NR 510 Week 3: Organizational Behavior and Business Influences and Advanced Practice Nursing Case Study- Part One
NR 510 Week 3: Organizational Behavior and Business Influences and Advanced Practice Nursing Case Study- Part One
NR 510 Week 3: Organizational Behavior and Business Influences and Advanced Practice Nursing Case Study- Part One – You are a family nurse practitioner (FNP) employed as a contract (1099 independent contractor) in a busy primary care practice for 2 years. The providers in the group include one physician, who is also the owner of the practice, and two other nurse practitioners, who are staff employees (W2 employees). The owner of the practice recently made comments about the need to produce more revenue. You relate with his concerns and feel that you have several strategies that could be helpful. Your contract is up for renewal in 3 months. You are highly satisfied with your job and want to stay with the group. You see 20 patients per day on average and take call every third weekend.
NR 510 Week 3: Organizational Behavior and Business Influences and Advanced Practice Nursing Case Study- Part One Discussion Question:
NR 510 Week 3: Organizational Behavior and Business Influences and Advanced Practice Nursing Case Study- Part One
This week we learned the importance of contracts and negotiation skills to the Advanced-Practice nurse. There is a significant financial difference to company revenue between 1099 contractors and W-2 employees. 1099 contract workers have more independence and flexibility when it comes to schedule making, and are more autonomous than their counterparts (Fitzgerald, 2016). W-2 employees have benefits of overtime, health insurance, paid leave, retirement benefits, and workers compensation (Fitzgerald, 2016). Being a contract employee saves the physician money as he does not have to provide these benefits. Studies have shown that contract nurses have lower rates of nurse and patient satisfaction (Hockenberry & Becker, 2016). Work environment and the nurse-to-patient ratio, or workload, also seem to affect patient satisfaction (Hockenberry & Becker, 2016).
As we learned in Chapter 10, an efficient Nurse Practitioner can increase productivity and numbers (Buppert, 2015). Every third-weekend call is ideal because there are three Nurse Practitioners. They can rotate through call. Although this would not be beneficial for the W-2 nurses, making everyone a 1099 contract employee would save the company money. Contracts would also ensure the nurses are treating patients extra great. Their jobs would be under contract and unlikely to be renewed if best care was not given. I could also mention paying for my own continuing education or license renewal if the company was paying for it. If the employer saved enough money by making everyone 1099, he could potentially hire another contract nurse to bring in more patients. In my opinion, my suggestions for the company and work ethic should be enough to renew the contract. The individualized care, without rushing, may make the patients more satisfied. I do not want to work myself to death and should negotiate to benefit both myself and the primary care office. I have never had to arrange terms or a job, so this was somewhat difficult for me to come up with. Only ask for what is right and earned. I am interested to see strategies for contract renewal that everyone else suggests.
Fitzgerald, C. (2016). When tech startups outgrow the 1099 model: Moving firms out of the kiddie pool. Vanderbilt Journal of Entertainment & Technology Law, 18(3), 629-652.
Hockenberry, J. M., & Becker, E. R. (2016). How do hospital nurse staffing strategies affect patient satisfaction?. ILR Review, 69(4), 890-910. doi:10.1177/0019793916642760
Buppert, C. (2015). Nurse practitioner’s business practice & legal guide (5th ed.). Retrieved from https://bookshelf.vitalsource.com


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