Nursing (SNPG959) Assignment 2022

Running head: NURSING (SNPG959)
Name of the student:
Name of the university:
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Introduction:
With the growing prevalence of chronic disease, an increasing attention has been given to
the culture of healthcare, particularly organizational as well as corporate cultures for reducing the
prevalence (Hagner, Dague & Phillips, 2015). The culture of the workplace of the clinical setting
is effective in influencing the delivery of person-centered care (Braithwaite et al., 2016).
Ineffective workplace culture results in poor care and failure in gaining high patient satisfaction.
Hence, clinical leaders are required to gather the understanding of effective workplace culture
and strategy for implementing necessary changes. Braithwaite (2018), highlighted that in
Australia, approximately 12 million individuals of the working-age population, are employed
where they spend an average 36 hours per week at work. Consequently, job burnout, absentness,
lack of motivation and high psychological distress are common in Australia which further
impacted the quality of care. Thomson et al. (2018), highlighted that 49% of the registered nurse
under 30 experience job burnout and depression due to poor workplace culture and lack of
support. Hence, this assignment is intended to provide the impact of effective workplace culture
on hospital setting areas by considering the patient outcome, staff satisfaction and delivery of
person-centered care.
Discussion:
In the clinical setting, Effective Workplace culture positively impacts the satisfaction of
patients’ and commitment as well as the motivation of staffs. The effective workplace culture
evidence-based, person-centered and endures to adapt to the changing environment. The
consequences of the ineffective workplace in the clinical setting have resulted in a serious

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influence on the patient outcome, hospitalization, and quality of care, staff attrition and economic
resources (Sharp, McAllister & Broadbent, 2016). A significant number of patients are
hospitalized every year due to compromise quality of care. Few patients every year develop a
hospital-acquired infection due to poor hospital management and compromised the quality of
staffs. Every year more than 15.6% of health care professionals reported feelings of burnout,
where percentage continuously raising up to 41% of “unengaged” nurses to provide quality of
care (Luxford & Newell, 2015). It also impacts the physical and mental wellbeing of the patients
and nurses. The association between workplace culture and potential consequences, therefore,
intensifying the need for recognizing effective workplace culture, particularly in the areas of
delivery of care, staff satisfaction and satisfaction of service users. For understanding the
effective workplace culture, a theoretical framework can be used with the assistance of relevant
literature. Manley et al. (2016), highlighted that essential attribute of the effective workplace
include person-centeredness, high support and high challenge, development of leadership,
teamwork (collaboration) and open communication between all layers of employment. On the
other hand, Gluyas (2015), highlighted that adaptability, innovation and creativity are also
crucial attributes of effective workplace culture. In each case, clinical leaders are required to
share their vision and mission with their employees and promote shared governance with the
employee to improve patient-centered care. Within t effective workplace culture, Hahtela et al.
(2017), suggested that effective workplace culture is highly driven by the need of patients, users,
and communities where transformational leadership plays a crucial role. Transformational
leaders encourage, inspire and motivate employees for gathering the skills requirements for the
adaption to changes of the health care and create change (Cravens et al., 2016). The
transformational leaders also develop clarity of the role and responsibility on the team so that

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they feel motivate to create effective workplace culture (Aburumman, Newnam & Fildes, 2019).
In this case, these practitioners and staffs require help from the transformational leaders and
manager to explore their own effectiveness and uniqueness for becoming skilled facilitators so
that they can assist other employees to become more effective in their work. On the other hand,
in the organization level, the effective workplace culture is driven by transparent management
where managers and leaders along with other stakeholders clearly communicate with the
employees according to the need of the patients (Manley et al., 2011). In order to create the
change, the leaders and managers and human resource management provide constant support to
each part of the employees (Manley et al., 2011). The hindrance of the effective workplace
culture includes lack of collaboration, autocratic infrastructure and lack support from leaders and
managers.
The most immediate effective workplace culture is experienced by staffs, patients and
other stakeholders. Hence, this has a direct impression on the delivery of care of the patient.
Considering the impact on the patient, due to effective workplace culture, patient, user,
community’s needs are met in a person-centered way (Manley et al., 2011). Collini, Guidroz, and
Perez (2015), suggested that patients who are experiencing the negative impact of the disease
usually subjected to high psychological distress such as anxiety, depression, and helplessness and
they expected health care staffs to be emphatic and compassionate towards them. In this case, if
the effective workplace culture is implemented then, the need of the patients can be effectively
addressed in a person-centered way. The prime reason behind this is that person-centeredness
recognizes the patient values and health care staffs and acknowledge the diversity of them
(Manley et al., 2011). Moreover, if the effective workplace culture is implemented in the clinical