Workplace Environment Assessment
To Prepare:
Review the Resources and examine the Clark Healthy Workplace Inventory, found on page 20 of Clark (2015).
Review and complete the Work Environment Assessment Template in the Resources.
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Work Environment Assessment Template
Use this document to complete the Module 4 Workplace Environment Assessment.
| Summary of Results – Clark Healthy Workplace Inventory |
Clark’s Healthy Workplace Inventory was developed to determine healthy levels of workplaces. The results show a mildly healthy organization with a score of 70 points. The most performing areas involve evident collaboration among employees and a shared vision whereby employees work to the attainment of shared objectives and goals. However, areas that received a lower score include emphasis among employee’s wellbeing, employee autonomy in decision-making, and insufficient resources for personal growth.
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| Identify two things that surprised you about the results. Also identify one idea that you believed prior to conducting the Assessment that was confirmed. |
After completing the assessment, I was surprised as to how the organization did not promote employee growth and development. This is because there are insufficient resources to facilitate personal growth and career opportunity among employees. Moreover, at no point did we have employee achievements celebrated and publicized. Over my employment term, only senior executives were honored and publicized (Clark, 2015). One idea that was confirmed involves decision-making autonomy among employees. At no point are employees with diverse or opposing views integrated into the decision-making process.
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| What do the results of the Assessment suggest about the health and civility of your workplace? | The results of this assessment conclude that my workplace is uncivil because the organization is mildly healthy. A score of 70 shows close luck of not being termed ‘barely unhealthy.’ Lack of civility in the organization is depicted through a lack of integrating employees and nurses in policy development, there lacks appropriate stuffing that results in burnouts among overworked nurses, and nurses are not accorded meaningful recognition. These are essential standards necessary for healthy workplaces.
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| Briefly describe the theory or concept presented in the article(s) you selected.
Explain how the theory or concept presented in the article(s) relates to the results of your Work Environment Assessment. |
The selected article focuses on strategies essential in fostering civility in the nursing discipline that is in education and in practice. The author argues that incivility can result in detrimental effects such as unsafe working conditions that would translate into poor care quality among patients and increased operational or medical costs (Clark, 2011). These arguments relate to the experiences I encounter in my workplace. Some employees are verbally aggressive, which is transferred to patients and colleagues. This problem has been active for weeks now, and the management has not addressed it. |
| Explain how your organization could apply the theory highlighted in your selected article(s) to improve organizational health and/or create stronger work teams. Be specific and provide examples. | Authors recommend education and awareness as practical strategies to help foster civility among nurses. The organization could develop learning and training programs for nurses and senior employees on the importance of healthy working conditions. Moreover, sufficient resources for professional growth and teambuilding programs will highly increase civility. This will help eliminate distrusts and maximize collaboration among employees (Clark, 2011).
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| General Notes/Comments |
Leaders should foster civil working conditions by creating a shared culture and minding the welfare of employees. They should also eliminate potential sources of uncivil behaviors and promote safer or civil working conditions (Marshall, 2017).
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Reference
Clark, C. M. (2011). Fostering civility in nursing education and practice: Nurse leader perspectives. Journal of Nursing Administration, Vol 41(7/8), 324-330.
Clark, C. M. (2015). Conversations to inspire and promote a more civil workplace. American Nurse Today, Vol 10(11), 18-23.
Marshall, E. &. (2017). Transformational leadership in nursing: From expert clinician to influential leader (2nd ed.). New York: Springer.
