Chapter 16
Students Name
Institution Affiliations
Chapter 16
Chapter 16 talks about how health organizations face critical challenges in retaining their professional employees and developing their workers ‘ skills. In times of rapid growth in information and infinite new technology applications, this is particularly true. For most organizations in the modern era, educating workers and maintaining continuous competence is a crucial and challenging task; only those who are innovative, agile, and efficient can succeed (Wolters). To achieve this, organizations must “discover how to use the interaction and the desire of people to learn at all levels.” The beginning of this chapter is the presentation of LO’s definition and its different employee growth components. The role models, preceptors, and mentors of education and training are distinguished. The learner’s needs are discussed, and the coaching concept is implemented as a method for staff development.
The article “Meeting the challenges of nursing staff education.”
This article explores how one clinic unit formulated and enacted a nursing program to encourage reflection among adult learners. The steady changes in the current health landscape require that healthcare providers remain up-to-date in practice and innovation (Melisa et al.). Following the Code of morality, nurses have the “personal/professional growth” responsibility for “maintaining competence.” Continuing training and staff advancement are essential elements of being professional healthcare. Since then, much debate has been held on how much continuous formation is needed to maintain skills and the best way to get that education. The “American Nurses Association” created a system for measuring continuing education credits formally in 1975 (Mary & Ann 2020). Sadly, both real and perceived obstacles can hinder nurses’ involvement in ongoing education and professional growth. Shortage of time is one of the greatest obstacles to studying in the hospital. It is not realistic to think that protected education times are always accessible while healthcare expenses continue to increase. Extra paid practice time for healthcare systems is expensive, and managers do not always consider it a worthwhile investment.
References
Mary BELL, Ann Sheridan (2020). How Organizational Commitment Influences Nurses’ Intention To Stay In Nursing Throughout Their Career, International Journal of Nursing Studies Advances, 10.1016/j.ijnsa.2020.100007, (100007),
Meeting the nursing staff education challenges, BY MELISSA SCHNEIDER, DNP, RN-BC, CNRN, ONC, SANDRA GOOD, MEd, BSN, RN, CNRN.
Wolters Kluwer, Leadership Roles and Management Functions in Nursing