MGT 101 SEU Difficulties Attracting and Retaining Human Capital in The Nursing Profession Case Questions

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‫المملكة العربية السعودية‬
‫وزارة التعليم‬
‫الجامعة السعودية اإللكترونية‬
Kingdom of Saudi Arabia
Ministry of Education
Saudi Electronic University
College of Administrative and Financial Sciences
Assignment 3 MGT101 (2nd Term 2021-2022)
Deadline: 28/04/2022 @ 23:59
Course Name: Principles of
Management
Course Code: MGT101
Student’s Name:
Semester: 2nd
CRN: 24528
Student’s ID Number:
Academic Year: 1442/1443 H, 2nd Term
For Instructor’s Use only
Instructor’s Name: Dr Gaurav S. Vishwakarma
Students’ Grade: /10
Level of Marks: High/Middle/Low
Instructions – PLEASE READ THEM CAREFULLY


This assignment is an individual assignment.
Due date for Assignment 3 is 28/04/2022
• The Assignment must be submitted only in WORD format via allocated folder.
• Assignments submitted through email will not be accepted.
• Students are advised to make their work clear and well presented, marks may be reduced
for poor presentation. This includes filling your information on the cover page.
• Students must mention question number clearly in their answer.
• Late submission will NOT be accepted.
• Avoid plagiarism, the work should be in your own words, copying from students or other
resources without proper referencing will result in ZERO marks. No exceptions.
• All answered must be typed using Times New Roman (size 12, double-spaced) font. No
pictures containing text will be accepted and will be considered plagiarism).
Submissions without this cover page will NOT be accepted.
Kingdom of Saudi Arabia
Ministry of Education
Saudi Electronic University
‫المملكة العربية السعودية‬
‫وزارة التعليم‬
‫الجامعة السعودية اإللكترونية‬
College of Administrative and Financial Sciences
Assignment Purposes/Learning Outcomes:
After completion of Assignment-3 students will be able to understand the
LO 1.1: State the concept of management functions, roles, skills of a manager and the different
theories of management.
Assignment-3
Please read the case “Difficulties Attracting and Retaining Human Capital in the Nursing
Profession” given on Page number 413, Chapter 9 – “Human Resource Management” available
in your textbook/e-textbook “Management: A Practical Introduction” 10th edition by Angelo
Kinicki, & Denise B. Soignet and answer the following questions (Each of your answer should
be 100-150 words):
QUESTIONS
Q1. What role do you believe hospital administrators have played in contributing to nursing shortages
and high nurse turnover? (2 .5Marks)
Q2. What could hospitals do during recruitment and selection to help nurse retention? (2.5 Marks)
Q3. What steps could hospitals take to ensure male and female nurses are given equal opportunities in
compensation and promotion decisions? (2.5 Marks)
Q4. Why do you think so many nurses continue to work, despite the many challenges they face and the
lack of safety on the job? Explain your points. (2.5 Marks)
ANSWERS:
1.
2.
3.
4.
Page 413
Management in Action
Difficulties Attracting and Retaining Human Capital
in the Nursing Profession
Imagine a job that pays well above national averages and provides many opportunities for continuing
education, specialization, and career advancement. It allows you to be active every day and to make a
real difference in others’ lives, along with the kind of scheduling flexibility some describe as
“fantastic!”252 Would you sign up? Strong salaries, lifelong learning opportunities, three-day
workweeks, and meaningful work are common facets of a nursing career. And yet, hospitals
consistently report nursing shortages stemming from both a lack of applicants and extremely high
turnover rates. Turnover seems particularly high among newly minted registered nurses (RNs), with
data suggesting approximately 17% of new nurses quit their first job within a year.253 With all the
positives associated with the career, why do hospitals have such a hard time attracting and retaining
nurses?
COMPENSATION
Nursing is one of the college majors with the highest starting salaries, with new RNs earning an
average of almost $71,000 annually.254 This salary is competitive when compared to the $51,000
overall average starting salary for new college graduates and the U.S. median annual income of around
$61,000.255 RNs can earn six-figure annual incomes if they take night or overtime shifts or work as
traveling nurses.256
But many RNs feel their salaries do not compensate them for the level of responsibility and the
physical and emotional demands of the job.257 One of the primary reasons cited for high nurse
turnover, particularly in early careers, is that new nurses don’t have a realistic understanding of job
demands going in.258 Many quickly recognize that good pay isn’t enough to offset other job factors.
As one nurse put it, “Nursing ain’t for sissies, and if you choose nursing for the monetary benefits and
not because you love the profession or love people, you will not stay.”259
The gender pay gap is another compensation issue in the nursing profession. Although women account
for 88% of nurses, female RNs earn around $6,000 less per year than their male colleagues.260 Male
RNs also enjoy significant career advancement and mobility advantages over female RNs, an effect
described as a “glass escalator” that takes males in female-dominated professions “straight to the top”
of the career ladder while their female counterparts spend their careers climbing lower rungs.261
INTERPERSONAL TREATMENT
It’s not uncommon for nurses to experience verbal and physical abuse on the job. The mistreatment
stems from three primary sources: doctors, other nurses, and patients.
The American Medical Association says doctors and nurses have an ethical obligation to work
together and coordinate their efforts to ensure patients receive needed care.262 In spite of this advice
and the extensive training, skills, and knowledge nurses possess, they operate in an environment where
doctors repeatedly question their competence. In a social media rant that went viral, Florida
anesthesiologist Dr. David Glener said nurse practitioners were “useful but only as minions.”263
Bullying is a problem among peers. Studies suggest that 40% of nurses have been bullied by other
nurses. Nurse-on-nurse bullying isn’t harmful just to the nurses who experience it—it’s also detrimental
to patient care.264 As one chief nursing officer put it, “There’s a direct link between bullying and poor
patient outcomes,” adding, “staff gets distracted by a strong personality or derailed by a bully, and it
takes their focus away from providing quality care.”265
Patients are a third source of nurse mistreatment. Nurse Suzanne Carroll said, “As nurses, I’m willing
to bet that most of us have experienced sexual harassment at some point during our careers.”266 The
reason? According to a nurse practitioner in a recent interview there’s a persistent culture that allows
patients to abuse nurses and pressures nurses to tolerate it. She said, “After a while, you learn to expect
these things, but it is the repeated abuse that burns you out. You get so used to it that it becomes
normal. The constant message of, ‘the patient comes first,’ I think, contributes to how we respond, or
don’t respond in these situations.”267 Abuse can also turn physical, with survey data suggesting that
between one in four of nurses suffers violence from patients, their visitors, or their families.268
INJURIES ON THE JOB
Nurses experience frequent and serious work-related injuries. The Bureau of Labor Statistics (BLS)
indicates that around 25,000 injuries are reported annually among nursing employees, with most
stemming from the daily work of moving and lifting patients.269 In spite of a long-held tradition of
teaching safe lifting techniques to nursing students, decades of data now show there is no safe
technique for manually lifting patients.270
Some hospitals have invested in nursing staff physical safety by purchasing specialized lifting
equipment similar to that used to lift heavy parts in manufacturing facilities. Studies suggest that
implementing these devices can reduce nurse low back pain by almost 50%.271 In spite of data on the
sheer volume of injuries and the methods that can substantially reduce injuries, says one article,
“hospitals still are not employing enough assistive devices to help move patients, and that’s a major
reason why healthcare workers have one of the highest rates of occupational musculoskeletal injuries
in the U.S.”272
Page 414
RESPONSES
Both patient outcomes and the bottom line suffer when nursing departments are understaffed.273 Still,
nurses continue to feel that hospital administrators undervalue their health and safety. Even so, their
commitment and dedication to patient care persists, and this was never more evident than during the
2020 COVID-19 pandemic. Nurses around the country worked grueling hours in understaffed units,
often without access to proper personal protective equipment, and put themselves and their families at
risk every day.274 Dr. Paul Dohrenwend, assistant chief of emergency medicine at Kaiser Permanente
San Diego, said, “Nurses are the underappreciated heroes of this crisis.” He added, “I thank everyone
who’s working to help get through this. I commend the scientists at big pharmaceutical companies
who are developing better tests and vaccines. I thank the teachers setting up remote classes and the
managers making tough business decisions. Everyone is playing a part—but none are more important
than the nurses.”275
FOR DISCUSSION
Problem-Solving Perspective
1. What is the underlying problem in this case from the perspective of a hospital administrator?
2. What role do you believe hospital administrators have played in contributing to nursing shortages
and high nurse turnover?
3. What can hospitals do to increase nurse supply and retention rates?
Application of Chapter Content
1. What could hospitals do during recruitment and selection to help with nurse retention?
2. What type of learning or development might hospitals offer to help reduce nurse turnover?
3. What steps could hospitals take to ensure male and female nurses are given equal opportunities in
compensation and promotion decisions?
4. Do hospitals have a legal and/or ethical responsibility to invest more money in equipment to
prevent work-related nursing injuries? Why or why not?
5. What do you think are the primary reasons nurses experience so much mistreatment on the job,
and what can hospitals and nurses do to decrease these incidents?
6. Why do you think so many nurses continue to work, despite the many challenges they face and the
lack of safety on the job?

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