They have a magnificent team. These people are always kind and willing to listen to your concerns or issues. Better yet, your assignment is always ready before the time, they usually send you a draft to double-check before they finalize your paper.
[T]he way to create a culture of retention is, in fact, to create a culture of engagement and contribution.
—Jo Manion (2004, p. 30)
When employees feel engaged and motivated, they are often more committed to an organization. Organizational commitment is broadly defined as an employee’s intent to stay with the organization. Nurse managers can have significant influence on an organization’s culture and thereby on employee engagement and commitment.
Post an evaluation of a recent or past workplace by sharing the total score of your survey. Explain whether this score accurately captures the culture of this workplace. Identify the culture cluster that you consider the most critical to address, and suggest at least one intervention you could initiate to effectively change this aspect of the workplace’s culture. Explain how this culture encouraged or diminished your feelings of organizational commitment.
Read a selection of your colleagues’ responses.
Respond to at least two of your colleagues on two different days using one or more of the following approaches:
Manion, J. (2011). From management to leadership: Strategies for transforming health care (3rd ed.). San Francisco, CA: Jossey-Bass.
Chapter 3, “Building Commitment: Inspiring Others to Follow” (pp. 69–114)This chapter focuses on inspiring commitment in the workplace. The author differentiates between commitment and compliance and lists the different kinds of organizational commitment.
Fasoli, D. R. (2010). The culture of nursing engagement: A historical perspective. Nursing Administration Quarterly, 34(1), 18–29. Retrieved from the Walden Library databases.
Fasoli’s article evaluates the history of work engagement and its effect on nurse retention. The author analyzes the history and modern use of work engagement and explores how these are used as a framework for creating a culture of nursing engagement.
Shantz, A., & Latham, G. (2011). The effect of primed goals on employee performance: Implications for human resource management. Human Resource Management, 50(2), 289–299. Retrieved from the Walden Library databases.
This study analyzes the effects of subconscious motivation on job performance. The results reveal that someone’s subconscious can be primed to accomplish job-related goals and that HR professionals can use this to their benefit.
Vlachoutsicos, C. A. (2011). How to cultivate engaged employees. Harvard Business Review, 89(9), 123–126. Retrieved from the Walden Library databases.
This article tells the reader how to make the most out of engaged employees in the workplace. The author provides and supports with real-life examples six steps that readers can use to help them achieve their goals.
Wisotzkey, S., Bell, T. D., & Grim, R. (2011). Connect and engage for better nurse retention. Nursing Management, 42(10), 14–18. Retrieved from the Walden Library databases.
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