Tenured Certified Nursing Assistant (CNA) Of A Nursing Home

This paper provides an inside analysis of an interview conducted with a tenured Certified Nursing Assistant (CNA) of a nursing home. The details of the interview were structured within the framework of performance management best practices as described in the literature of the long-term care industry. It began by presenting the interviewee and her reasons for holding the job for 10 years. Emerging details exposed major challenges of the work environment that are confirmed by the literature. It also showed that some performance best practices had been part of her organization, such as adequate and competitive pay, employee input, a clear communication channel and a mentorship program. Offering financial and institutional support for further

Although their training in basic nursing skills allow them to work in a variety of settings (Rondeau & Wagar, 2001)), this paper takes a closer look at performance management best practices that affect the CNA in nursing homes, as seen in the eyes of Dana Scott, CNA (real names concealed), who was interviewed for this project. In the analyses that follow, the reader will be provided insights as to why Ms. Scott has remained in her position for the last 10 years; whether her organization incorporates performance best practices; and how these tie with known performance best practices in the industry.

Meet Dana Scott, CNA Ms. Dana Scott is a 43 year-old Mexican-American, who immigrated to the United States 15 years ago. She has been working for the same facility upon her training as a CNA some 10 years ago. It is a 120-bed skilled nursing facility with specialized units for patients with Alzheimer’s and dementia, she said. She mentioned that her job was very demanding, entailed long hours required a lot lifting. She stated that she has considered quitting several times, but has found herself unable to do so.

A Faithful

Although not to the level that meets her satisfaction, Ms. Scott stated in the interview that nursing leadership had regularly incorporated the ideas, preferences and suggestions of CNAs in making out work schedules, programs and unit function. This she mentioned had allowed her to create her work schedule around her family needs and vacation plans. This is in line with Rondeau and Wagar’s (2001) findings that better performing nursing homes had a more progressive human resource (HR) management practices, including the implementation of a workplace climate that gave greater opportunities for employee participation, empowerment, and accountability.

Other Performance Management Best Practices Employed by Ms. Scott’s Nursing Home

Apart from a good pay, being valued at work, Ms. Scott also mentioned that a clear channel of communication, and an employee retention program were other good CAN oriented performance enhancement programs.

A Clear Channel for Airing