But because “floaters” were not familiar with the unit, its specific procedures and care protocols, they more often than not had additional negative effects on staff dynamics and the quality of patient care. Hence, if one of her nurses was sick or needed to take personal or vacation time, Barbara could not offer over-time to her own staff to cover such absences but instead had to rely on RNs from the general float pool. To make matters worse, over-time could no longer be offered due to additional cost cutting measures. Relationships were tense not only between the nursing staff but also with many of the unit’s attending physicians. Furthermore, GSU was infamous for its culture of confrontation, blaming and favoritism. And although its patient satisfaction scores were average, they had been declining steadily over the past few years. In fact, GSU had the lowest employee satisfaction scores and highest employee turnover rate among all of the departments at EMU.
Provide opportunities for employee growth. Provide opportunities for employee advancement. Increase the employee's feelings of recognition and achievement. The process of jobĮnrichment, need to keep in mind these goals: To make this concept more usable, Barbara as a manager want to Modified to increase the motivators present for the employee. To improve employee motivation and services, jobs should be To ensure that the unit perform as Barbara expected. There are three broad problem Barbara has toĪll of this three issues need to be address at the same time
Case study report presentation on Barbara Norris- Leading Change in general Sergery Unit