Table 1 Consolidated list of action statements and average rating scores organized by cluster
Clusters | Action items | Average rating | |
|---|---|---|---|
Tools to orient work | 1 | Provide orientation and induction for new employees | 4.32 |
2 | Promote monitoring of quality of care | 4.26 | |
3 | Accompany the districts – do not just point out problems, rather understand and support them | 4.11 | |
4 | More supervision of work at the community level including suggestions on how to work better in the communities | 4.09 | |
5 | Fortify district managers’ capacity to utilize information to guide decision-making | 4.02 | |
6 | Personalized orientation to humanitarian aims of work – not just productivity | 3.91 | |
7 | Provide guidelines for implementation of monitoring for employees at the district level | 3.80 | |
Communication and coordination | 8 | Improve communication with community leaders and the community so that we work as a team with better coordination | 4.17 |
9 | Promote team work by delegating responsibilities and authority, and recognizing the importance of the contribution of all | 4.15 | |
10 | Accompaniment from district and regional management in some community meetings to promote trust in the services | 3.95 | |
Skills development | 11 | Trainings in the standards of practice and programs of the Ministry | 4.45 |
12 | Continuing education meetings in the districts with themes that respond to detected needs | 4.12 | |
13 | Promote the use of technology to facilitate communication and efficient use of information | 4.00 | |
14 | Fortify trainings for community team with support from the district and educational materials | 3.97 | |
15 | Classes in Q’eqchi/Poqomchi for personnel who are not proficient in the local language | 3.97 | |
Professional development | 16 | Sensitivity trainings for personnel on empathy, trust and respectful treatment to promote good human relations | 4.29 |
17 | Facilitate support to continue studies with permissions from the regional health office | 4.11 | |
18 | Strengthen training in vocation in the local nursing school | 4.06 | |
19 | Opportunities for development through short courses | 4.05 | |
20 | Develop nursing forums where nursing leaders share their vision and accomplishments to promote identification with the profession | 3.56 | |
Organizational climate of support | 21 | Negotiate for the timely payment of monthly wages | 4.56 |
22 | Treat personnel with respect – do not speak to them in a derogatory way and value the psycho-social human being | 4.53 | |
23 | Promote climate of trust and mutual support through positive leadership at all levels | 4.06 | |
24 | Accompany nursing personnel: be attentive to their needs, resolve their doubts, and be receptive when they ask for help | 4.01 | |
25 | Recognize and support the actions carried out at the local level to obtain resources, develop projects and coordinate transport | 4.00 | |
Motivation through recognition | 26 | Recognize positive aspects like dedication, quality of service and connection to the population | 4.15 |
27 | Recognition of actions that contributed to a saved life | 4.13 | |
28 | Management should recognize our work through verbal and written congratulations | 3.98 | |
29 | Recreational activities with personnel to promote better interpersonal relationships | 3.84 | |
30 | Recognize an employee of the month with a certificate | 3.62 |