In the modern healthcare environment that is characterized by increased stress, high workloads, and inadequate patient-to-practitioner ratios, the problem of nurses’ burnout remains highly relevant and unresolved. Burnout is defined as a work-related stress syndrome that results from chronic exposure to professional stress (De Hert, 2020). The qualitative dimensions of burnout include emotional exhaustion, depersonalization, increased cynicism, as well as lowered professional efficacy and personal accomplishment (De Hert, 2020). Even though it can occur to any professional, in the healthcare field, burnout has been shown to highly affect practitioners, which leads to adverse consequences such as decreased patient satisfaction, impaired care quality, and even a higher number of errors.
Measuring the prevalence of nurses’ burnout at a healthcare organization is essential for making conclusions regarding the quality of care being provided to patients. At the facility in question, 32% of licensed practical nurses (LPNs) and 37% of registered nurses (35%) reported experiencing burnout due to increased workloads and the stress they endure in their practice. These statistics align with the nationwide prevalence of nurse burnout in the United States. The numbers show that at least a third of healthcare providers who regularly interact with patients in their practice struggle with burnout because of the complexity of their work. Besides the impact of the workload, the workplace climate has been shown to influence burnout, which means that employee well-being should be high on the agenda of hospital managers and other leading personnel (Jacobs et al., 2018). In addition, the attention to whether nurses are well-compensated for their work is imperative for establishing a good work environment (Palumbo, Rambur, & Hart, 2017). For instance, a payment reform may be needed to meet the expectations of healthcare professionals.
Researchers have reached a consensus regarding the negative impact of burnout on the well-being of personnel and the quality of care they provide in their practice. In their study, De Hert (2020) mentioned that in the last ten years, the interest in the topic of burnout witnessed exponential growth because of its rising importance not only in the US healthcare field but also worldwide. The researcher noted the five-stage model for identifying the symptomology of burnout, which starts with the “honeymoon” phase that is characterized by practitioners’ enthusiasm (De Hert, 2020). However, as practitioners engage in their work, they encounter severe stress, which initiates burnout risks. The next stage is stagnation, which is characterized by stress onset, which transforms into more regular experiences of being burned out and stressed. Later, a professional experiences apathy and disillusionment that lead to habitual burnout (De Hert, 2020). It is crucial that both nurses themselves and their leadership recognize the signs of burnout and act to address the challenge.
Developing an appropriate strategy for addressing burnout among healthcare professionals is necessary for maintaining low levels of personnel retention and high levels of patient satisfaction. The healthcare facility has been implementing the “Quadruple Aim” framework for this purpose, which entails the general improvement of the work environment as a way to promote joy in the workplace (Fitzpatrick, Bloore, & Blake., 2019). Practical interventions targeted at improving healthcare providers’ work environment align with the Healthy Work Environment standards of the American Association of Critical-Care Nurses (AACN) (Fitzpatrick et al., 2019). These standards emphasize the importance of engaging nurses in effective decision-making so that they can participate in hospital affairs. For instance, professionals should engage in shared governance so that they can use their experience and opinions to change the established policies and understand the rationale behind the decisions being made.
Active participation of nurses in decision-making is a burnout reduction strategy that encourages empowerment and engagement, which allows them to feel valued and supported as well as have access to the needed resources so that they add value to their organizations. Healthcare workers who feel valued and accepted as relevant decision-making contributors are more likely to be loyal and experience reduced burnout (Fitzpatrick et al., 2019). Besides active participation, the “Quadruple Aim” framework entails the implementation of a healthy work environment, which is the responsibility of nurse managers (Fitzpatrick et al., 2019). Personnel in leadership positions should be accessible and receptive to their staff, so it is possible to establish trusting and collaborative r
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