Impactsof Professional Practice Model to Health Care
Impactsof professional practice model to health care
Professionalpractice model is a system that supports registered nurse controlover the delivery of nursing care and the environment to which thisnursing care is delivered. The professional practice model provides aspeculative and theoretical outline that nurses can use as a basisfor practice (Cox & Hill, 2010). Thepurpose of this paper is to investigate how one professional practicemodel or magnet status drives health care change in an institution.
Overviewof the Model /Magnet Designation
Magnetdesignation is the decisive credential for high quality nursing. Highqualified nurses will with no doubts provide quality nursing servicesto the patients. For instance, in an institution with nurses holdinglower academic levels will not be able to treat crucial patients butinstead refer them to referral hospitals where they will be treatedwith qualified nurses (Keepnews, 2013). When a patient realizes thatthe first hospital couldn’t treat his disease, he will always begoing to the referral hospital whenever he becomes ill. The doctorwith high academic achievements in nursing may decide to start hisown clinic after realizing the public institution does not pay himwell. This will attract the entire patient in the public hospital tothe private clinic due to quality of services. However, the patientmight be discouraged by the high charges in private clinics.
Thebest way to understand the magnet recognition is to understand thehistory of the magnet recognition program. In 1983, the Americanacademy of nursing conducted a research to identified workenvironment that retained old and attracted new qualified nurses whoprovided quality nursing care to patients. After the study, theyrealized that 25 per cent of the total 170 institution studiedportrayed the quality of attracting new nurses and retaining oldnurses and were therefore described as the ‘magnet hospitals’.The feature that distinguishes these hospitals from other is nowadayscalled the ‘force of magnetism’. In May 1990, the centre ofAmerican nurses credentialing was integrated to a subordinatenon-profit association through which the American academy of nursespresented credentialing course and services. In November the sameyear, the American nurses’ association committee permitted a bidfor the magnet hospital appreciation program of quality in nursingservices building upon the 1983 magnet hospital analysis performed bythe American academy of nursing (Reeves & Orford, 2009).
In1994, the first American nurses credentialing centre was theUniversity of Washington medical school. In 1997, the plan was wellknown as the Magnet Nursing Services Recognition program. Therequirement criterions were revised using the nature and customariesfor Nurse Officers. The magnet expanded to include long term carefacilities between 1998 and 2000. In 2002 the plan name officiallychanged to magnet recognition program (Reeves & Orford, 2009). In2008, the magnet came up with a theoretical model that brought aboutthe fourteen forces of magnetism into five components. The fivecomponents include transformational leadership which implies the oldleadership technique to be abandoned and adopt new leadership skills.The second component is structural empowerment. The exemplaryProfessional Practice is the third component. Exemplary professionalpractice meant that the professors should work as mentors to thosefollowing them. Fourthly is the new knowledge, innovations andimprovements. This implies that there should be room for newinnovations and knowledge inclusive of any improvement needed. Lastlyis the pragmatic outcome (Reeves & Orford, 2009).
Howpreparing for implementing and maintaining the Magnet influenceschange in organizations
Asnoted by Huston(2014), nurseshave two major responsibilities while in health institutions. Firstand foremost, the nurse is supposed to treat any illness or sicknessreported by the patient. This is vital since the patient’s maintarget of visiting a health care is to ensure that all her healthneeds are catered for. Secondly, nurses are required to maintain theenvironment in the health institution (Milstead, 2010). Theinstitution’s environment can either be maintained verbally orthrough action. It is the nurse duty to ensure that the environmentthey are working on is clean and organized. A dirty environment willput away the patients since they will doubt whether the nurse willmeet their health needs with such an environment (Mason,Leavitt & Chaffee, 2014).Nurses are therefore urged to maintain a clean environment so as tomaintain the old patients and also attract the new ones. Nurses arealso required to maintain a good verbal environment with theirpatients. Mason, Leavitt & Chaffee, (2012) argues that, nursesshould address the patients politely and not harass them. The patientshould also not be too much into the patients’ personal life. Thiswill make the patient insecure and might never come for the nextvisit at that institution. Nurses are also requires not to tellanyone about the patients’ personal information. In so doing, thepatient will feel betrayed and their rights violated after revealingthe patients’ personal information to the third party (Mason,Leavitt & Chaffee, 2014).
Preparationfor maintaining and implementing the magnet might influence change inorganization positively or negatively. Maintaining the magnet in anorganization that had initially implemented it is very easy andcheap. The nurses will have adopted the new system and more patientswould have been attracted as the old ones are retained (Levine, Zacur& Horton, 2009). For the case of an institution that admires toimplement the magnet system, there has to be hiring of nurses withhigh academic achievements in nursing. The institution will incur anextra cost of employing the qualified nurses. On similar line, theinstitution will improve the quality of the services it offers to thepatient thus becoming an advantage to the institution. Other than theinstitution, individual nurses will also be affected. Nurses who willnot have achieved a required academic level will be sucked thusleading to an increase in the rate of unemployment (Mahon, 2013).
Organizationswith a well implemented magnet for instance institutions in wealthynations are more advantaged than an institution that is trying toadopt the system such as the institutions in poor nations.. Patientswho are critically ill will at these institutions that have not yetadopted the magnet system will always be referred to big hospitalswith an implemented magnet model.
Insummary, institutions in both developing and developed nations mustadopt the magnet system. This will help improve the quality ofservices offered to the patient. When the health service is of highquality, citizens will always be healthy and thus participate ingenerating the country’s income which is later used in developingthe nation be expanding the health facilities.
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