Magnet facilities
Magnet facilities undoubtedly record lower nurse turnover rates and absenteeism, and as a result, the patient receives quality care. These facilities portray such remarkable results because they address the magnetic forces and implement them accordingly. However, these forces have not been exemplified in my work area, specifically interdisciplinary relationships and organizational structure, as should be the norm.
The multidisciplinary relationships refer to different healthcare professionals, such as physicians, pharmacists and nurses, coming together to input their ideas in improving patient care. There is an evident lack of Interdisciplinary care plans in my place of work, and this has dire consequences to both the healthcare institution and patients. The lack of this type of relationship has suppressed any teamwork or collaborative measures that are sort.
Additionally, interdisciplinary communication is which could arise from the relationships, is unheard of. Nurses, therefore, do not have an avenue where they can air their professional views (Berkow, Workman, Aronson, Stewart, Virkstis,& Kahn, 2012). More so, without this kind of communication, problems relating to patients are not effectively solved, and this results in patients increasing their stay at the hospital; thus, more hospital costs.
The quality of care offered by nurses in my environment is not quite at per with the magnet facilities. Quality care includes a quick response to a patient’s needs, being reliable and empathetic, and communicating effectively with the patients. Possessing the knowledge and skills required to provide this kind of care is not enough as nurses are expected to implement the skills. Moreover, nurses inability to research on evidence-based methods has caused the quality of care to deteriorate. Having previously worked at a magnet facility has significantly impacted me as I now easily recognize nursing issues, especially on the quality of care.
References
Berkow, S., Workman, J., Aronson, S., Stewart, J., Virkstis, K., & Kahn, M. (2012). Strengthening frontline nurse investment in organizational goals. The Journal of Nursing Administration, 42(3), 165-169. doi:10.1097/NNA.0b013e31824809b7. Retrieved from http://proxy.kc.edu/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=mnh&AN=22361874&site=ehost-live (Links to an external site.)