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Nursing center is a unique environment that includes a great influence on employees and their perception of duty and responsibilities. The nursing process is a powerful and ongoing cycle that aims to put the patient because an individual in the middle of the evaluation, planning, setup and evaluation of nursing care. Experts states which the satisfaction of helping others and acknowledgement and reward programs are definitely the main elements which inspire employees of a nursing service.

On the one hand, there is a perception that nurses have an affect on individual care and ultimately in health outcomes. Satisfaction of helping others motivates workers to do their finest and provide individuals with the best services. The nursing process can be described as a merger of decision making expertise with nurturing ability which is influenced by simply knowledge, analysis and knowledge. For the consumer employees, satisfaction of helping others begins with a mindful choice to get involved in lifestyle beyond the self, not simply because of personal reward, but because the activities tie these to the shared efforts, expect, and encounters of the wider community. Satisfaction means that a person will strive to become totally engaged in the field of the community.

Contribution in community acknowledges the interdependence of human beings. In the ideal situation, employees strive to be bundled within the personal and with helping persons whose lives are touched by mission from the agency. Fulfillment of supporting others highlights belonging and duty over desires and rights. To get nurses, pleasure places acceptance of tasks ahead of thought of benefits. Job is taken on not only as a response to specific set of bonuses, but moreover, because of a deep personal connection to productive participation in the neighborhood (Recruitment and Retention 2000).

Recognition and reward courses show basically and abilities of workers are appraised by administration that value their initiatives and know-how. In many medical facilities, the foundation of the performance appraisal and merit pay systems presumes that workers are mostly motivated simply by financial rewards which derive from the achievement of evidently established and measurable overall performance goals. Nice and incentive are closely tied to membership and enrollment for earnings increases or perhaps, in the case of suitable middle managers, for value pay modifications. The system provides financial rewards and reputation in return for the achievement of monitored overall performance goals.

The reward program relies on certain goals and expectations that are established and clearly recognized between the director and healthcare professionals. Theoretically, once these mutually understood conditions are present, workers are encouraged, they draw on and apply their energy in suitable directions to meet organizational objectives and are then simply appropriately rewarded (Beardwell ain al 2004). The recognition and reward system depends on regular and expected procedures that may accurately build and observe employee efficiency.

This engagement or connection is chosen not just using a specific requirement of prize, but most importantly because the activity or add-on is meaningful in itself (Jennings, Murray, 2005). It might be thought that virtually any changes these types of employers built to the pay out system will introduce a better degree of individualization of prize.

This could be attained by simply raising the amount that was based on worth. The returns to those who have are seen being outstanding performers are of two kinds: the formal and the simple. Many medical facilities managed special total annual award plans for employees who also made outstanding contributions. The award is actually a corporate-wide system designed to reward outstanding function and encourage employees.

In sum, to work, an individual overall performance evaluation and reward program must 1st have credibility among workers. The pivotal issue in inspiring employees to do in structurally defined ways is staff confidence that the system can produce the results it promises. The satisfaction of helping others and recognition inspire nursing staff and increase their commitment to work.


Beardwell, I. Holden, T., Claydon, Big t. (2004). Hrm, London Pitman Publishing.

Jennings, B., Murray, T. L. (2005). The Quest to Reform End of Life Care: Rethinking Assumptions and Setting New Directions. The Hastings Center Statement, 35 (6), 52

Recruiting and Retention Strategies for Healthcare professionals. (2000). Gathered 12 March 2007 coming from http://www.va.gov/OCA/testimony/docs/14je01TG2.rtf

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