How nurse managers and nurse leaders contribute to the reengineering of health care
Nurse managers and leader`s role in reengineering health care is by being advocates for patients and staff, as well as making sure the hospital`s environment is calm and functioning smoothly. it is also important for managers/leaders to continually check on their staff`s patient care feedback and any concerns they may have. It is also important for them to listen to their staff and patient. Leaders must listen to the sounds of change. Leaders must help people work through the grieving process and conflicts experienced during time of change. Continuous quality improvement (CQI) is used by hospitals to optimize clinical care by reducing variability and reducing costs, to help meet regulatory requirements, and to enhance customer service quality.
The way leadership styles is linked to HRM practices in John Lewis is through two dimensions; soft HRM and hard HRM, the hard HRM practices is more associated with correcting leadership style (transactional), whereas, the soft HRM practices if more related to stimulating leadership style (transactional) (Guest, 1987). The Hard HRM is seen as to put less weight on worker’s concerns’ but soft HRM is acknowledged to put more attention on employee’s outcome.
Psychological contracts
Psychological contracts is an implicit and unwritten contract between employees and employers; both parties develop perceptions about employment relationship, promises and obligation. It is a contextual belief which directs the actions which employees believe expected of them and what response they expect in return from employers and vice versa, reciprocally (Guest, 2007).
However, there is an element of interpretation that how this psychological contract is interpreted although they both are tied up in the same employment relationship, they can have completely different views regarding expectation (Rousseau and Wade‐Benzoni, 1994).
Psychological contracts can be split into transactional and relational psychological contracts, values of intrinsic and extrinsic are both embedded within them (Rousseau, 1995). It is important to point out that the psychological contract is dynamic in nature and it develops as the time passes and it has an aggregation within itself, and it can change if the employment conditions change (Guest et al., 1996).
Human Capital Advantage
(Pfeffer, 1998) states that the link between HRM practices (Human Capital Advantage) and organisational performance can be explained through two broad perspectives, the contingency (best fit) approach and the universal (best practice) approach.
If the ‘best practices’ are identified and implemented it will raise the business
