Addressing Employee Turnover in Health Care: Leadership Strategies

This report examines the critical issue of employee turnover within the healthcare sector, focusing on the application of effective leadership strategies to mitigate this challenge. It begins by identifying the problem of high turnover rates and questions the impact on healthcare services and operations. The report then delves into the transformational leadership style as a key solution, highlighting its capacity to improve employee satisfaction and commitment through influence, motivation, and consideration of employee needs. It emphasizes the importance of providing incentives, fostering a positive work environment, and addressing employee concerns to reduce turnover rates and enhance overall healthcare quality. The report concludes by referencing relevant academic sources to support its analysis and recommendations.

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TABLE OF CONTENTS
Analysis and Resolution of Situation...............................................................................................1
Situational challenge and Questions...........................................................................................1
Efficient leadership style for resolving the issue........................................................................1
REFERENCES................................................................................................................................3

Analysis and Resolution of Situation
Situational challenge and Questions
In a health and social care, various situations occur that become responsible for various
common issues and one of the most common issue that is undergoing in the health care industry
is the employee turnover (Cunningham and Braithwaite, 2012). This can be resolved by making
use of an appropriate leadership style by the health care so that these issues can be prevented,
thus the people in the health care can get appropriate and efficient set of services and operations.
At this point of situation, it is strange that “Do health care centres does not feel any need of
maintaining an efficient employee strength”?, “Isn't it effects the operations and services of the
health care”?
Efficient leadership style for resolving the issue
Out of the all, transformational leadership style is considered as that style of leadership
where along with the leader, there are some assistants that helps them in investigating different
changes and also focusing on various ways for achieving the targets (Buykx and et.al., 2010).
The idea of involving transformation leadership can actually help in bringing the change in
employee turnover because it considers the most essential factors such as influence, motivation,
stimulation and consideration. The hotel can include various means of motivation as by
providing the employees increments etc. It further helps in maintaining the focus and attention
towards achieving the targets, thus employees will also less likely to think about leaving the
organisation (Laschinger, 2012). Along with this, if requirement and ideas of all the employees
will be considered, that can also act as an efficient option for keeping every employee of the
health care happy. Thus, it can further help in making the environment of the health care happier
and healthier, thus reducing the overall rate of employee turnover as well.
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REFERENCES
Books and Journals
Buykx, P. and et.al., 2010. Systematic review of effective retention incentives for health workers
in rural and remote areas: Towards evidence‐based policy. Australian Journal of Rural
Health. 18(3). pp.102-109.
Cunningham, F. C. and Braithwaite, J., 2012. Health professional networks as a vector for
improving healthcare quality and safety: a systematic review. BMJ Qual Saf. 21(3).
pp.239-249.
Hogh, A., Hoel, H. and Carneiro, I. G., 2011. Bullying and employee turnover among healthcare
workers: a three‐wave prospective study. Journal of nursing management. 19(6). pp.742-
751.
Laschinger, H.K.S., 2012. Job and career satisfaction and turnover intentions of newly graduated
nurses. Journal of nursing management. 20(4). pp.472-484.
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