Problem Background
The stressful nature of the job in the med-surg unit increases the risk of mental illness for its staff. To this extreme, disorders in thought and behavior are the hallmarks of mental disease. Mental illness is a common problem in the healthcare industry, yet upper management often overlooks this.
Furthermore, mental health issues may compromise the quality of care the med-surg unit’s staff provides. Most people diagnosed with a mental illness face difficulties like being excluded from society or stigmatized. It is also possible that this sort of worker has trouble engaging in social or professional interactions with their coworkers, which can be a demotivating element in the office (Butcher, 2018). This paper aims to provide a quality improvement program for employees in the med-surg unit who may be suffering from mental illness to treat their illnesses and improve their performance at work.
The Purpose of the Quality Improvement Initiative
In the long run, the program’s purpose is to bring the mental illness experienced by medical professionals down to an acceptable level so that they may maintain their high standard of care for patients. If the medical staff members are psychologically healthy, they will be better positioned to accomplish the institution’s mission (Butcher, 2018). The targets of the program include not just the stigma but also the prejudice that people who have a mental illness encounter in the workplace. The program’s primary objective is to treat mental illness in the medical-surgical population.
The Target Population or Audience
Regular coworkers and bosses may lack the knowledge and competence to spot individuals with mental illnesses. As a consequence of this, the primary emphasis of the program is on assisting workers who demonstrate signs of mental illness. Employees with mental health difficulties and those with a background in mental health or psychology will be recruited into the program to assist with evaluations. Therefore, it would be good to have staff members knowledgeable in mental health to assist in identifying coworkers who may be suffering from mental illness (Butcher, 2018). In addition, the program would want to engage expert psychiatrists and psychologists from the outside world to ensure efficient archiving in the medical and surgical segment.
The Benefits of the Quality Improvement Initiative
The program will benefit those with mental problems in the medical-surgical field. The initiative will make it possible for mentally struggling employees to participate in treatment for mental illness. As a result, these employees can continue working with fewer hurdles, such as mood swings, tension, and worry.
In addition, the firm will profit from the program since it will increase the number of employees with sound mental health (Butcher, 2018). Compared to workers with mental illness, mentally ill employees have a greater chance of positively contributing to a company’s success. Physically and psychologically fit employees are better positioned to concentrate on the firm’s primary objective, which is to provide outstanding customer service. Participation in the program will be beneficial not only to the person but also to the firm as a whole.
In addition, addressing mental health problems in the workplace would benefit the overall improvement of the working environment. Some employees may have problems with their mental health, but their illnesses might affect them (Whitney, 2022). People with mental illness frequently behave in ways that are distinct from the norm and have the potential to be unsettling. The program will help the growth of decent working conditions by treating the mental health issues of at-risk workers. This will be done to prevent people from leaving their jobs.
The Interprofessional Collaboration to Implement the Quality Improvement Initiative
The task group should include between 10 and 20 members to ensure practical cross-disciplinary cooperation. Members of the task force may come from a wide range of backgrounds in healthcare and the community, including psychologists, psychiatrists, certified medical assistants, physicians, community members, occupational health specialists, and nurse executives. They may also include nurse managers, community members, RNs, HR directors, and representatives from other educational institutions (Whitney, 2022). Over six months, the group will hold eight meetings to discuss the topic from all sides and develop a fair set of recommendations for moving forward.
The Cost or Budget Justification
Table 1 – Expected Costs
Psychiatrists and psychologists from outside the organization can use the allocated funds for travel expenses so they may come in for consultations. The visits would primarily be used to check in on the emotional health of affected workers. To get better, employees with mental illness need to see a doctor regularly, as a treatment for mental illness might take longer than for physical illness (MacKenzie, 2019). Resources like learning tools and incentives will be necessary to increase attendance and participation in the counseling seminar. Because it enhances the program’s efficacy and complements other therapies, medication is also essential when designing a plan to help mentally ill personnel.
The Basis Upon Which the Quality Improvement Initiative Will Be Evaluated
The employee’s performance will be the primary factor in the program’s success. The employee performance review aims to assess the program’s efficacy. In addition, the quality improvement program’s managers would closely monitor the work of individuals who had completed the program. The manager’s ability to assess an employee’s progress in mental health treatment would be enhanced by this information (MacKenzie, 2019).
The responsible manager or supervisor will also pay close attention to the employees’ attitudes and actions to determine if the training was successful. Moreover, the relationship between management and staff will serve as the primary yardstick by which the program’s success will be determined. The program could be valuable and realistic if the connection between the two parties is solid and healthy.
References
Butcher, L. (2018). A quality improvement initiative. Neurology Today, 13(21), 37-39. Web.
MacKenzie, CA. “G25(P) RCPCH National Diabetes Quality Improvement [QI] Initiative: Our Journey so Far.” QUALITY IMPROVEMENT; EMBEDDING a CULTURE OF QUALITY IMPROVEMENT, BMJ Publishing Group Ltd and Royal College of Paediatrics and Child Health, 2019. Web.
Whitney, S. (2022). Theories and Concepts in Leadership and Management. Nursing leadership & management: Leading and serving. Web.