Must include at least 3 scholarly citations in APA format. Any sources cited mus

Must include at least 3 scholarly citations in APA
format. Any sources cited must have been published within the last five years.
In addition, must integrate a minimum of 2 citatios of biblical scriptural
support as well as the course textbook in each post/reply.
Course
Textbook:
McConnell, C. R. (2019). Human
resource management in health care. Jones & Bartlett Publishers.
Chapters 20-22.
Quality
services and products should be the goal for all manufacturing companies and
service organizations. Consistently providing quality to consumers builds
one’s reputation and can have a significant impact on the business. In
healthcare, quality is more than a goal. It must be the standard by which
all healthcare organizations operate. Quality metrics ensure that targets
set by government regulations are met, pay for performance (P4P) reimbursements
are received, and the best care is being provided to the community. The
pursuit of quality improvement in healthcare results from high healthcare
expenditures with little improvement in patient outcomes. Now, healthcare
organizations are tasked with the responsibility to improve patient outcomes
through the quality of care while reducing healthcare costs. The best way
to accomplish this goal is to improve efficiency. A recent school of thought
includes a collaborative approach to providing the needed healthcare
services. Collaboration between various healthcare professionals,
patients, and the patients’ families creates a type of partnership in the
delivery of healthcare services. Compiling a diverse team with a variety
of knowledge and skills to provide healthcare services leads to better and more
effective care, improved efficiency, and less risk. Multifunctional
healthcare teams are more effective and efficient in that they can share ideas
and determine the best possible treatment earlier, errors may be avoided,
eliminate re-work, and avoid miscommunication (Morley & Cashell,
2017). To foster this method of improved productivity, HR professionals
can work with department leaders to create policies for collaborative
care. Once those policies are approved and written, they must be
published and distributed to staff.
Performance measurement is a key
factor in improving efficiency, productivity, and quality. Performance
measurement includes things such as practical reporting systems and developing
performance goals. Performance goals can be set based on benchmarking
data. Using benchmarks allows organizations to compare their performance
with that of other organizations and to determine best practices. Best
practices identification points management toward better efficiency practices
and better quality of care practices (Vainieri et al., 2019). HR
professionals can work with leadership in all areas to research benchmarks,
identify best practices, and define goals. Once these steps are taken, HR
may then implement policies for performance measurement. Managers must
inform staff of the goals and hold each staff member accountable for their roles
in meeting the targets.
Organizations meeting quality,
efficiency, and productivity standards keep employees in mind. Employee
satisfaction is an element of quality standards and has been proven to result
in higher productivity, more creativity, and increased enthusiasm. Key
elements to employee satisfaction include supportive management, clearly
defined job expectations, challenging work tasks, free expression, and
appropriate recognition (Vainieri et al., 2019). Employee
satisfaction has been identified as a key element in low turnover rates. High turnover leads to lower efficiency and decreased productivity. With
less staff to complete the tasks quality may decline. New hires require
training and orientation. These practices take time and reduce
productivity also. HR can work with managers to ensure that the
identified elements of high employee satisfaction are being met.
There are multiple ways for
healthcare organizations to show their commitment to quality. One way for
hospitals to share with the public is by receiving a Magnet designation. The Magnet recognition came about in the early 1980s, a time when the U.S. was
experiencing high turnover rates and nursing shortages. Magnet
recognition focuses on five elements that improve the quality of care. Those five elements are “transformational leadership; structural empowerment;
exemplary professional practice; new knowledge, innovation, and improvements;
and empirical quality results” (Rodriguez-Garcia et al., 2020, para. 2). Magnet distinction has long been associated with quality standards and best
practices. Most hospitals that have been a recipient of this prestigious
award invest in the employees and provided satisfactory working environments
and have high job satisfaction, less burnout, fewer intentions for leaving,
less turnover, lower mortality rates, lower patient fall rates, and higher
patient satisfaction (Rodriguez-Garcia et al., 2020). Good working
conditions make staff want to stay. The efforts made by organizational
leadership to improve working conditions are vital for employee
retention. The work environment is also considered a benefit and even a
job perk. At the same time, these organizations’ commitment to quality
standards brings a certain level of accountability and expectation of the
employee. Quality work will be expected. All of these factors aid
in enticing exceptional candidates to fill vacant positions and encourage
existing employees to stay. One of the most inefficient areas
of a hospital is the emergency department (ED). Physicians can treat a
wide range of cases some of which require significant amounts of care. This can lead to long wait times for patients who have less severe
conditions. Patients experience frustration when wait times are
long. Patients may leave the ED before they have seen a provider or
against medical advice (AMA) before all test results are complete (Spikes,
2019). Undiagnosed or untreated conditions related to long wait times
result in poor outcomes for the patient and a negative view of the ED and
hospital by the community. HR professionals must help eliminate
overcrowding and reduce wait times by working with ED leadership to do a
staffing analysis and recruit sufficient staff to cover the department during
peak times. An adage claims that idle hands
are the devil’s playground. This may be true as mischief tends to happen
when boredom sets in. That is why we must keep busy. Being
productive in doing the Lord’s work will keep Christians out of the proverbial
trouble. Scripture teaches us that staying busy is beneficial. “In
all toil there is profit, but mere talk tends only to poverty” (English
Standard Version, n.d., Proverbs 14:23). We have also been instructed to
seek the Lord’s will for our time and efforts. “Look carefully then how
you walk, not as unwise, but as wise, making the best use of the time, because
the days are evil. Therefore, do not be foolish, but understand what the
will of the Lord is” (English Standard Version, n.d., Ephesians 5:15-17). Seeking the Lord’s will before engaging in any activity will ensure that we are
being the most productive and making the best use of our time.