Collective Bargaining and Shared Governance in Healthcare Facilities: A Literature Review

Types of Power in Organizations

Have You Ever Been Involved In Union Organizing, Collective Bargaining, Or Worked In a Union Shop? If So, Share Your Experience. If Not, Locate a Scholarly Journal Article That Describes Collective Bargaining And Describe How It Works Within An Organization.

Have You Ever Worked In a Healthcare Facility That Had Magnet Accreditation, Or Had Experience With Shared Governance? If So, Share Your Experience. If Not, Locate a Scholarly Journal Article That Describes Shared Governance And Explain How It Could Be Implemented In Your Current Facility.

When a person acquires power he gets the ability to make things happen as per his/her wish by letting another person do work for them. Power is a very important asset in an organization where the managers or team leaders give tasks to every employee and enable them to those tasks. It is the duty of the managers, team leaders or other senior authorities to guide the fresh joiners and other employers in a specific direction to achieve organizational success. A power in organization enables the employers to move towards a specific direction to fulfill organizational goals.

There are various kinds of power in an organization. Though the major source of power is the authentic power, which refers to the power allocated based on the type of job. A task is allocated to the employers based on the seniority and knowledge of the employers in the organization. It is assumed that the senior employers have great power like managing the organization or allocating the tasks to others and are presumed to have power over junior employers. Moreover, different sources of power are pertinent in an organization. Professionals in a certain field have ample amount of knowledge on that area giving them power over employees lacking such knowledge.

This following article will conduct a literature review on collective bargaining and describe how it works within an organization and also will discuss on the Magnet accreditation in the healthcare facilities.

Developing countries are long established through labor collective bargaining agreements in deciding wages and working conditions. While there is plenty of data for the influence of trade union negotiations on employment, there are little cross-country examples of workforce efficiency impacts. Different empirical studies show that societies benefit from increased efficiency by company-negotiated job regulations. Nevertheless, collective agreements and economic conditions differ widely between developing countries, which limit support for one generalization.

Collective bargaining trade agreements among workers and employers specify the pay, working hours, labour standards and other labour practices. The level of agreement and the reporting amount are the two key aspects of collective bargaining (Lamarche, 2015). Whereas collective negotiations in development countries are not so multi-faceted as in developed countries, the levels of collective bargaining and its coverage are still fundamentally different among developing nations, with trends also vastly differing. Trade negotiations can be undertaken at regional or multi-sector level, at business or market level with contractual contract terms agreed at lower levels and at client or corporation level (Lamarche, 2015).

Collective Bargaining

A proper measurement of the link between collectivity and productivity work practice in a nation which has high collective trade coverage rates and in which the negotiating system has improved needs a study of practices and effects (Lamarche, 2015).

There is a significant difference in patterns in the prevailing stage of mutual talks. Whilst the level of negotiations has stabilized in some developing countries over time, with a slight downward trend, other countries have undergone major changes over the last few years (Lamarche, 2015).

Empirical studies involve multidimensional limits. Secondly, it is difficult to collect quantitative data on collective bargaining agreement reporting levels. Some countries report the number of employees in their first year affected by collective agreements, as the contracts are valid until they are renegotiated or terminated several years later (Lamarche, 2015). Sometimes work conditions are simultaneously laid down by several contracts and the number of employees affected by the agreement misinforms measuring problems related to data collection or high level bargaining units (Lamarche, 2015).

The Magnet Recognition Program identifies organizations worldwide in which healthcare leaders align their strategic nursing goals to improve the patient outcomes of the organization (Arthurs et al., 2018). A blueprint for healthcare quality is given by the Magnet Recognition System, which support an entire department. Magnet appreciation for nurses ensures preparation and advancement during every point of the profession, leading to increased flexibility at bedside. It means the best care for patients, delivered by nurses who receive the best training they can (Arthurs et al., 2018).

The development of an innovation culture includes strategic planning, transformational leadership and successful management of transition. Transformation leaders are establishing the agenda for transformation within an organisation, and inspiring others to step through by having the resources to develop an organization's strategy and purpose (Arthurs et al., 2018). The American Nurses Credentialing Center (ANCC) operates two services honoring the art of nursing. The Pathway to Quality Award honors health organizations that provide healthcare providers with good and safe opportunities for treatment. The ANCC Magnet Appreciation Program honors health-care agencies who display competence in nursing and better patients ' performance. Highest standards of appreciation for nursing. The curriculum has evolved over the years and gives companies the chance to identify and show their wellness excellence (Arthurs et al., 2018). The 14 Forces of Magnetism, i.e. those which attract a health nurse to an institution and create a positive work atmosphere in which nurses may succeed in nursing, were initially illustrated by organizations recognised in the Magnet Recognition Program. Luzinski states that while the Magnetism Forces establish operational leadership systems, developing a new Magnet R model was essential for results that show a culture of consistency and creativity (Luzinski, 2011). The ANCC unveiled the R-Model in 2008. The new model draws on empirical results and integrates the initial 14 magnetism powers. It motivated Magnet-R-recognition organisations, which concentrated not only on the mechanisms and procedures to integrate the 14 magnet Powers, but also on their effects. A foundation for nursing excellence is given by the new Magnet R model (Arthurs et al., 2018). It consists of 5 domains: 

Transformational leadership

Structural empowerment

Exemplary professional practice

New knowledge, innovations, and improvements

Empirical outcomes

Conclusion

Collective bargaining is a way of determining employment conditions by agreements between the unified employee body and an employer or employee organization which usually operate through designated agents. Collective bargaining is central to agreements between partners and not third parties. Attaining magnet recognition reflects the professionalism of doctors, family and the environment, resulting in consistency and patient satisfaction. It also demonstrates the importance of a healthy clinical practice setting.

References

Arthurs, K., Bell-Gordon, C., Chalupa, B., Rose, A. L., Martinez, D., Watson, J. A., & Bernard, D. P. (2018). A culture of nursing excellence: A community hospital’s journey from Pathway to Excellence RG to Magnet RG recognition. Journal of Nursing Education and Practice, 8(5).

Barnes, H., Rearden, J., & McHugh, M. D. (2016). Magnet® Hospital Recognition Linked to Lower Central Line‐Associated Bloodstream Infection Rates. Research in nursing & health, 39(2), 96-104.

Keefer, Q. (2016). The 2011 NFL collective bargaining agreement and drafted player compensation. International Journal of Sport Finance, 11(3), 221-231.

Lamarche, C. (2015). Collective bargaining in developing countries. IZA World of Labor.

Luzinski, C. (2011). The Magnet® model: an infrastructure for excellence. JONA: The Journal of Nursing Administration, 41(11), 441-442.