Virginia Union University MGMT 659 Letter of Transmittal Paper

Virginia Union University MGMT 659 Letter of Transmittal Paper ORDER NOW FOR CUSTOMIZED AND ORIGINAL ESSAY PAPERS ON Virginia Union University MGMT 659 Letter of Transmittal Paper i have attached my 10 page plus paper for reference The project deliverables are the following: Update the research document’s title page with a new date and project name. Update the previously completed sections based on all of the feedback that was received. Management Research Analysis and Synthesis document Review the entire document for any changes and improvements that you would like to make. Ensure that this final version of the document is sufficiently detailed to fully meet the assignment requirements for each part of the course. Any previous instructor feedback should be addressed with appropriate changes. New content Letter of transmittal and table of contents Develop a letter of transmittal addressed to the identified audience. Add a table of contents to the final draft of the research paper. final_project.docx MGMT659-2002B-01 Management *********TITLE******** 6/00/20 Introduction I propose to develop recommendations to help management teams and staff to help with their issues with staffing turnover Health Care Accounts to solve the problem of employee appreciation, lack of motivation, pay, Management because there are potential impacts if issue isn’t resolved including staffing reductions, open options, safety risk, low performance. Virginia Union University MGMT 659 Letter of Transmittal Paper There are certain strategies that Health Care Accounts can adopt to reduce staff turnover. First, the administration can improve the quality of work life (QWL) (Kirk, 2017). In a healthcare setting, workers deal with employment issues like pay, work environment, occupational health and safety issues, and work stress among other things that affect job performance and productivity (Kirk, 2017). It is important to create a good QWL to encourage job performance, patient safety and wellbeing. Job performance depends on the company’s settings and their impact on employee welfare. Staff turnover in the hospital can be traced to many factors. By creating a positive QWL, the management can guarantee the welfare of staff, promote job performance, resulting in better healthcare delivery and patient safety. Since there are a limited number of healthcare professionals, staff turnover is expensive (Kirk, 2017). By improving QWL, the management ca retain staff and ensure sustainable development of the organization. The management can create programs for workplace distress that result in staff turnover. By reducing instances of negative career satisfaction, medical error, and job dissatisfaction, employee turnover can be reduced (Kirk, 2017). As the management gains knowledge about challenges of retention, the Occupational Safety and Health Administration provides information that the management can use (Kirk, 2017). Based on OSHA requirements, the number of hours that employees work determine their level of exhaustion, production, and welfare. By creating a balance QWL, the management can control how long employees work to reduce exhaustion and the negative impact that can have on patients (Kirk, 2017). Health Care Accounts has an opportunity to create effective leadership to ensure the circumstances in the organization are changed. A healthcare facility needs strong effective leadership to guarantee quality patient care (Kirk, 2017). Through training and motivation, leadership can collaborate with employees to set the foundation for success in the company. Leaders have the capacity to create policy that affects retention and staff turnover (Kirk, 2017). The leaders can work with subordinates and gather information and recommendation that can be used to influence policy. Moreover, leaders can conduct empowerment campaigns that can convince employees to remain on their jobs (Kirk, 2017). Leaders in the healthcare sector can use their power to retain employees. If leaders are positively involved in their staff, they can build relations, which will grow, encouraging effective communication (Kirk, 2017). Effective communication is crucial for the smooth functioning of the organization. Leaders who are experts in communication are able to elevate the wellbeing of employees. One of the roles of leaders is to communicate the mission and objective of the hospital to employees. When leaders are able to communicate the organizational culture, they create a support system in the organization which encourages enthusiasm and collaboration (Kirk, 2017). Effective leadership is based on trust and loyalty with employees. If Health Care Accounts leadership can figure out how to create trust and loyalty with employees, then the medical staff will have less troubles which will reduce turnover. If leadership figures out how the employees can be included in decision making, a sense of importance and safety is created among employees (Kirk, 2017). Leaders have the ability to positively impact the work performance of employees, influencing whether they leave or stay at the organization (Kirk, 2017). Employees just want to be part of the process, sharing ideas and feeling included in driving change in the organization (Kirk, 2017). If leadership does not show initiative, the staff will feel as if they are burdens. Leaders need to be involved to create strategies to reduce staff turnover. The administration impacts how the employees perceive support from executive teams. If employees sense that there is a lack of desire among leaders to listen and respond to their issues, job dissatisfaction will increase (Kirk, 2017). Cases of unresolved employee issues and failure of management to provide tools to improve quality of care can impact whether or not an employee leaves or stays with Health Care Accounts. One of the leading causes of staff turnover is a lack of commitment and job satisfaction. Job satisfaction is defined as how employees feel about their jobs. Employees have an expectation about the role they play in an organization. When the management creates settings that provide optimal employee satisfaction, motivation, caring, and being part of the organization’s objectives develops (Kirk, 2017). If there is job dissatisfaction among healthcare staff, the welfare of patients suffers. The management needs to figure out how to encourage workers to grow and learn and increase job satisfaction. Health Care Accounts will only counter staff turnover if leaders find out how to detect dissatisfaction among employees. Incompetence among leaders and management can result in high levels of turnover, reduced morale, bad performance, and reduced productivity considering job dissatisfaction leads to staff turnover (Kirk, 2017). Health Care Accounts needs to have enough qualified hospital staff to deliver quality care. Satisfaction and psychological well-being among the staff can be attributed to a sufficiently staffed working enlivenment and employees having positive relationships with one another and with superiors (Kirk, 2017). Since the conditions in a healthcare facility are long hours, pressure of life and death situations and different shifts, it is important that staff support one another. Leaders need to create an environment that encourages job satisfaction to increase employee retention. Job satisfaction and increased performance are influenced by how the work environment influences these concepts. Employees need to feel like there is organizational support, increased socialization, and fairness in the workplace to be committed to the hospital (Kirk, 2017). If the management builds relationships with the staff, leaders will be able to identify issues among employees, develop positive relationships with them, hence encouraging employees to embrace organizational goals and staying committed to the hospital. Literature Review Staff turnover in a health facility has been reported to increase over the year due to various factors. For instance, (Lake et al. 2016) studied about the relationship of between employee turnover and their satisfaction. The research showed that work environment is one of the main reasons there has been a great employee turnover, he articulated key indicators of employee turnover variance in a hospital setting. The indicators included low morale, the number of workloads and time spent in non-health related tasks, and management issues. These factors affect how the nurses, physicians and other staff worker interact with the facility, this implies that if the work environment is not conducive to them based on the above indicators, then they leave the organization leaving a gap that needs to be replaced. Virginia Union University MGMT 659 Letter of Transmittal Paper According to (Hall, 2007), he articulated that employee turnover is costly to the organization as it takes time to get the right replacement for the gap left. For instance, people who resign or retire may leave tremendous effects because of the experience involved. The replacements need trainings to learn the company culture and get a smooth flow in the job they are entitled to take. According to the study, the turnover is a norm in many businesses and therefore businesses need strategies to deal with them incase they arise to minimize the costs involved. According to this study, income disparity is the main cause of employee turnover in a hospital setting and any other business. He explained income as an appreciation given to an employee for the services they provide in the company. The income disparity is very vital in the employee relation and how they provide the services, most companies tend to reward handsomely to high-quality employees, which is very expensive to labor cost. Hall, (2007) explained that workers must prove their worthy to stay in business and most of them cannot meet the requirement which creates a high employee turnover. In a health setting, those employees with no experience are being compensated less as compared to those with high experience. It is acceptable to have these disparities, but according to (Willard-Grace et al. 2019), businesses are identifying potential employee who are enthusiastic and have potential to grow and then invest in them. This has reduced the staff turnover in those organizations, most of these workers are recruited directly from campus and paid handsomely even if they have less experience. This is because they are trained according to the company’s culture and norms, with encouragements every day. According to the study, employee turnover has increased due to career frustrations. Career frustration can arise due to various factors, but the primary cause is the employee’s passion. If the employee has no passion in the job, it implies that they are not happy with career and thus sometimes they do not perform to their level best. Career promotions to such individuals rarely happen due to the ow productivity, in a hospital setting, this has been one of the main reasons for an improved turnover. In health sectors, promotion is not an easy task, for instance to be elected for managerial jobs the workers need to exude and show their leadership and communication skills, and because most people in hospitals focus on delivering services and have no time to improve her soft skills. Therefore, for you to be promoted you need to have a natural instinct and soft skills for leadership. If the employees are frustrated with their careers then they tend to leave their jobs. Hospitals compensate their employees through promotions, bonuses and pay to enhance high quality outcomes in health outcomes. Inadequacy of these factors contributes to employee’s exit intentionally contributing to a high staff turnover. According to (Verran, 2008), hospitals can create a career enrichment schemes and career advancement opportunities to retain their staff. Career frustration goes hand in hand with job suitability, according to (Verran, 2008), job fit is the relationship between the employee skills and the job. The study articulated that job satisfaction and career frustrations usually occur when there is a mismatch between the and the applicant’s skills and personality. Therefore, to reduce thee employee turnover the recruiter ought to ensure that there a positive correlation between the organization’s requirements and the needs and visions of the applicants. The study also indicated that about half of the employees in health sectors usual quit their jobs because of the job and skill mismatch. The mismatch has been addressed through turnover and replacement or transfer, which has proved to be very costly. This is because most employers invest a lot or resources and time to get the right recruit for their job position, and if they hire the wrong person, they will spend another resource in trainings. A study by (Grace et al. 2019), which investigated the relationship between burnout and turnover in primary care concluded that burnouts leads to low engagement in the workplace. This has affected the patient care by destabilizing the workforce and increasing the turnover of clinicians, nurses and physicians A high turnover generally is unfit for hospitals and any business settings, as it creates interruptions in care provision to patients. For instance, having nurses and physicians assigned to particular patients with special conditions resigning or leaving the hospital will reinforce a need to assign new care givers. But before the new nurses and physicians continue with the treatment of the patient’s conditions, they will need to understand the patient first before they impose their services. These creates a loop, and if the condition was severe the patient may lose their lives. The turnover may also have damaging effects on the remaining employees, for instance, their morale may be deprecated, increased workloads before the organization finds a replacement for the position. According to (Waldmanet al. 2004), health facilities face different challenges associate with patients and staff turnover. Most patients have specific information which only requires the medical procedure of certain health practitioners. When the management subjects this information to learning by new staffs, the hospital tends to increase the liabilities due to potential errors in the process. Another adverse effect arises when Medicare and other insurers want to determine the patient’s reimbursement. The insurers nowadays calculate these reimbursements based on patient’s satisfaction, and incase of a higher staff turnover which leads to reshuffling of duties and services, patients may feel unsatisfied. Virginia Union University MGMT 659 Letter of Transmittal Paper It is sometimes common for employees to feel satisfied when they are greeted or see familiar faces every time, therefore, a high turnover is usually costly. To reduce these disparities and cost in the health facility, the management needs to make sure that there is a low turnover by retaining most of their employees. This can be done by the executives creating a collaborative and comfortable working environment which motivates the employees and facilitate teamwork for employees to showcase their full potential. According to study, a collaborative work environment enhances teamwork which is crucial tool in many businesses to ensure continuity of care provision. It also reduces the interruption that arise due to the space created by employees who leave the organization. While staff turnover has been an issue for healthcare facilities, scholars such as (Collini et al. 2015) investigates some strategies to help reduce the employee turnover thee associated the cost. They articulated the business as well as health sectors should recruit the right people. Right people in his context implies people with right skills on the jo they are applying for. The study emphasized that people will have the skill and their personality might be off, therefore, recruiters needs to make sure that they select applicants with passion for the jo. Such employee can advance very fast by fitting in with the company’s culture. The management should define goals and objectives of the organization which clearly foster a team mentality in thee organization. They can do this by communicating the goals and ideas to the staffs of all levels, the junior staff should work with seniors in a team to learn from each other. The junior employees will learn quickly from the senior employee, and they will feel their contribution matters and therefore, they will be compelled to work to their level best. (Swarnalatha & Prasanna, 2013) acknowledged that employees tend to increase their service and productivity when they that their contributions, ideas and purpose matters in the organization. Hospitals can create training programs which are in relation with the employees’ career objectives, and they should encourage a platform where the personnel share their career goals. Such activities ca be encouraged in staff meeting and mentoring sessions, this way, the staff will feel that their personal vision can be supported by the organization and therefore it translates to high performance. It is known that high-performing employees tend to leave organization whenever they realize that there are no opportunities for them to advance or develop their career. Hence the training programs will ensure that these employees are retained in the organization. According to (Pawar & Chakravarthy, 2014), organizations should evaluate their employee through regular assessment to ensure that they are on target in fulfilling their personal goals. The same can be employed by establishing a reward system that caters for every personnel in the organization as a motivation. Hold exit interviews with thee staff who are on the verge of leaving the organization to understand why they are exiting. This can help to improve on areas that need to be rectified, and also develop a plan that encourages staffs to remain. Analysis Generally, the staff turnover entails the percentage of the number of workers leaving the organization and gets replaced by other individuals. Measurements implemented in calculation of staff turnover are considered as being essential since it helps in the estimation of ways to reduce staff turnover rate in healthcare. The analysis of staff turnover has indicated that low staff turnover is a sign that there is a better working environment that suits all the employees. The high staff turnover signifies that the needs and wants of the employees are not well catered for especially in undertaking their roles. Therefore most of them may be willing to leave their responsibility and look for another organization to specialize in. The issue of the staff turnover has been considered as being a negative influence in the organization’s operation. This is attributed to an increase in the cost of training along with hiring other employees to perfect the same roles and responsibilities. Based on this, the overall research paper is aimed at providing an analysis of how the organization should ensure that there should be a reduction in the increased rates of staff turnover. This is aligned with the reason that the increases in the staff turnover have been defoliating the overall production level along with the quality being provided (Brabson, Harris, Lindhiem, & Herschell, 2020). Besides, it will provide an overview of how available data concerning the wellbeing of the employees should be used in the improvement of the working environment among the staff. This will be critical in the reduction of the tendency of the employees leaving the organization. Virginia Union University MGMT 659 Letter of Transmittal Paper Data analysis phase Staff turnover has been considered as an important metric in Human Resources Management. The analysis and calculation of the staff turnover determine what else needs to be incorporated for the considerate outcome. The data obtained in consideration of the staff turnover is important since it helps in confirmation of how human resources in the organization strive to maintain a high number of individuals in the organization. For instance, the working condition in healthcare will provide information on the strategies which can be incorporated for a reduction of the increase in staff turnover. The analysis of the number of employees and staff also determines the suitability of the working environment. This is because the number of staff handling a certain task can be the reason for turn over hence needs to be well analyzed. In the determination of the rate of the staff turnover, it is critical to divide the number of employees who have been terminated from the organization by those remaining in the organization operation. In most cases, this has been used as a critical strategy implied in the implementation of considerate decision making concerning the reduction of staff turnover (Costello, Cooper, Marston, & Livingston, 2020). This is because the researches have indicated that the increase in the rate of staff turnover has been attributed to the poor relationship between the individuals in a certain organization department. Analysis and synthesis Mostly, different methods have been incorporated in the determination of reason associated with an increase in the rate of staff turnover. After critical research, it has been evident that the staff turnover has been aligned with the following impacts in the organization. Lack of progression and growth; in cases when employees leave the organization, there is a gap left. This triggers the top management in the determination of strategies leading to the achievement of the other employees. In this case, most of the resources and funds may be utilized which should have been used in other activities. Therefore the final outcome is that there is diminished growth. In some cases, the issue of the employees’ turnover has been attributed to individuals being overworked. This is because of the reduction of the number of employees operating in certain sectors forces others to work hard and over a long time in the essence of achieving certain targets within the stipulated time duration (Temkin-Greener, Cen, & Li, 2020). This is mostly incurred during economic pressure where there is an increase in demand. An increase in demand has triggered the organization in the production of a large amount of the products in the essence of ensuring that the needs and wants of the customers have been reached. Therefore reduction of the some of the staff members may result in overworking. Poor decision-making in the selection of the employees whereby the economists have indicated that an increase in the rate of the staff turnover has led to the top management not to consider skills required in the production process. This is due to an increase in pressure hence failing as the final outcome. In this situation, the staff may not well utilize their opportunity something which results in the continued production of poor products. Research Findings From the overall research study in the analysis of the staff turnover, it has been found that an increase in turnover among the staff member has a negative influence. This is aligned with a lot of expenses that can be incurred in training and hiring employees from an external organization. However, the analysis of the employee’s turnover is important since it helps the top management in determination of ways through which staff can be satisfied. In most cases, the staff may leave the organization due to poor working conditions. Therefore in this case the leaders may make decisions on ways through which environmental conditions in the organization can be enhanced (Novis, et al., 2020). The SHRM indicates that some of the reason why there are increased rates of the staff turnover is due to consideration of the employees turn over. It is therefore critical for the leaders and owner of the organization to ensure consideration of the wellbeing of all employees. This is aligned with decision making on strategies to be incorporated in the production process. Virginia Union University MGMT 659 Letter of Transmittal Paper Conclusion and recommendation Normally, the analysis of staff turnover is an important strategy that should be considered in every organization. The data and information obtained in the analysis of reasons for the increased staff turnover are important in consideration of the strategies which can be employed in the satisfaction of employees. One of the most critical factors which ensure the reduction of staff turnover is the training and maintenance of the effective working condition in the organization. This tends to encourage the employees and other staff members in undertaking their roles leading to a better outcome. References Kirk, M. (2017). Strategies for Health Care Administration Leaders to Reduce Hospital Employee Turnover. Lake, E. T., Hallowell, S. G., Kutney-Lee, A., Hatfield, L. A., Del Guidice, M., Boxer, B., … & Aiken, L. H. (2016). Higher quality of care and patient safety associated with better NICU work environments. Journal of nursing care quality , 31 (1), 24. Hawa, B. (2007). Employee Turnover and Employee Satisfaction at Baxter Healthcare Corporation Los Angeles Facility (Doctoral dissertation, California State Polytechnic University, Pomona). Willard-Grace, R., Knox, M., Huang, B., Hammer, H., Kivlahan, C., & Grumbach, K. (2019). Burnout and health care workforce turnover. The Annals of Family Medicine , 17 (1), 36-41. Verran, J. A. (2008). Quality Work Environments for Nurse and Patient Safety. Waldman, J. D., Kelly, F., Aurora, S., & Smith, H. L. (2004). The shocking cost of turnover in health care. Health care management review , 29 (1), 2-7. Collini, S. A., Guidroz, A. M., & Perez, L. M. (2015). Turnover in health care: the mediating effects of employee engagement. Journal of nursing management , 23 (2), 169-178. Swarnalatha, C., & Prasanna, T. (2013). Employee Turnover in Health Care Industry: A Concern For The Organization,”. The International Journal Of Management , 2 (1), 1-11. Pawar, I. A., & Chakravarthy, V. (2014). Factors influencing employee turnover in fusion healthcare organization. International Journal of Management Research and Reviews , 4 (9), 834. Brabson, L. A., Harris, J. L., Lindhiem, O., & Herschell, A. D. (2020). Workforce Turnover in Community Behavioral Health Agencies in the USA: A Systematic Review with Recommendations. Clinical Child and Family Psychology Review , 1-19. Costello, H., Cooper, C., Marston, L., & Livingston, G. (2020). Burnout in UK care home staff and its effect on staff turnover: MARQUE English national care home longitudinal survey. Age and Ageing , 49 (1), 74-81. Novis, D. A., Nelson, S., Blond, B. J., Guidi, A. J., Talbert, M. L., Mix, P., & Perrotta, P. L. (2020). Laboratory Staff Turnover: A College of American Pathologists Q-Probes Study of 23 Clinical Laboratories. Archives of Pathology & Laboratory Medicine , 144 (3), 350-355. Temkin-Greener, H., Cen, X., & Li, Y. (2020). Nursing Home Staff Turnover and Perceived Patient Safety Culture: Results from a National Survey. The Gerontologist . Get a 10 % discount on an order above $ 100 Use the following coupon code : NURSING10

Read more
Enjoy affordable prices and lifetime discounts
Use a coupon FIRST15 and enjoy expert help with any task at the most affordable price.
Order Now Order in Chat

Start off on the right foot this semester. Get expert-written solutions at a 20% discount