6053 Assignment: Workplace Environment Assessment
Part 1: Work Environment Assessment
A review of the Work Environment Assessment results reveals that the organization had a score of 44, an indication that it is a very unhealthy workplace. The score of 44 is less than 50, and based on the assessment guide this shows that the organization is very unhealthy. The assessment reveals that the organization has poor scores, with significant shortcomings reported in the unfair and disrespectful treatment of employees, and unreasonable, unmanageable and unfair work distributions. In addition, newly hired personnel are typically bullied and subjected to hazing as part of the organization culture, even as they are assigned the less desirable work tasks that are justified as learning opportunities. These set of circumstances have created an unfair organization cultural that causes discontent among new personnel. Although the organization is aware that the new personnel are discontented with the organization culture, it has largely ignored these issues while arguing that the organization culture is only slightly unfair and there is no need for a change as it has worked well over the years (Clark, 2015). In this respect, the assessment results reveal that the organization presents a very unhealthy workplace.6053 Assignment: Workplace Environment Assessment
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Two things were surprising about the assessment results. The first surprising thing is that the organization culture allows for new personnel to be hazed and bullied. This is surprising as it would be expected to the organization would seek to retain the newly hired personnel and yet that is not the case. Other personnel at the organization actively seek for opportunities to disrespect new personnel, and they argue that these is standard practice at the facility intended as a way of bonding and improving comradery. The second surprising this that the organization has a code of conduct and policies that call for the fair distribution of work and is against the unfair treatment of personnel, and yet this is not the case. This is surprising since the code of conduct and policies are largely ignored as new personnel are subjected to unfair treatment and unfair distribution of work. In addition to the two surprising things, an idea that was confirmed by the assessment was that the organization was aware that it presented an unhealthy workplace based on complaints from personnel and yet these issues are ignored with the status quo being maintained.
As has been established, the assessment results indicate that the organization presents an unhealthy workplace. There are concerns that the unhealthy workplace is especially detrimental to new personnel who are subjected to unfair treatment and unfair distribution of work. These set of circumstances have created an unhealthy and uncivil workplace (Marshall & Broome, 2017).6053 Assignment: Workplace Environment Assessment
Part 2: Reviewing the Literature
Al Sabei et al. (2020) has been selected as an appropriate article for developing interventions targeted at presenting a healthy workplace. The article explains that the work environment and staffing are two factors that combine to influence nurse outcomes with regards to the intention to leave the job, satisfaction levels, and burnout. The authors note that an unhealthy workplace is costly for the organization as it results in high personnel turnover and poor outcomes. The article presents the idea that a healthy workplace is good for the organization as it helps it to retain personnel and report favorable work outcomes. The concepts presented in the article are applicable to the present case in showing that personnel who are disrespectfully and unfairly treated would be dissatisfied and likely to seek employment in other organizations with healthy work environments where they would be treated fairly and respectfully. In essence, the organization with an unhealthy work environment is likely to report high personnel turnover rates thus causing it to engage in the costly process of hiring new personnel even as their work outcomes suffer (Al Sabei et al., 2020). It becomes clear that the organization should develop and implement policies that create a healthy workplace with a focus on protecting new personnel from hazing and bullying practices as well as disrespectful and unfair treatment. The changes should be made at the organization culture level so that new personnel receive adequate protection even as old personnel understand that the organization does not tolerate the bullying and hazing of new personnel. Besides that, the new culture should present structured for addressing violations, such as reporting, investigative and disciplinary processes to address violations. The organization must actively seek to create a health and civil workplace in order to improve personnel performance (Butts & Rich, 2018).
Part 3: Evidence-Based Strategies to Create High-Performance Interprofessional Teams
The workplace assessment reveals that the organization presents an unhealthy workplace where new personnel are subjected to unfair and disrespectful treatment of employees, and unreasonable, unmanageable and unfair work distributions. Three strategies have been identified for addressing these concerns and creating high performance interprofessional teams. The first strategy is leveraging individual personnel as resources, specifically the personal behaviors and characteristics that enable individual personnel to cope with the unhealthy environment and perform well even as they meet the job demands. This includes training personnel on self-esteem, competence and self-efficacy. The second strategy is leveraging group-level resources that are linked to shared workplace relationships to foster quality information exchange and interactions between personnel. This includes supporting good interpersonal relationships between personnel and social support. The third strategy is leveraging the organization’s leadership. The leaders, by virtue of their position of power, can influence the wellbeing of personnel and performance in the organization. The social interactions between personnel and leaders and leadership characteristics can be targeted at creating and supporting a healthy workplace (Nielsen et al., 2017).
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In addition, four strategies can be implemented to bolster successful practices while creating a civil and healthy workplace. The first strategy is to provide personnel with conflict management and assertive communication skills to face hazing and unfair treatment. The second strategy is to conduct educative and informative campaigns that implement prevention. The third strategy is increasing awareness of workplace incivility among personnel. The four strategy is adopting a zero tolerance strategy towards incivility and presenting a code of conduct that defines accepted and unaccepted behaviors (Bambi et al., 2017). 6053 Assignment: Workplace Environment Assessment
References
Al Sabei, S., Labrague, L., Ross, A., Karkada, S., Albashayreh, A., Masroori, F., & Al Hashmi, N. (2020). Nursing Work Environment, Turnover Intention, Job Burnout, and Quality of Care: The Moderating Role of Job Satisfaction. Journal of Nursing Scholarship, 52(1), 95-104. https://doi.org/10.1111/jnu.12528
Bambi, S., Guazzini, A., De Felippis, C., Lucchini, A., & Rosero, L. (2017). Preventing workplace incivility, lateral violence and bullying between nurses. A narrative literature review. Acta Biomedica, 88(Suppl. 5), 39-47. https://doi.org/10.23750/abm.v88i5-S.6838
Butts, J., & Rich, K. (Eds.) (2018). Philosophies and Theories for Advanced Nursing Practice (3rd ed.). Jones & Bartlett Learning, LLC.
Clark, C. (2015). Conversations to inspire and promote a more civil workplace. American Nurse Today.
Marshall, E., & Broome, M. (2017). Transformational leadership in nursing: From expert clinician to influential leader (2nd ed.). Springer.
Nielsen, K, Nielsen, M., Ogbonnaya, C., Känsälä, M., Saari, E., & Isaksson, K. (2017). Workplace resources to improve both employee well-being and performance: A systematic review and meta-analysis. Work & Stress, 31,2, 101-120. https://doi.org/10.1080/02678373.2017.1304463
6053 Assignment: Workplace Environment Assessment