Last week, we discussed the lowest
level of Maslow’s Hierarchy of needs. The next level is the need for safety
and security. The first two levels of
the hierarchy are considered the basic
needs. Individuals do not become
motivated by higher level needs until their basic needs are met. Staff in long term care often have difficulty
having basic needs met. I have seen
staff struggle with health care needs of their families, finances, and
security. One problem such as a sick
child can lead to a call off which then snowballs to not having enough in the
paycheck to pay for gas or rent. Calling
off also creates the problem of job security
Often
staff cannot afford insurance to meet their health care needs. When someone in the family is sick the
emergency room is utilized. Preventative
care is not used. This can contribute to
attendance problems. Staff members also need to
feel they have some measure of job security.
When people are in fear of losing their job, they cannot move up to the
higher levels of motivation. Ways we can
support the staff in meeting these needs include financial planning classes,
employee assistance programs, low cost insurance plans or health care provided
at the facility, free flu vaccines, and supportive supervision. Once the basic needs are meet, individuals can begin to focus on personal growth and fulfillment.
You are a truly remarkable person for starters. Your summary in this post basically defines the type of leader you are for hcv. Which is the exact type of leader any facility needs to have a strong successful team to care for all the patients/residents.
ReplyDeleteThe bigger picture I see in your post is treating the place you work in, as a health care employee as a community. Not just patients and duties but understanding, respecting and acknowledging all staff as a part of a working family. I have experiences in my time in health care where nurses treat aides inferior to themselves and the dietary staff or cleaning staff isn't gleaned as highly because they aren't in the rooms performing direct care. These are also issues that tie closely to the barriers we face in health care to provide the best care possible. Interventions are just as you said though; giving staff opportunities to feel like an appreciated and valuable part if the team. Once an employee feels that the staff supports, and can rely on them it allows for the employee to gain motivation to reach further goals. The holistic aspect of creating a strong community to provide care in refines the barriers we face to deliver optimal patient care.
Thanks Jessica, very well said.
ReplyDeleteI totally agree. Been in LTC for past 30 yrs. and have seen this over and over. Thanks for sharing!
ReplyDeleteIn total agreement. Admin. also starts slush funds from others' contributions to assist with true emergencies. High retention rates certainly speak to this!
ReplyDeleteI know a lot of nursing home leaders who have slush funds in their desk drawer!
ReplyDeleteSuch good points here, including the rationale for an emergency fund. Above and beyond that, let's insist that each employee is treated as a professional,regardless of skill level. Amazing how that can becomes a self-fulfilling prophecy. Think about the last time you received a sincere affirmation of your work. Thanks, Stacey, for another thought-provoking blogpost!
ReplyDelete