Abstract
This case study discusses a team-based
approach to the retention of nursing staff. In
2001, Mercy Hospital for Women (Mercy) was
part of a benchmarking study to try to understand
more about its nursing workforce. The results
indicated that 40% of nursing staff were at risk of
leaving the Mercy and 41% of nursing staff at risk
of leaving their profession. With a pending relocation
of the hospital, increased agency costs,
and a high number of nursing staff at risk of
leaving, the hospital established a project to
address this issue.
A team of nurses worked together to improve the
retention of staff and the culture of the organisation.
The team spent time developing their own
skills and competencies in teamwork, and understanding
more about the workforce. A project plan
was established, and over a period of eighteen
months nurses reported an improvement in the
culture of the organisation and a reduction in the
risk of nurses leaving the Mercy.
This is an example of what an empowered team
can do. The fundamental drivers underpinning the
process were effective teamwork combined with
employee involvement and a shared vision. This
project used the principles of the learning organisation ? a more recent aspiration of the Mercy.
Cited by
19 articles.
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