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Employee Resistance to Change - Research Paper on HRM

2021-07-29 23:51:54
3 pages
608 words
University/College: 
Carnegie Mellon University
Type of paper: 
Research paper
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The most common challenge to implementing a quality improvement plan in a healthcare setting is employee resistance to change. The fact that medication errors solution involves strategic and drastic changes in procedures, standards, and protocol means that the staff would have to compromise their daily routines to accommodate the quality improvement plans (Katz & Detsky, 2015). Most staff members would be hesitant to adopt and follow the proposed procures, plans and protocols because they are time consuming or because they feel that the proposed plans would interfere with their service delivery. It is not easy convincing the employees that the proposed solution is the most effective way to improve quality if there is no evidence to0 support the same

Securing sustainability

After implementing quality improvement plans, most changes do not last because of lack of commitment (Tan, Higginbotham, McQueen & Bhui, 2012). Hospital staff usually goes back to their old ways of days things without leadership and incentives to continue following the new proposed protocols and procedures (van Leeuwen, 1994)

Lack of resources

In most quality improvement plans in hospitals, a lot of investments are required. For example, human resources are required to have a unity of direction aligned with the strategic goals of the organizations (Katz & Detsky, 2015). Secondly, financial resources are also required in most cases for purchasing additional equipment, requis8itioning additional consumables and assigning resources for specific projects and or quality control programs.

By Day 4

Post a description of some of the proposed action steps for implementing the improved practice, and explain where potential challenges might compromise your proposed improvement project. The proposed action steps include employee training and development on how to prevent medication errors and how to report medication errors effectively (Levine, 2004). Apart from employee training and development, the management should ensure that the organization rules and cultures must be aligned with the changes. Finally, top management support would also be requested (Tan, Higginbotham, McQueen & Bhui, 2012)

2. Describe what resources are needed for your solution, and explain whether or not those resources are cost-effective.

There are two types of resources required for the implementation process (McGlynn, 1993). Financial resources for purchasing everything needed and the human resources to execute the proposed changes. Financial resources can also be used for hiring trainers to train the employees on specific aspects of medication error, and how to reduce medication errors. Management support is also another is an important factor in the implantation processes. This means that the management must support the initiatives through funds allocation, assigning more employees to the specific sector and buying some more equipments, drug, machines as well as any other resources that might be needed.

 

References

Katz, D., & Detsky, A. (2015). Incorporating metacognition into morbidity and mortality rounds: The next frontier in quality improvement. Journal Of Hospital Medicine, 11(2), 120-122. http://dx.doi.org/10.1002/jhm.2505

Levine, J. (2004). A Quality Improvement Study: Medication Error Leading to Thyrotoxicosis and Death. Journal Of The American Medical Directors Association, 5(6), 410-413. http://dx.doi.org/10.1016/s1525-8610(04)70011-0

McGlynn, E. (1993). Gathering Systematic Information on Health Plans: An Interview with Sheila Leatherman. The Joint Commission Journal On Quality Improvement, 19(7), 266-271. http://dx.doi.org/10.1016/s1070-3241(16)30007-4

Tan, E., Higginbotham, A., McQueen, L., & Bhui, K. (2012). Crisis plans in a home treatment team before and after a quality improvement program. The Psychiatrist, 36(9), 331-334. http://dx.doi.org/10.1192/pb.bp.111.035956

van Leeuwen, D. (1994). Are Medication Error Rates Useful as Comparative Measures of Organizational Performance?. The Joint Commission Journal On Quality Improvement, 20(4), 192-199. http://dx.doi.org/10.1016/s1070-3241(16)30061-x

Varjavand, N., Bachegowda, L., Gracely, E., & Novack, D. (2012). Changes in intern attitudes toward medical error and disclosure. Medical Education, 46(7), 668-677. http://dx.doi.org/10.1111/j.1365-2923.2012.04269.x

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