Nursing Leadership & Management: Leading and Serving. (n.d.). Lc.gcumedia.com. lc.gcumedia.com/nrs451vn/nursing-leadership-and-management-leading-and-serving/v2.1/#/chapter/4 ‌.

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Post 3:

In numerous ways, nurse leaders advocate for their employees. They may provide employees with resources and support, communicate with higher management on their behalf, and represent them in labor negotiations. Leaders in nursing can improve patient care and results by advocating for their employees (Aquilia et al., 2020). By providing their staff with resources and support, nurse leaders can serve as advocates. By ensuring that employees have the necessary resources to perform their tasks effectively, nurse leaders may assist reduce errors and enhance the quality of care. For instance, a nurse leader may aid an employee who is struggling with a personal issue or provide tools to assist an employee in completing a challenging task.

Another method nurse leaders advocate for their personnel is by talking on their behalf with top management. By talking with higher management, nurse leaders can guarantee that employees are treated properly, and their concerns are addressed. For instance, a nurse leader may raise concerns about a new policy with top management or negotiate on behalf of employees for improved working circumstances (Quek et al., 2021). Finally, nurse leaders can advocate for their employees during labor negotiations. By representing employees in labor talks, nurse leaders can assist in securing equitable wages and working conditions for their staff. For instance, a nurse manager may negotiate for increased employee compensation or push for improved benefits.

When nurse leaders advocate for their staff, it has the potential to improve patient care and results. Reducing turnover is one way advocacy for employees impacts patient care and results. When nurses are satisfied with their jobs and feel supported by their supervisors, they are less likely to quit. This can help reduce the frequency of errors caused by understaffing, and it can also improve patients' continuity of care (Ogbonnaya & Babalola, 2020). Additionally, advocacy for staff influences patient care and results by enhancing employee morale. "Employees are more likely to be interested in their work and happy about their careers if they feel supported by their leaders." When staff are satisfied with their jobs, they are more inclined to go above and beyond for their patients, which can improve patient care.

Lastly, staff advocacy can improve patient care and results by expanding access to resources. When nurse leaders assist employees in acquiring the resources, they need to perform their jobs effectively, it can increase the standard of care patients get. For instance, if a nurse leader helps an employee gain access to new equipment, the person will be able to deliver better patient care.

References

Aquilia, A., Grimley, K., Jacobs, B., Kosturko, M., Mansfield, J., Mathers, C., Parniawski, P., Wood, L., & Niederhauser, V. (2020). Nursing leadership during COVID-19: Enhancing patient, family and workforce experience. Patient Experience Journal, 7(2), 136-143.  https://doi.org/10.35680/2372-0247.1482

Ogbonnaya, C., & Babalola, M. T. (2020). A closer look at how managerial support can help improve patient experience: Insights from the UK’s National Health Service. Human Relations, 74(11), 1820-1840.  https://doi.org/10.1177/0018726720938834

Quek, S. J., Thomson, L., Houghton, R., Bramley, L., Davis, S., & Cooper, J. (2021). Distributed leadership as a predictor of employee engagement, job satisfaction and turnover intention in UK nursing staff*. Journal of Nursing Management, 29(6), 1544-1553.  https://doi.org/10.1111/jonm.13321

Post 4:

Organizational culture can be described as a set of values, norms, and principles shared by a group of individuals in their quest to work towards the achievement of a common goal. Indeed, organizational culture within the acute care setting has been shown to have a significant impact on the health outcomes of patients. Further, the culture of an organizational impacts nurse leaders in that it influences their functions and abilities to work towards meeting the holistic needs of junior nurses as well as patients. For the most part, the efforts of nurse leaders an be impeded by the culture of their organization (Hajizadeh et al., 2021). These barriers or impediments have been associated with a somewhat reduced level of satisfaction among nurses and other healthcare personnel as well as a decline in positive health outcomes among patients.

As such, one of the most predominant factors faced by nurse leaders as a direct consequence of the culture of organization is a lack of adequate guidance, instruction, and mentorship from senior management on the step to take towards the achievement of the organization’s objectives. Further, restrictions on autonomy in decision making among nurse leaders can make them feel powerless (Lee et al., 2019). These restrictions can either be imposed resource management, decision making, junior employee disciplinary processes, to mention but a few. Indeed, the lack of autonomy severely impacts the ability of nurse leaders to implement reforms within the healthcare setting. Other barriers caused by organizational culture that face nurse leaders include shortage of nursing staff and time restrictions (Lee et al., 2019). Regardless, perhaps on of the most significant barriers facing nurse leaders is failure to involve them in decision making within the acute clinical setting.

References

Hajizadeh, A., Zamanzadeh, V., & Khodayari-Zarnaq, R. (2021). Participation of nurse managers in the health policy process: a qualitative study of barriers and facilitators. International Nursing Review, 68(3), 388–398.  https://doi.org/10.1111/inr.12657 

Lee, E., Daugherty, J. A., & Hamelin, T. (2019). Reimagine Health Care Leadership, Challenges and Opportunities in the 21st Century. Journal of Perianesthesia Nursing, 34(1), 27–38.  https://doi.org/10.1016/j.jopan.2017.11.007