Just as the demand for health care services in the U.S continues to grow, so does the need
for skilled employees within the facilities that provide these services. Despite being one of the
largest industries in the U.S. workforce, in addition to current efforts to improve the quality of
care servicing outcomes, the nursing profession is and has been experiencing a significant
shortage of clinical nurses. According to the U.S. Bureau of Labor Statics, the demand for
registered nurses is expected to increase from two million to Thirty-two million from 2008-2010
by at least 60% (Ferrell, James, & Holland, 2011). Despite the expectancy of such, many
organizations have a tough time recruiting new nurses in addition to retaining current staff
(Zurmehly, 2008). It is however anticipated that the number of new nurses will fill staffing
voids. According to research “of 320,000 who applied to nursing school in 2008 only 78,000
graduated and 23% are currently working as nurses” (Isgur, 2008). It is further noted that after
graduation, about 30,000 nurses stay in the field, and 50% leave their first job after two years
(Isgur, 2008). Without an adequate number of nurses, patient care continues to suffer. Those
nurses that are overworked or burned-out leave both the organizations in which they work and
the patients who they service at an increased risk for adverse outcomes such as further harm,
additional injury, or even death, which that can be harmful to all stakeholders (Cummings, et., al,
2008) These contributing factors have also resulting in high turnover rates within health care
facilities which further negatively affect patient care outcomes.
Improving nursing employment rates in the U.S. and worldwide must be a multifaceted
approach that must be evaluated on a continuous basis. Strategies and interventions to recruit,
maintenance, and retain these health care personnel will come down to skillful tactics from both
HR managers and leaders and management within an organization. Pynes & Lombardi notes that
recruitment, interviewing and selective strategizing should be the focal point of employment
selection processes. Recruitment tactics such as job fairs and community-based selection
criterion in rural areas could benefit HR managers attract a more diverse pool of potential
candidates. As it related to the interviewing process the proper integration tactics that are ore
targeted and centered towards identifying character traits and skillsets of potential candidates
would be beneficial to the selection process. More attention to those new nurses entering the
health care arena must focus on the appeal of efficiency gains in practice Examples can include
the use as technological advances such as electronic medical records and social media as a
method of patient communication. This should be used to the recruiter’s advantage to show that
the field or practice is evolving with the times of those noted “baby boomers”.
From a leadership perspective, it is imperative for organizational leaders within the
nursing arena to create and sustain a successful work environment where employees feel
connected to their organizations. The text identifies this principal through the incorporation of
maximizing performance management and evaluation. Performance observation and incentives
based on specific criterion within an organization would not only contribute to retention rates but
also recruitment incentives. The incorporation of pay for performance incentives such as
gainshare could result in more attention and focus in daily practice by nurses and efficiency gains
relative to cost control for the organization (Pynes & Lombardi 2011). It essentially comes down
to those proactive strategies that ensure the incorporation of potential and current employees
within the nursing arena, to successfully impact employment in the nursing field.
While the Bible does not directly address health care (i.e. socialized or modern
medicine), there are several scriptures that speak to principals of the promotion of health and
wellness. Luke who was a health care professional wrote in Colossians 4:14 noting “Luke, the
beloved physician, and Demas, greet you.”, and Paul once provided medical treatment in 1
Timothy 5:23 which states “Drink no longer water, but use a little wine for thy stomach’s sake
and thine often infirmities.” As health care professionals alike while the individual skill and task
we preform in practice may differ the central basis of why we practice should remain constant.
Just the same as approaches to health care may vary so should those individuals that provide care
services.
Word Count: 695
References
Cummings, G., Olson, K., Hayduk, L., Bakker, D., Fitch, M., Green, E., Butler, L., and Conlon,
M. (2008). “The Relationship Between Nursing Leadership and Nurses’ Job Satisfaction
in Canadian Oncology Work Environments.” Journal of Nursing Management, 16(5),
508–518.
Ferrell, N., James, D., & Holland, C. (2011). The nursing shortage: Exploring the situation and
solutions. Minority Nurse, 34-38.
Isgur, B. (Panelist). (2008, July/ August). Conference of Statebased Nursing Workforce Centers
Explores Retention Issues and Solutions. Sixth National Conference of Workforce
Leaders. “Effective Retention Throughout the Career Continuum.” Retrieved from
www.NursingWorld.org.
Pynes, J. E., & Lombardi, D. N. (2011). Human resources management for health care
organizations: A strategic approach. San Francisco, CA: Jossey-Bass
Zurmehly, J. (2008). “The Relationship of Educational Preparation, Autonomy, and Critical
Thinking to Nursing Job Satisfaction.” Journal of Continuing Education in Nursing,
39(10), 453–460.
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