Workplace environment assessment

Sample of what I did for class

With mounting evidence that a healthy work environment improves employee satisfaction, retention, patient outcomes, and organizational performance, many health organizations define the criteria for a healthy workplace for healthcare in the future. As leaders, we must be able to sense the health and well-being of our workplace. A healthy work environment necessitates strong nursing leadership at all levels. Creating a healthy work environment necessitates effective nursing leadership at all levels of the organization, particularly at the point of care, where most frontline staff work and patient care is delivered (Sherman & Pross, 2010). The health organization promotes broad communication, responsibility, hands-on collaboration with appropriate and qualified staff, shared decision-making with tangible leadership, professional growth, and employee recognition. (Coalition of Nursing Organizations, 2004).

Results of the Work Environment Assessment

The Clark Health Workplace Inventory revealed a score of 53, indicating my current work environment is unhealthy. Communication and professional development resources received the lowest score. The organization suffers from a lack of communication between leaders and other team members and inadequate teamwork and employee compassion.

Why the Workplace is not Civil

Employee happiness, engagement, and morale are all factors that negatively impact the workplace. The workplace is unfriendly because the employees, particularly the nursing staff, believe they are underappreciated, overworked, and underpaid. For example, a high staff turnover rate leads to many callouts, poor customer service, dissatisfied patients and family members, and low employee morale (Martin, 2017). Employees at this institution are unhappy, and most of them are leaving or switching to part-time or per diem work. The frontline staff, particularly the nursing team, are not involved in decision-making discussions that affect their work. Most of the nurses in this facility believe and feel that the managers do not care about them or how they think. The nurses believe that the managers do not listen to their issues and concerns and that their contributions or services are insignificant. These nurses’ feelings and beliefs in the facility have created a culture of intrinsic value distinct from that of the management team and the facility. As a result, it impacts the driving force of the facility’s success, resulting in a lack of interest and readiness for change.

Incivility Experience

For example, my numerous requests for professional development certifications, which would satisfy my desire for career advancement and promotion and benefit