Introduction
Reduction of the staff in the hospital is one of the most challenging aspects, which takes place in the hospital or other institution. Consequently, the complexity of this procedure cannot be underestimated. Nonetheless, the primary goal of this paper is to formulate the problem statement and the objectives of the paper using the principles of SMART goal-setting to reduce the negative outcomes of the staff reduction and eliminate its influence on the quality of services (Lewis, 2007).
Problem Statement
It remains evident that motivating the employees to meet the organizational goals is always a dispute since the workforce has a tendency and desire to reach their personal aims. Additionally, the maintenance of the service quality on the high level is also essential, the patient’s feedback play an important role in the healthcare industry. Lastly, the interactions between the different levels of subordination are also vital, as it defines the ability to meet organizational goals and affects the efficiency of the performance. A combination of these factors while reducing the personnel remains the primary issue due to the difficulties during the implementation process, as these goals are hard to meet on the regular basis. The quality of the services and interactions between the employees have to be constantly maintained on the high level, but the staff reductions is an essentiality. In this instance, the reduction of the personnel has to comply with the principles of the QSEN competencies Patient-Centered Care, Teamwork and Collaboration, and Quality Improvement, as these aspects will contribute to the definition of sufficient objectives and goals. Firstly, the primary challenge is to provide the high quality of the services to the patients, as it is one of the fundamental statement of Patient-Centered care (Drenkard, 2013). Another aspect, which creates obstacles while decreasing the number of personnel, is the principles of teamwork and collaboration, as the employees learn to work in a team during the simulation-based training and procedures and tend to establish the sufficient ways of collaboration (Fugueroa, Sepanski, Goldberg, & Shah, 2013). In this case, the reduction of staff might be the primary reason for the lack of efficiency of the hospital unit. Lastly, the principles of quality improvement approach have to be taken into account as it is aimed at the constant enhancement of the quality of the services within the healthcare organization (Arasaratnam, 2012). Consequently, paying attention to the quality of the services is also important while performing the reduction of the staff. In the end, the problem statement can be formulated as the necessity of performing rapid reduction while improving the quality of the overall performance, maintaining sufficient collaboration and interaction between the employees, and paying attention to the needs of the patients.
Goals and Objectives
In the instance, the primary goals can be formulated as 1) decision-making for the reduction of the right personnel within the particular period, 2) constant maintenance of the high quality of the services while reducing the personnel by conducting meetings and training to improve the collaboration and teamwork, 3) constantly improving the quality of the services and monitoring it by conduction patients’ satisfactions surveys. In the end, the primary goal is to find the sufficient way to reduce personnel without damaging the reputation of the institution and the quality of the provided services.
Conclusion
In the end, the ability to reduce staff efficiency is one the challenges while managing the hospital or another health institutions. In this instance, it has to comply with the QSEN competencies Patient-Centred Care, Teamwork and Collaboration, and Quality Improvement. The combination of these factors will contribute to the determination of the sufficient flow of events while performing a sufficient reduction and maintain the quality of the service on the same level.
References
Arasaratnam, R. (2012). Quality improvement. British Journal of Hospital Medicine, 73(5), 257-261.
Drenkard, K. (2013). Patient-centered care. Web.
Fugueroa, M., Sepanski, R., Goldberg, S., & Shah, S. (2013). Improving teamwork, confidence, and collaboration among members of a pediatric cardiovascular intensive care unit multidisplinary team using simulation-based team training. Pediatric Cardiology, 34(3), 612-619.
Lewis, J. (2007). Fundamentals of project management. New York, NY: AMACON Division of American Management Association.