Caring for the carers in a public health district: A well‐being initiative to support healthcare professionals

Shamika Almeida, Alera Bowden, Jason Bloomfield, Besty Jose and Valerie Wilson

Journal of Clinical Nursing, 2020, vol. 29, issue 19-20, 3701-3710

Abstract: Aims and Objectives To assess the impact of the proactive organisational resource allocation in terms of a 6‐week well‐being initiative to support public healthcare professionals' workplace engagement, well‐being and job satisfaction. Background Burnout of healthcare professionals can be a major cost to the Australian economy and public healthcare sector. According to the social exchange theory, when healthcare professionals perceive that their organisation proactively allocates resources to caring for its employees, then they are more likely to reciprocate and become more engaged in their work roles. Design The study used a pre‐ and postsurvey of healthcare professionals who participated in the well‐being initiative. Methods Between February–June 2019, 172 healthcare professionals were surveyed before and after a well‐being initiative. The survey included questions on workplace engagement, workplace well‐being and job satisfaction. Paired t tests were used to determine whether the difference between before and after averages was significant. The TREND statement was used to ensure the quality reporting of this study. Results The well‐being initiative had a positive impact on the healthcare professionals involved in the initiative. Nursing staff benefitted the most from the well‐being initiative, while the full‐time staff members and highly experienced demonstrated an increase in engagement. Conclusion Well‐being initiatives can be a targeted strategy to help alleviate burnout amongst healthcare professionals and build a mutually beneficial relationship between management and employees. Relevance to clinical practice This study shows how implementing a staff well‐being initiative increases workplace engagement, which benefits both the individual and the organisation.

Date: 2020
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https://doi.org/10.1111/jocn.15398

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Persistent link: https://EconPapers.repec.org/RePEc:wly:jocnur:v:29:y:2020:i:19-20:p:3701-3710

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