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Jennifer Cardenas, RNUniversity of Texas at ArlingtonN4455 Nursing Leadership and ManagementJuly 13, 2019CHANGE THEORY PROJECT
Retaining New Hires•Over the past year there has been a steady increase of new hires with the problem that newly hired nurses are not remaining in their position past three years.•Poor support, lack of motivation and negative staff attitudes attribute to new nurses leaving (Dawson, Stasa, Roche, Homer & Duffield, 2014).•Proposed change: Implement a new system of orientating new hires and following up with new hires at set intervals after they have been on the floor.•By checking in with new hires once they have been on the floor, we can see if we are meeting their needs as a new employee. At this “touch base” meeting we can determine if there is anything we can see what is going well or needs improvement.
SWOT•Strengths: Knowledgeable preceptors that are able to orient new nurses using a new orientation process called TSAM.•Weaknesses: Poor retention of newly hired nurses and follow-up during and after orientation process.•Opportunities: Utilization of new orientation process called TSAM.•Threats: Push back from nurses in response to new orientation process. This new orientation process requires nurses to sign up for a two-hour class to learn the new TSAM process.
Rodgers Change Theory Model•1. Knowledge•2. Persuasion•3. Decision•4. Implementation•5. Confirmation
Change Theory Model•Rodgers Change Theory Model•1. Knowledge – Identifying nurses to train to implement the new TSAM model of orientation.•2. Persuasion – Giving the orienting nurses the opportunity to view the new TSAM model and allowing the nurses to ask questions and make changes to the model if needed.