Roleof Nurses in Quality Improvement
Roleof Nurses in Quality Improvement
Acontinuous quality improvement is an approach that is used todescribe and improve the existing services or products. Qualityimprovement in the healthcare industry is aims at improving theoverall process through which patients receive care by evaluatingorganizational performance procedures. Draper, Felland and Merchar(2008) state that nurses are an integral part of the in-patients carethus, the hospital effort to improve on quality is sorely based ontheir effort to meet the increasing demands. This paper explores thecontribution of the continuous quality improvement strategies towardsimprovement in quality and safety of patients care by the nurses. Thefollowing strategies foster quality improvement amongst the nurses
Pham,Jeniffer and Ann (2006) ascertain that engaging nurses and staff inthe hospital activities and decision making ensures a culture ofsupportive quality improvement. Therefore, for quality improvementprojects to be outstanding, support has to start from the topmanagement (CEO). Asa leader, I will take the responsibility to support nurses by givingthem a chance to contribute their ideas in decision making. Thisensures that there is a continuous quality improvement.
Throughcollaboration, expectations are set for all the staff making qualityimprovement a shared responsibility. The clinical staff, physicians,pharmacists, food service, and housekeeping and material managementhave to work as a team to ensure provision quality service to thepatients. Asa leader, it is of significant value to roll down the hierarchy andteam up other staff members in providing that there is a continuousquality improvement. Through the joint effort that I will initiate asa leader will ensure that the whole team within the organization.
Ownershipand accountability by an individual
Ifnurses recognize a problem, and they are in a position to fix it theyare encouraged to take responsibility for getting a better solution.Hospitals also encourage staff ownership and accountability by makingpublic acknowledgment in meetings, formal award recognition and alsosponsoring them to national quality healthcare improvement meetings.Asa leader, I will take up full responsibility for any action thesubordinates take as well as for other employees.
Hospitalsthat foster continuous feedback between the patients and staff, andbetween hospital leadership and staff members are more likely torealize quality improvement in provision of services than those thatdo not. The process can be enhanced through the use of e-mail, stafftraining or staff meetings. The use of continuous feedback act as aprimary strategy used to identify areas for quality improvement.
Besidesthe leader’s roles mentioned above in ensuring continuous qualityimprovement, it is also vital to drive CQI as a leader by making acommitment and cooperating in learning the new ideas that work bestfor clients. As a leader, it is also necessary to help support staffachieve their expected goals into a reality. Leaders should also takeup the responsibility to act promptly in case of any challenge thatposes a stress to an individual, and find better solutions.The highlighted strategies have several challenges that can beovercome, for instance, scarcity of nurses in the hospitals affectsthe hospitals ability to provide quality patient care. However, thisis overcome by increasing the number of qualified nurses.
Qualityimprovement in the healthcare industry is currently under a lot ofemphases that forces hospitals to be more proficient andsophisticated in pursuit of activities that contribute to theachievement of quality service and patient safety. It ensures thathospitals make maximum use of the available resources to carry outtheir work effectively and efficiently.
Draper,D. A., Felland, L. E., & Merchar, L. (2008).Health System Change. “Therole of nurses in hospital quality improvement”,The Centre for Studying Health System Change, 3(2),3-6.
Pham,H. H., Ann, J. S. & Malley, O. (2006). The Impact ofQuality-Reporting Programs on Hospital Operations, HealthAffairs,25(5), 56-64.