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SNPG959 Tools For Practice Development

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Course Code: SNPG959
University: University Of Wollongong

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Country: Australia


Write an academic paper exploring Workplace Culture in the context of Practice Development.
The paper will explore;
1. The theoretical underpinnings of Workplace Culture including an understanding of the “Effective workplace culture framework” (Kim Manley,K., Sanders,K., Cardiff,S., & Webster,J (2011) Effective workplace culture: the attributes, enabling factors and consequences of a new concept. International Practice Development Journal. Retrieved from 
2. The practical implications of effective Workplace Culture. This should involve considerations such as:
a. Person Centred Care
b. Patient outcomes
c. Staff satisfaction and retention
3. The paper will demonstrate an understanding of Practice Development Principle Two (2) in relation Workplace Culture.


The practice development in the effective workplace creates the foundations for the strong position of care firm in the healthcare industry (Miller, Crabtree, Nutting, Stange & Jaén, 2010; Russell, 2012). Further, it expands the learning ability of the employees and brings the active learning abilities’ in the employees of the healthcare organization (Dewing, 2010). The present essay is based on the importance of the workplace culture in the practice development in the healthcare organization. In this context, the below-discussed essay includes the theoretical understanding of the workplace culture with primary attributes and their impact on the organization performance. Apart from this, in the practical implementation of an effective workplace by consisting the organizational aspect as person-centeredness, employee’s retention and the patient’s outcome have been presented. Furthermore, the relation of workplace culture and practice development principle (2) has also been analyzed.
Theoretical implementations of workplace culture
The workplace culture plays an important role in the performance of the healthcare firm as it affects the delivery of services (Jacobs et al., 2013; Boselie, 2010). Further, the workplace culture affects the working capability of employees positively or negatively (Mohr, Young& Burgess, Jr, 2012). In this context, Manley, Sanders, Cardiff & Webster (2011) asserted that the building of effective workplace in the healthcare organization, it is necessary to focus on the foundation of such crucial aspects as setting focal point on individual, continuous learning, stakeholder engagement, motivating leadership, continuous improvement, open communication among the stakeholders and positive attitude of the staff for change. By considering these key drivers of the effective workplace culture healthcare firms improve their performance in internal as well as external operation.
The patient is the center point for healthcare firm so all the efforts are put to render the quality services by maintaining the supportive culture. Hereby, the motivational aspect of the leadership enhances the learning of the service provider staff and this reflects in their job performance. In this context, Weberg (2010) stated that the style of leadership influences the outcome of the employees. Further, the motivational leadership style as transformational enhances the creativity in the employees (Manley et al., 2011). At the same, continuous improvement is the supporting pillar for the effective workplace culture because the leaders encourage the other employees of the firm and get the desired outcome for the business. Owing to this, the effective leadership creates the baseline for building an effectual working environment for the employees and motivates them for continuous improvement
On the other hand, the involvement of the stakeholders helps in resolving likelihood of the internal and external problems (Manley et al., 2011). It is because people from different background come together and work on the common issues which are being face related to service delivery or satisfaction of clients. In this regard, for the healthcare firm, patients, their family members, different level of employees and the general public are key stakeholders. By increasing their interferences in the decision-making facilitates to create the positive and supportive work environment.
In this context, Kitson, Marshall, Bassett & Zeitz (2013) asserted that the open communication with the stakeholder facilitates to take the right decisions and keep the stakeholders informed. For instance, the approach of person-centered care force staff to provide detailed information among clients(Manley et al., 2011). Similarly, the open communication improves the outcome of the nursing staff’s practice and enhances the patient’s safety in the care services-(Bridges, Davidson, Soule Odegard, Maki & Tomkowiak, 2011). It indicates that free flow of communication and appropriate degree of engagement of stakeholders contribute towards effective or positive work culture. This leads to meet the expectations of deferent stakeholders and increase the satisfaction level of staff as well as clients., it creates the positive attitude of the employees towards their job responsibility and helps to build the strong relationship between the employees and healthcare firm. Thus, the communication with the stakeholder helps to retain employees as well as the service user.
Further, the innovation is one of the key attributes of the effective workplace culture. It enhances the efficiency of regular operations by creating the more innovative workplace. In this regard, Bullinger, Rass, Adamczyk, Moeslein & Sohn (2012) stated that the creativity is the main driver of the innovation and influence the environment of the workplace positively. In this context, Cresswell & Sheikh (2013) asserted that technological innovation support healthcare organization’s employees in the execution of the regular operation. Owing to this, the innovation is also significant for the effective workplace culture and organization to improve their adaptability for bringing innovation to the firm.
Moreover, the ineffective workplace culture degrades the quality of services and forced for exposing the awful reputation in the public. These reveal that the construction of an effective workplace culture is imperative for the healthcare firm to enhance their service quality by elevating the employees’ satisfaction (Manley et al., 2011). Owing to this, above mentioned attributes of the workplace culture and their enabling factors as leadership style and clear communication for the job task has the great impact on the performance of the firm. It further influences the social reputation of the firms. In this context, Manley et al (2011) asserted that the effective workplace culture helps a healthcare firm in the achieving of their goals and objectives in an effectual manner. Similarly, it develops the employee’s ability to perform their task with high concentration which resulted in high accuracy in the job performance. Therefore, the building of effective workplace culture it is imperative to put whole team effort of the firm as management, different level of employees and customers in the development process of the effective workplace.
The practical implication of effective workplace culture
Person-centered care
On the basis of the above theoretical discussion, the workplace culture directly affects the delivery of services and satisfaction level of service users. It is necessary for the practical implementation of the effective workplace culture in the healthcare organization. At this juncture, improvement in the leadership style is important as it enables staff to effectively treat patients by offering them clear information related to their treatment. In this context, the transformational leadership style helps to increase the collaboration in the firm and motivate the employees to perform on the basis of set standards. This also make it possible to involve patients in the decision-making procedure so their satisfaction level can be increased. By using the supportive leadership style, client and service users can have better interaction and accordingly the pattern of delivering services is improved to a great extent. Further, this leadership style encourages the staff member for implementing the change in their ordinary methods for performing job. Therefore, the transformational leadership style enhances the person-centered care in the healthcare firm by building effective workplace culture.
In this context, Minkler & Wallerstein (2011) argued that the transformational leadership creates the barrier in the workplace as it is accountable for employee’s frustration with the effect of high amount of working time requirement. Due to this, the implementation of a single leadership style is not enough in the different aspect of workplace culture. In this regard, McSHERRY, Pearce, Grimwood & McSherry (2012) asserted that the organization must focus on the sustainable leadership to support and assist the staff member and build that environment wherein the safety and superiority of the services are enhanced. Owing to this, the healthcare firms focus on the combination of different leadership style as transformational, transactional and autocratic depending on the particular condition to build effective workplace culture. Therefore, the healthcare firm timely trained their leaders to effectively use different leadership style in the different aspect. It helps healthcare firm to focus on the involvement of every individual person in the healthcare organization and enhances the person-centered care approach of healthcare firm.
Staff satisfaction and retention
The effective workplace culture is helpful in the retention of employees and their satisfaction. In this context, the effective workplace culture enhances the learning capabilities of the employees. Due to this, the nursing staff perform outstanding in the practice development. Apart from this, it is also helpful for the retaining of the loyal employees in the organization since the free flow of information is ensured along with the proper support for competing the given task. Apart from this, the effective workplace culture helps in understanding the issues faced by patients and employees so that accordingly current pattern of work can be changed.
According to Davis (2013), the healthcare firms build effective employees retention strategies to amplify the employees’ morale and decrease the employees’ turnover. In this context, the healthcare firms provide different training for the different level of employees to improve learning ability and make them highly skilled. However, skilled employees tend to render good quality of services and they are also motivated through reward and other different strategies. For this purpose, it is crucial for healthcare organization to offer continuous learning among staff by offering them extensive supporting in rendering the services. At the same time, collaborative team consisting different experts help for practice development since it increases the learning curve of new employees. Moreover, feedback taken from the clients and new knowledge in the field of nursing practices are also updated by offering the training through which motivation level of staff is increased and they work effectively. It shows that effective workplace culture contributes towards employee retention by increasing their interest towards the work and focusing on their issues.
Patient outcome
The workplace culture plays an important role in generating the positive outcome for the end uses. This is because this serves as the motivating factor through which employees are communicated about the set standards and expectations of services. In this way, staff deliver the excellent quality of services. In this context, the healthcare firms take regular feedbacks from the service user and increase the management capabilities to solve the complication in the present system and offer effective services for the clients. Further, on the basis of clients’ feedback firm improve the quality of current services. In this context, Van Jaarsveld, Walker & Skarlicki (2010) asserted that the employee-customer interaction improves the service quality of the firm and enhances the satisfaction level of the customers as well as employees. Owing to this, the open communication between the clients and the service provider positively affects the services quality. If the patient receives high-quality health care service then the recovery processes become short and effective and positively influence the patient outcome.
Apart from this, the practice development helps the frontline care representative for the effective handling of the serious conditions of patients and reflects in the patient’s outcome. In this context, Purdy, Spence laschinger, Finegan, Kerr & Olivera (2010) stated that the effective working environment enhances the prediction capabilities of the nurses to minimize the risk of failure in the services which resulted as successful treatment of the patients. Further, it has the direct positive impact on the care quality. Owing to this, the healthcare firm creates the workplace where teamwork among the employees is enhanced and improves the care quality which positively reflects on patient’s treatment. In this context, Kirwan, Matthews & Scott (2013) asserted that the effective working environment in the wards influences safety outcome of the patients’ positively. Therefore, it is significant for the healthcare firms to create those working conditions wherein care representative improve the collaboration and gratify their awareness about the patient’s safety.
Role of workplace culture in the practice development principles (2)
As per the above discussion, the workplace culture has the huge impact on the healthcare system by affecting the all the operation in the firm. In this regard, Watson (2017) stated that the working structure of healthcare firm is the combination of the mainly three major components by including the microsystem, mezzo system and macro system. In these systems, the different types of regular function are done which are influenced by the workplace culture of the healthcare organization. The macro level of the system is the topmost level which includes the social, economic, educational and the political aspect of the organization. Similarly, the microsystem is the baseline of the care organization wherein the frontline service representatives interact with the clients in the organization. In the same manner, practice development influences the care service due to the interaction between clients and nursing staff (Manley, McCormack & Wilson, 2013). Owing to this, for the practice development, it is imperative for healthcare firm to set their focal point on the development of the microsystem.   
On the other hand, the practice development is the major activity of the healthcare firm to develop the care representative employees’ capabilities to effectively treat the patients (Manley et al., 2011). Thus, it is necessary for the healthcare organization to effectively develop their nursing staff through the development of the practices. Due to this, the care firms create the effective workplace culture wherein the frontline staff enhance their capabilities in the patient’s treatment and increase the safety aspect of care services. On the other hand, the practice development creates the baseline for the enhancement of the service quality and influences the patients’ experience towards the organization. Similarly, the practice development has cross benefits for the workplace culture and builds working environment more effective due to the presences of the highly developing staff member in the healthcare organization (Huang & Rundle-Thiele, 2014). Therefore, the healthcare organizations implement the practice development in the organization and improves the performance of nurses and other care representative staff and enhance the social image of the firm.
However, the practice development does not effectively implement only through the microsystem, it needs the consideration of mezzo and the macro system of the firm. This is because the involvements of the management are necessary to elevate the implementation impact of the practice development. In this context, Manley et al. (2013) asserted that the practice development depends upon the microsystem of the healthcare system with the support of the whole system. Further, the practice development is considered successful when it is strategically implemented in the whole organization and resulted in the ultimate delivery of the care services.  Moreover, the ineffective practice development resulted in dissatisfied clients as well as dissatisfied employees. Therefore, the effective workplace culture is important for practice development for improving the healthcare services.
On the basis of the above essay, it can be concluded that the workplace culture is the key aspect of healthcare firm in the care services and the practice development in the firm. Further, according to the theoretical understanding of the workplace culture, it has been concluded that the effective workplace culture consists of the several attributes that are important to improve the operation of overall health care organization. Moreover, on the basis of practical implementation of the workplace culture, it has also been concluded that the care firm need to focus on the essential strategies as effective management through the supportive leadership for the successful implementation of the supporting workplace culture in the organization. At the last, the workplace culture is strongly connected with the practice development and influence the execution process. Therefore, effective workplace culture positively influences the practice development so as to improve the patient outcome and implement the person-centered care approach.
Boselie, P. (2010). High performance work practices in the health care sector: a Dutch case study. International journal of manpower, 31(1), 42-58.
Bridges, D., Davidson, R. A., Soule Odegard, P., Maki, I. V., &Tomkowiak, J. (2011). Interprofessional collaboration: three best practice models of interprofessional education. Medical education online, 16(1), 6035.
Bullinger, A. C., Rass, M., Adamczyk, S., Moeslein, K. M., & Sohn, S. (2012). Open innovation in health care: Analysis of an open health platform. Health policy, 105(2-3), 165-175.
Cresswell, K., & Sheikh, A. (2013). Organizational issues in the implementation and adoption of health information technology innovations: an interpretative review. International journal of medical informatics, 82(5), e73-e86.
Dewing, J. (2010). Moments of movement: active learning and practice development. Nurse education in practice, 10(1), 22-26.
Huang, Y. T., & Rundle-Thiele, S. (2014). The moderating effect of cultural congruence on the internal marketing practice and employee satisfaction relationship: An empirical examination of Australian and Taiwanese born tourism employees. Tourism Management, 42, 196-206.
Jacobs, R., Mannion, R., Davies, H. T., Harrison, S., Konteh, F., & Walshe, K. (2013). The relationship between organizational culture and performance in acute hospitals. Social science & medicine, 76, 115-125.
Kirwan, M., Matthews, A., & Scott, P. A. (2013). The impact of the work environment of nurses on patient safety outcomes: a multi-level modelling approach. International journal of nursing studies, 50(2), 253-263.
Kitson, A., Marshall, A., Bassett, K., &Zeitz, K. (2013). What are the core elements of patient?centred care? A narrative review and synthesis of the literature from health policy, medicine and nursing. Journal of advanced nursing, 69(1), 4-15.
Manley, K., McCormack, B., & Wilson, V. (Eds.). (2013). International practice development in nursing and healthcare. John Wiley & Sons.
Manley, K., Sanders, K., Cardiff, S., & Webster, J. (2011). Effective workplace culture: the attributes, enabling factors and consequences of a new concept. International Practice Development Journal, 1(2), 1-29.
McSHERRY, R. O. B. E. R. T., Pearce, P., Grimwood, K., & McSherry, W. (2012). The pivotal role of nurse managers, leaders and educators in enabling excellence in nursing care. Journal of Nursing Management, 20(1), 7-19.
Miller, W. L., Crabtree, B. F., Nutting, P. A., Stange, K. C., &Jaén, C. R. (2010). Primary care practice development: a relationship-centered approach. The Annals of Family Medicine, 8(Suppl 1), S68-S79.
Minkler, M., & Wallerstein, N. (Eds.). (2011). Community-based participatory research for health: From process to outcomes. John Wiley & Sons.
Mohr, D. C., Young, G. J., & Burgess, Jr, J. F. (2012). Employee turnover and operational performance: The moderating effect of group?oriented organisational culture. Human Resource Management Journal, 22(2), 216-233.
Purdy, N., SPENCE LASCHINGER, H. K., Finegan, J., Kerr, M., & Olivera, F. (2010). Effects of work environments on nurse and patient outcomes. Journal of Nursing Management, 18(8), 901-913.
Russell, K. A. (2012). Nurse practice acts guide and govern nursing practice. Journal of Nursing Regulation, 3(3), 36-42.
Van Jaarsveld, D. D., Walker, D. D., &Skarlicki, D. P. (2010). The role of job demands and emotional exhaustion in the relationship between customer and employee incivility. Journal of Management, 36(6), 1486-1504.Davis, T. L. (2013). A Qualitative Study of the Effects of Employee Retention on the Organization. Insights to a Changing World Journal, 2013(2).
Watson, M. (2017). Applying a framework to healthcare simulation: Micro, meso and macro levels. Healthcare Simulation Education: Evidence, Theory and Practice, 29-34.
Weberg, D. (2010). Transformational leadership and staff retention: an evidence review with implications for healthcare systems. Nursing Administration Quarterly, 34(3), 246-258.

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