C. Fisher, Jennifer Jabara, L. Poudrier, T. Williams, Gwenyth R. Wallen
{"title":"Shared governance: The way to staff satisfaction and retention.","authors":"C. Fisher, Jennifer Jabara, L. Poudrier, T. Williams, Gwenyth R. Wallen","doi":"10.1097/01.NUMA.0000502808.67918.e8","DOIUrl":"https://doi.org/10.1097/01.NUMA.0000502808.67918.e8","url":null,"abstract":"14 November 2016 • Nursing Management www.nursingmanagement.com R etaining qualified nurses and reducing turnover are costly and chronic hurdles that many hospitals face. The need for organizations to retain their most talented and specialized nursing staff members continues to remain an organizational priority across the country. Hospitals are focusing efforts on increasing staff satisfaction and retention through the promotion of a healthy work environment, professional development, and meaningful recognition. Hospitals that have successfully achieved Magnet® recognition are known for fostering positive work environments for the nurses they employ. At the National Institutes of Health (NIH) Clinical Center in Bethesda, Md., a focused partnership developed through our well-established shared governance structure has become a conduit to explore new opportunities to impact retention. Within the shared governance structure, the recognition and retention (R&R) committee has historically had the primary responsibility of celebrating and recognizing nurses at departmental events. However, the committee sought to take an expanded role in addressing the issues surrounding turnover and recognition using an evidence-based approach guided by the department’s National Database for Nursing Quality Indicators® (NDNQI®) survey data and current literature.","PeriodicalId":358194,"journal":{"name":"Nursing Management (springhouse)","volume":"68 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2016-11-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"134330616","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"The BSN entry into practice debate.","authors":"S. Clarke","doi":"10.1097/01.NUMA.0000502806.22177.C4","DOIUrl":"https://doi.org/10.1097/01.NUMA.0000502806.22177.C4","url":null,"abstract":"The top nursing credential for the majority of U.S. RNs is currently a baccalaureate degree or higher. Driving this movement are the Institute of Medicine's Future of Nursing report and the Magnet Recognition Program® requirement that healthcare organizations track progress toward a primari","PeriodicalId":358194,"journal":{"name":"Nursing Management (springhouse)","volume":"1874 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2016-11-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"127459264","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Jeffrey N. Doucette, A. Cotton, Debra Arnow, Teri Pipe, Kate Fitzpatrick
{"title":"The mindful nurse leader: Key take-away: Go slow before you go fast.","authors":"Jeffrey N. Doucette, A. Cotton, Debra Arnow, Teri Pipe, Kate Fitzpatrick","doi":"10.1097/01.NUMA.0000502802.29800.61","DOIUrl":"https://doi.org/10.1097/01.NUMA.0000502802.29800.61","url":null,"abstract":"The first and second articles in this three-part series on mindfulness described the production of the video \"In the Moment: Stories of Mindfulness in Nursing\" as part of the authors' Robert Wood Johnson Foundation Executive Nurse Fellowship program. In this final installment, we discuss our leadership approaches and lessons learned, both as a team and individuals.","PeriodicalId":358194,"journal":{"name":"Nursing Management (springhouse)","volume":"23 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2016-11-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"132135963","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"The positive impact of formalized charge nurse training.","authors":"Norma Teran, Paula J Webb","doi":"10.1097/01.NUMA.0000502810.52671.aa","DOIUrl":"https://doi.org/10.1097/01.NUMA.0000502810.52671.aa","url":null,"abstract":"Nurses play an important role in patient satisfaction, which impacts hospital reimbursement.1 Value-Based Purchasing (VBP), a program designed by the Centers for Medicare and Medicaid Services (CMS), compensates hospitals with “incentive payments for the quality of care they provide to people with Medicare.”2 VBP has led to a focus on quality and patient satisfaction in acute care hospitals. One study demonstrated that a one-point increase in the nursing domain scores on the Hospital Consumer Assessment of Healthcare Providers and Systems (hcahps) survey can increase the odds of achieving a top-box patient satisfaction score by 4.9%.3 The researchers concluded that hospitals can improve patient satisfaction and maximize Medicare compensation by focusing on nursing care.3 A separate but important finding is how nurse turnover affects quality and patient satisfaction.4 Stabilizing the workforce through retention ensures continuity of care and practice.1 Within our 530-bed health system in south Texas, with 100%+ capacity during the winter months, it isn’t unusual for those nurses identified as highly skilled clinicians to be promoted to the charge nurse role with an expectation to excel— often with little or no training. The orientation provided to charge nurses at our health system is informal and frequently limited to unit routines, such as checking crash carts, collecting census, counting controlled substances, staffing for the oncoming shift, and contacting the house supervisor. On many of our units, after a brief orientation usually performed by an equally unprepared peer, the new charge nurse is left to manage the shifts without any further training. This lack of structured training leads to charge nurses who are unprepared to deal with the complexities of the shift. They’re often unable to manage or prioritize a nurse unhappy with his or her assigned patients, a missing tray from dietary, or a family member requesting to speak with the charge nurse. Charge nurses lead our units; focusing on their development through leadership training that emphasizes communication, mentoring, and coaching skills will result in charge nurses who have the authority to ensure assignments are based on patients’ needs, delegate tasks successfully, supervise care, and provide assistance to those with less experience.5,6 We describe how a formalized charge nurse training program can benefit the health system by improving patient satisfaction and nurse retention.","PeriodicalId":358194,"journal":{"name":"Nursing Management (springhouse)","volume":"36 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2016-11-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"121128543","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"Incivility in nursing students","authors":"Renae S. Authement","doi":"10.1097/01.NUMA.0000497005.19670.9f","DOIUrl":"https://doi.org/10.1097/01.NUMA.0000497005.19670.9f","url":null,"abstract":"","PeriodicalId":358194,"journal":{"name":"Nursing Management (springhouse)","volume":"88 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2016-11-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"134585529","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"Care transitions at the end of life.","authors":"K. Drake","doi":"10.1097/01.NUMA.0000497004.24264.16","DOIUrl":"https://doi.org/10.1097/01.NUMA.0000497004.24264.16","url":null,"abstract":"","PeriodicalId":358194,"journal":{"name":"Nursing Management (springhouse)","volume":"4 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2016-10-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"128798816","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"Improve manager competency with experiential learning.","authors":"P. McKinney, J. Evans, Ronda McKay","doi":"10.1097/01.NUMA.0000499568.02763.1b","DOIUrl":"https://doi.org/10.1097/01.NUMA.0000499568.02763.1b","url":null,"abstract":"F rontline nurse manager responsibilities are extensive. Nurse managers are torn between the demands of clinical nurses, physicians, patients, and administration, which require a blend of clinical skill, leadership ability, and managerial knowledge.1,2 Nurse manager competence and retention can be improved by creating structured leadership development programs that better prepare nurses to lead in today’s complex healthcare environment.3-6 Many hospitals have poorly designed nurse manager orientation and professional development programs, or none at all.6,7 The primary reason many nurse managers aren’t prepared to successfully lead in our current multifaceted healthcare environment is a lack of formal leadership training.6 Often, RNs who demonstrate outstanding clinical skill, knowledge, and behavior are promoted to nurse manager positions despite a lack of formal leadership and management preparation.7-9 Unfortunately, good clinicians don’t necessarily develop into good nurse managers. Nevertheless, 61% of nurse leaders are internally promoted.10 Nurse managers who’ve been in their position 5 years or less have turnover rates as high as 50%.11 It’s estimated that in the next few years, 75% of nurse manager positions will be vacant.12 These statistics create an urgent need for developing current and future nurse leaders at every level.13 The first step in preparing future nurse managers begins with an organizational commitment to nurture and develop the next generation of leaders. We present a model for evaluating and improving current nurse managers’ leadership and management competency at a community hospital, including the experiential learning activities developed based on an evaluation of competency gaps and the resulting competency of nurse managers following the training. A pretest/posttest descriptive study was conducted to assess current nurse manager perceived level of leadership competence. Program evaluations occurred immediately after the experiential learning session and at the end of the study. For this study, the nurse manager was defined as a unit-based nurse leader with 24-hour responsibility for the financial and operational aspects of an inpatient nursing unit.","PeriodicalId":358194,"journal":{"name":"Nursing Management (springhouse)","volume":"2 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2016-10-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"129708550","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"Leadership, defined: What's your style, and how's it actually perceived?","authors":"Suzanne Henrick, Betty Brennan, C. Monturo","doi":"10.1097/01.NUMA.0000497011.51815.ab","DOIUrl":"https://doi.org/10.1097/01.NUMA.0000497011.51815.ab","url":null,"abstract":"healthcare environment, including policy reform, nursing shortages, and increased demands on an overly taxed system, require effective leadership. As you know, your individual leadership style impacts the work environment, affecting everything from the development of professional practice to staff engagement, and, ultimately, job satisfaction.1,2 So, what makes an ideal leader in today’s world of nursing? This qualitative study uncovers perceptions by midlevel managers and frontline nurses on what traits and actions define successful and unsuccessful leaders. The findings provide the basis for new strategies for optimization of leadership styles—including the transformational leadership style—and how these strategies can yield a positive impact on the work environment and staff engagement.","PeriodicalId":358194,"journal":{"name":"Nursing Management (springhouse)","volume":"26 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2016-10-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"125730567","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"The value of free clinics.","authors":"C. Garner","doi":"10.1097/01.NUMA.0000499565.79892.48","DOIUrl":"https://doi.org/10.1097/01.NUMA.0000499565.79892.48","url":null,"abstract":"","PeriodicalId":358194,"journal":{"name":"Nursing Management (springhouse)","volume":"56 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2016-10-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"131148826","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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