Healthcare Organizational behavior


Organizational behavior may be termed as the study and the utilization of information about how individuals act in different environments. The systems approach is applied in this case by translating individual associations and relations regarding the entire organizational and social frameworks. The motivation is to assemble better connections by accomplishing social targets and organization goals. Healthcare associations need a stable, profoundly skilled and completely involved in healthcare staff to provide decent levels of patient service. Nevertheless, a developing lack of qualified medical attendants has prompted an enduring increment in the turnover rate among medical caretakers. This turnover rate is liable to become more terrible over the coming years as the development of the medical services industry keeps on overwhelming the accessible supply of attendants. Medical employees in most human services associations have more direct patient contact than any other healthcare representatives. Subsequently, they assume an urgent part in the monetary execution of these organizations.

 Losing these basic representatives negatively affects medicinal services delivery. Firstly, there is a decrease in the nature of patient consideration. Staff deficiencies brought on by the turnover are connected with noteworthy declines in the general nature of patient care, the length of patient stays inside of the healing facilities, and the conditions that do not fit the bill for Medicare. Additionally, there may be increase in staffing costs. Numerous health care associations depend on contract employees to overcome staff deficiencies brought on by large turnover. Such contracts can cost twice as much as employees utilized specifically by the organization. Moreover, the turnover of the healthcare staff causes larger staffing expenses. Extensive funds are required in order to enroll, train and replace the individuals who resign. The organization that experiences the effects of higher numbers of nurse turnover may think that it is much harder to enroll new applicants because of previous representatives offering negative feedback to their skillful partners about the organization being an undesirable environment to work in. Additionally, an increase in the number of resigns creates a problematic and shaky workplace that adversely affects the maintenance of other medical representatives that work with the attendants.

Fundamentally assessing the positions that most employees resign from and requesting input from the staff in the medical services area can be the principle techniques to reveal the origins of turnover. The information gathering may incorporate interviews, observations, documents review, and focus groups. Interviewing the employees in the distinctive sectors will provide a thorough data concerning the reasons for the turnover. It is necessary to first ensure there maximum cooperation among the staff is prioritized. Additionally, it is necessary to guarantee everybody that the purpose of the research is to offer managers some assistance with understanding their employees and recognizing what should be done to make the job less demanding for them. Observations will likewise help recognize the cause of the issue. It is necessary to would invest some time in observing the workers assessing, taking notes of what duties they tackles and the conditions under which they work. It is best to direct the appraisal on an ordinarily workday. It is of equal importance to explore whether the organization is providing an alluring work setting, whether activities are suitably allocated and implemented, and whether the workers help each other. It is also required to collect the records accessible by the organization, which will help identify the reason for turnover. The record may incorporate monetary files, monthly reports, purchase orders, etc. The benefit of utilizing records from the health centers is simplicity of information accumulation. No extra effort will have to be made to gather it. Likewise, it is essential to outline focus groups; this step will permit employees to talk about their opinions. This implies that the workers can impact each other while empowering memory or open deliberation on an issue. The benefit of focus gatherings is that a lot of information will be compiled. The drawback is that the discoveries may not be applied to all the staff in the organization.


Factors that are currently motivating healthcare staff to quit their job are regularly unique considering the elements that drove them to accept the occupation in the first place. The main reason nursing turnover is so common is the fact that there is a shortage of qualified nursing persons in the country’s workforce. This lack is continually leading high nursing deficiency in the workforce market. Most nurses quit the existing jobs to secure another nursing position elsewhere. Therefore, turnover increases organizational expenses as the firms discover it to be progressively hard to fill the positions after the nurses quit (Kash, Castle, Naufal, & Hawes, 2006).

Besides, there is also the problem of poor administration in the healthcare services and facilities. An awful manager can make any worker miserable. Regardless of the fact that the staff is totally dedicated to the business’s value, if the manager makes the working place uncomfortable, the nurses may decide to take off. Workers of a health care center perceive their senior officials to be self-interested, centered, and insatiably self-driven. There are, on the other hand, a lot of engaged, dependable, and motivating senior representatives. The Chief Executive Officers may not be able to inspire responsibility in their workforce unless they can first show that their employees are appreciated. Some CEOs have what is called a give-and-get-back mentality that is run of the mill of servant leaders. Employees regularly and intentionally leave a job because of the relationship they have with their immediate managers. For the most part, a representative can settle for normal wages and ordinary or even very disappointing work if the connections are certain and motivating. Without that relationship component, workers will have a meandering eye (McAlearney, 2006).  

The basic explanations behind high employee turnover can be applied to these case. One more reason is the fact that the workers feel cheapened and unrecognized. There are reasons why specialists may feel undervalued: i.e. the disparity of pay for similar work, not being recognized for a job well-done, being treated with the lack of regard, not getting the right assets, and working in an unsuitable physical workplace are a few. Shockingly, all these are symptoms of workers being viewed as tradable, dispensable, and effortlessly replaceable, which is still extremely common in most businesses. The desire to be recognized and considered needed is the most profound longing of about 60% of workers, and this feeling is disregarded or underestimated. There are essentially justifiable purposes behind this action. Huge numbers of today’s managers were told as children that the fact that they did not get any appreciation meant that they accomplished the task well. Therefore, they deal with their immediate colleagues in the same way. A few managers do not give careful consideration to their employees and do not identify their contributions. What is more, others still trust that acknowledgment is the work of the human resource manager (West, Guthrie, Dawson, Borrill, & Carter, 2006). 

Measures can be taken to take care of the issue of staff turnover. In the first place, the health services ought to be made more appealing to the workers. In the existing job market, healthcare organizations must do everything that they can so as to attract staff to apply for available positions. The essential inquiries that an employee has while assessing a job must be addressed. The area of the workplace, working hours, wages and the working experience expected from workers have to be assessed objectively (West et al., 2006).   

Given the hands-on nature of the nursing occupation, there is little organizations can do to make employment more appealing in light of its versatile nature. However, organizations can effectively draw in more applicants by changing the remuneration structure, the design of schedules, and opportunities connected with the nursing career. As a matter of fact, some nursing applicants are searching for low maintenance employments to supplement nonworking-related exercises and duties. Such applicants form a growing candidate pool as the nursing profession is getting more seasonal and more centered on retirement-relate practices. Thus, the fourth strategy that can be used to attract applicants is creating and conveying a successful job brand to potential candidates (Ramanujam & Rousseau, 2006), which is discussed below. 

The system of creating and conveying a successful occupation brand to potential candidates requires investments to characterize and promote the one of a kind social attribute and profession opportunity that makes a company an especially appealing place to work for. However, the success of vocation activities is predicated on the presumption that a firm is indeed the best working environment. If the company fails to live to its initial claims made to the worker, the turnover is likely to get even worse. There is no value in pulling in applicants just to see them quit when they find out that the real conditions of working for the organization are not quite the same as what was conveyed to them by the enlisting division (McAlearney, 2006).  

The benefit of projects that make jobs more appealing to nursing candidates is their capacity to expand the quantity of applicants for the open positions. Organizations that plan occupations on account of candidate fascination are more inclined to structure positions in a way that diminishes turnover because of poor planning, insufficient pay, or the absence of improvement opportunities. The deficiency of projects concentrated on expanding candidate numbers is in their impressive restrictions in the progress that can be made to make occupations more appealing. Organizations have identified limitations related to the pay for a given job, commuting requirements, and the time that can be given to improve job-related skills. Correspondingly, organizations are restricted in their capacity to establish decent employment conditions until they first invest into becoming an extraordinary working environment (West et al., 2006). 

Additionally, there ought to be a change of techniques used to oversee healthcare staff after being hired. The single greatest component affecting turnover is the conduct of the managers. The enhancement of administrative execution ought to be the leading task of any activity concentrated on diminishing nursing turnover. It requires managers to provided learning techniques, apparatuses, and time needed to draw in medical attendants despite basic working environment issues that drive turnover (Ramanujam & Rousseau, 2006). Conveying work expectations to nurses, providing data demonstrating job execution with respect to objectives, and giving a chance to take part in discussions with leaders will enhance execution and serve to build nurses’ feelings of independence and control. Additionally, these administrative practices lower anxiety by decreasing uncertainty, building cooperation, offering assistance with managing stress, and improving work expectations (McAlearney, 2006).  

The elimination of execution-related issues are basic for establishing a strong workplace where nurses feel dependable, focused on patients, strong and adaptable to the honestly devastating nature of their occupation. Nurses that feel underappreciated and overworked are negatively affected by fatigue and lack of recognition from attendants. Minimized or reduced amount of time spent for managerial exercises permits nurses to concentrate on their job that give them the best feeling of accomplishment and achievement. Watching over patients is what they are trained to do (West et al., 2006).

Enhancement of the systems used to oversee nurses has a few beneficial outcomes for decreasing nursing turnover. Initially, the system straightforwardly addresses the single greatest component that drives worker turnover: the behavior of manager. Secondly, the new strategies affect the organization’s current nursing workforce. These procedures will be fruitful when they actualize. Thirdly, these techniques do not require any new projects or procedures. Healthcare organizations are currently managing nurses, yet, as a rule, they are not effectively overseeing them. These strategies are not about doing new things that the organization has never done, but about doing things the organization is now doing in a more significant way (Ramanujam & Rousseau, 2006).  

Similarly, the conduct of managers is both upheld and compelled by the strategies and resources provided by the organization and the firm defends the practices that its managers use to retain and employ workers. In general, while the nursing team leader may be in charge of building up a domain that energizes nurses, social insurance associations are in charge of providing managers with devices and assets they need to create such conductive environment (McAlearney, 2006).  

Lastly, there should be an increase in the number of qualified applicants, especially nurses. Healthcare education centers should effectively bolster the number of qualified healthcare competitors accessible in the job market. Related strategies of action incorporate leading student group effort programs to pursue a health-related course. Educational grants to interested student who wish to study health courses guarantee a chance of working for the organization for at least some time after they graduate. Grants also help a non-nursing employee gain some educational background in order for him/her to be able to get some assistance with acquiring a health-related degree. Such endeavors also include urging the government to provide more resources for new healthcare training schools or give more support to relocate foreign medical attendants to work within the country. The essentially favorable condition of raising more qualified workers in the work business sector is that it addresses the principal issues of employee turnover as well as local unemployment levels. The drawback of this endeavor is the requirement of much time and money well beyond those required just to manage a healthcare organization. Financing structures should be involved in these projects in order to boost them, offer educational grants, design community programs and manage governmental campaigns. Moreover, while these endeavors will show beneficial outcomes over the long haul, they have no practical effect on the current employee turnover. These projects are destined to end up being progressively basic for the development of healthcare industry in general (West et al., 2006). Therefore, they may serve as examples that should be elaborated and expended.


Healthcare centers majorly depend on the substantial and simple-to-execute solutions. They should be focused on remuneration, employee benefits and professional growth opportunities. Regardless of these main requirements, the most effective solution to the turnover problem should incorporate more intangibles. For example, healthy working culture and proper managerial conduct are considered by most nursing applicants.

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