Competing needs arise within any organization as employees seek to meet their targets and leaders seek to meet company goals. As a leader, success

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Analysis of a Pertinent Healthcare Issue

Laura Quintans

Walden University

Interprofessional Organizational and Systems Leadership

Dr. Saucier

September 5th, 2025

Analysis of a Pertinent Healthcare Issue

The Quadruple Aim focuses on enhancing patient experiences, improving population health, reducing healthcare costs, and improving provider well-being. Among these targets, healthcare organizations face many systemic issues that significantly impact workforce stability and patient care quality. Among all national healthcare issues, one of the nation's most serious issues is rising levels of burnout among healthcare workers. Burnout has a negative impact on the quality of care, increases staff departure rates, and comes with costs for organizations. In this reflection, I will describe how burnout impacts my organization, summarize studies that address the issue, and explain how to create our organizational culture.

National Healthcare Issue and Its Organizational Impact

Burnout is a syndrome that includes emotional exhaustion, depersonalization, and diminished personal accomplishment. Burnout has become a severe stressor in my organization, a midsize urban hospital. Labor shortages lead to longer shifts, and many nurses describe physically experiencing burnout and being overstretched with work-life balance problems. Direct effects show up in organizational indicators. For example, nurse unit turnover rates increased by 15% over two years, while patient satisfaction scores fell by 12% over that same duration. Staff surveys mirror increases in reporting of stress-related issues such as insomnia, anxiety, and low morale. These findings not only threaten patient safety but also burden the hospital with added costs from increased recruitment and training activities. Leadership acknowledges it as a serious problem requiring immediate and sustained interventions.

Summary of External Scholarly Resources

Batanda (2024) studied healthcare staff in Uganda and recorded burnout prevalence rates ranging from 16% to 86% depending on professional category. Burnout was highest among nurses due to oppressive workload and emotional demand. Interestingly, inequity in roster duty and staff shortage were proven to be relevant factors. This validates issues I am experiencing within my organization, whereby staffing levels have caused higher workload requirements.

Likewise, in the study by Marković et al. (2024), stress and burnout rates were assessed among healthcare and social service workers. The survey reported that more than half of respondents showed burnout syndrome in the workplace, and women and workers with overtime were most susceptible. The findings showed that workload density, working overtime, and emotional vulnerability to patient distress were strong predictors of burnout. Secondly, the research identified activities that increase resilience, like mindfulness and professional coaching, as interventional measures that show great promise for preventing burnout.

Strategies Addressed in Scholarly Resources

Among burn reduction strategies are staff interventions and management of workload. Like Batanda (2024) stipulated, duty roster practices and staff proportions must be reconsidered in hospitals to avoid assignments of disproportional burden to staff. I would further consider implementing additional float pool staff or cross-training staff in my organization to alleviate overextended pressure units. In this case, however, staff reassignments would be limited by funding and resistance fostered by funding constraints.

Second, activities that help to fortify resilience tend to be most beneficial. Marković et al. (2024) also reported that resilience programs, mindfulness training, and coaching decreased emotional burnout and strengthened coping behaviors. Wellness rounds and assistance programs for employees implemented throughout my organization would work along that reasoning. Still, they would be fortified with official stress management and mindfulness programs. Although these interventions would partially positively impact the level of morale, they would also run a risk of seeming superficial in their best efforts without simultaneously reducing root workload problems.

Third, organizational culture should be changed. The development will require stigma-free access to mental health resources and involvement in leadership (Batanda, 2024). It can increase trust and minimize burnout through leadership visibility and participatory decision-making. For example, engaging the frontline staff in a conversation about a workflow redesign would help increase satisfaction and create a sense of ownership over the solutions. However, culture change is a long process that is slow to implement and consistent, and should be assessed, which can initially slow down the process.

Conclusion

Burnout among healthcare professionals is a pervasive and multifaceted issue impacting workforce sustainability, patient safety, and organizational performance. In my organization, burnout manifests through high turnover, declining patient satisfaction, and staff disengagement. Research confirms that burnout is widespread across global contexts, with heavy workloads, long hours, and emotional exhaustion as primary contributors. Strategies such as workload balancing, resilience-building programs, and cultural transformation are promising solutions, though they require thoughtful implementation.

References

Batanda, I. (2024). Prevalence of burnout among healthcare professionals: a survey at fort portal regional referral hospital. Npj Mental Health Research, 3(1), 1–10. https://doi.org/10.1038/s44184-024-00061-2

Marković, S., Kostić, O., Terzić-Supic, Z., Mihajlovic, S. T., Milovanović, J., Radovanovic, S., Zdravković, N., Stojić, V., Jovčić, L., Jocić-Pivač, B., Lučić, A. T., Kostić, M., & Šorak, M. (2024). Exposure to Stress and Burnout Syndrome in Healthcare Workers, Expert Workers, Professional Associates, and Associates in Social Service Institutions. Medicina, 60(3), 499–499. https://doi.org/10.3390/medicina60030499