{"title":"护士-管理者双重干预 (NMDI) 计划对 ICU 职业倦怠护士的工作投入和工作塑造的影响：准实验研究","authors":"Fang-Yan Yue, Si-Jia Wang, Yun Du, Feng-Ye Sun, Yu-Ping Wang, Yu-Fang Guo","doi":"10.1155/2024/6828123","DOIUrl":null,"url":null,"abstract":"<div>\n <p><b>Objective:</b> To assess the effects of the nurse–manager dualistic intervention (NMDI) program on work engagement and job crafting of ICU burnout nurses.</p>\n <p><b>Background:</b> Work engagement is crucial for nurses’ job performance and quality of clinical care. Personal and work resources are important antecedents of work engagement. However, few intervention studies focused on improving nurses’ personal and work resources to promote work engagement and job crafting of burnout nurses.</p>\n <p><b>Methods:</b> This was a quasi-experimental study. One hundred and two ICU nurses from two tertiary hospitals in Shandong Province were recruited. Forty-two ICU nurses from one hospital were set as the intervention group and underwent NMDI. Sixty ICU nurses from the other hospital constituted the control group, which received routine occupational health guidance from the hospital. Demographic characteristics, burnout, work engagement, and job crafting were collected at baseline (T0), postintervention (T1), and 3-month postintervention (T2).</p>\n <p><b>Results:</b> Compared to baseline, both work engagement and job crafting scores increased in the intervention group at postintervention (T1). At postintervention (T1), work engagement and job crafting were significantly higher in the intervention group than in the control group (<i>β</i><sub>workengagement</sub> = 3.894, <i>p</i> = 0.016 and <i>β</i><sub>jobcrafting</sub> = 6.104, <i>p</i> = 0.010), but the difference between the two groups was not significant at the 3-month follow-up (<i>β</i><sub>workengagement</sub> = 3.618, <i>p</i> = 0.066 and <i>β</i><sub>jobcrafting</sub> = 3.554, <i>p</i> = 0.15).</p>\n <p><b>Conclusion:</b> The NMDI program can significantly improve ICU burnout nurses’ work engagement and job crafting. Nevertheless, the sustainability of these effects over time has been found to be limited, indicating that future research needs to explore and implement strategies to bolster the long-term efficacy of this intervention.</p>\n <p><b>Implications for Nursing Management:</b> Nurse managers are suggested to integrate the NMDI program into routine nursing management. Managers ought to prioritize appreciative and constructive dialog between themselves and nurses in order to support nurses in inquiring personal and work resources and encourage nurses to develop work plans to utilize resources. This will help to increase nurses’ engagement and job crafting.</p>\n <p><b>Trial Registration:</b> ClinicalTrials.gov identifier: ChiCTR2100047974</p>\n </div>","PeriodicalId":49297,"journal":{"name":"Journal of Nursing Management","volume":"2024 1","pages":""},"PeriodicalIF":3.7000,"publicationDate":"2024-10-28","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1155/2024/6828123","citationCount":"0","resultStr":"{\"title\":\"Effects of a Nurse–Manager Dualistic Intervention (NMDI) Program on Work Engagement and Job Crafting of ICU Burnout Nurses: A Quasi-Experimental Study\",\"authors\":\"Fang-Yan Yue, Si-Jia Wang, Yun Du, Feng-Ye Sun, Yu-Ping Wang, Yu-Fang Guo\",\"doi\":\"10.1155/2024/6828123\",\"DOIUrl\":null,\"url\":null,\"abstract\":\"<div>\\n <p><b>Objective:</b> To assess the effects of the nurse–manager dualistic intervention (NMDI) program on work engagement and job crafting of ICU burnout nurses.</p>\\n <p><b>Background:</b> Work engagement is crucial for nurses’ job performance and quality of clinical care. Personal and work resources are important antecedents of work engagement. However, few intervention studies focused on improving nurses’ personal and work resources to promote work engagement and job crafting of burnout nurses.</p>\\n <p><b>Methods:</b> This was a quasi-experimental study. One hundred and two ICU nurses from two tertiary hospitals in Shandong Province were recruited. Forty-two ICU nurses from one hospital were set as the intervention group and underwent NMDI. Sixty ICU nurses from the other hospital constituted the control group, which received routine occupational health guidance from the hospital. Demographic characteristics, burnout, work engagement, and job crafting were collected at baseline (T0), postintervention (T1), and 3-month postintervention (T2).</p>\\n <p><b>Results:</b> Compared to baseline, both work engagement and job crafting scores increased in the intervention group at postintervention (T1). At postintervention (T1), work engagement and job crafting were significantly higher in the intervention group than in the control group (<i>β</i><sub>workengagement</sub> = 3.894, <i>p</i> = 0.016 and <i>β</i><sub>jobcrafting</sub> = 6.104, <i>p</i> = 0.010), but the difference between the two groups was not significant at the 3-month follow-up (<i>β</i><sub>workengagement</sub> = 3.618, <i>p</i> = 0.066 and <i>β</i><sub>jobcrafting</sub> = 3.554, <i>p</i> = 0.15).</p>\\n <p><b>Conclusion:</b> The NMDI program can significantly improve ICU burnout nurses’ work engagement and job crafting. Nevertheless, the sustainability of these effects over time has been found to be limited, indicating that future research needs to explore and implement strategies to bolster the long-term efficacy of this intervention.</p>\\n <p><b>Implications for Nursing Management:</b> Nurse managers are suggested to integrate the NMDI program into routine nursing management. Managers ought to prioritize appreciative and constructive dialog between themselves and nurses in order to support nurses in inquiring personal and work resources and encourage nurses to develop work plans to utilize resources. This will help to increase nurses’ engagement and job crafting.</p>\\n <p><b>Trial Registration:</b> ClinicalTrials.gov identifier: ChiCTR2100047974</p>\\n </div>\",\"PeriodicalId\":49297,\"journal\":{\"name\":\"Journal of Nursing Management\",\"volume\":\"2024 1\",\"pages\":\"\"},\"PeriodicalIF\":3.7000,\"publicationDate\":\"2024-10-28\",\"publicationTypes\":\"Journal Article\",\"fieldsOfStudy\":null,\"isOpenAccess\":false,\"openAccessPdf\":\"https://onlinelibrary.wiley.com/doi/epdf/10.1155/2024/6828123\",\"citationCount\":\"0\",\"resultStr\":null,\"platform\":\"Semanticscholar\",\"paperid\":null,\"PeriodicalName\":\"Journal of Nursing Management\",\"FirstCategoryId\":\"3\",\"ListUrlMain\":\"https://onlinelibrary.wiley.com/doi/10.1155/2024/6828123\",\"RegionNum\":2,\"RegionCategory\":\"医学\",\"ArticlePicture\":[],\"TitleCN\":null,\"AbstractTextCN\":null,\"PMCID\":null,\"EPubDate\":\"\",\"PubModel\":\"\",\"JCR\":\"Q2\",\"JCRName\":\"MANAGEMENT\",\"Score\":null,\"Total\":0}","platform":"Semanticscholar","paperid":null,"PeriodicalName":"Journal of Nursing Management","FirstCategoryId":"3","ListUrlMain":"https://onlinelibrary.wiley.com/doi/10.1155/2024/6828123","RegionNum":2,"RegionCategory":"医学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":null,"EPubDate":"","PubModel":"","JCR":"Q2","JCRName":"MANAGEMENT","Score":null,"Total":0}
Effects of a Nurse–Manager Dualistic Intervention (NMDI) Program on Work Engagement and Job Crafting of ICU Burnout Nurses: A Quasi-Experimental Study
Objective: To assess the effects of the nurse–manager dualistic intervention (NMDI) program on work engagement and job crafting of ICU burnout nurses.
Background: Work engagement is crucial for nurses’ job performance and quality of clinical care. Personal and work resources are important antecedents of work engagement. However, few intervention studies focused on improving nurses’ personal and work resources to promote work engagement and job crafting of burnout nurses.
Methods: This was a quasi-experimental study. One hundred and two ICU nurses from two tertiary hospitals in Shandong Province were recruited. Forty-two ICU nurses from one hospital were set as the intervention group and underwent NMDI. Sixty ICU nurses from the other hospital constituted the control group, which received routine occupational health guidance from the hospital. Demographic characteristics, burnout, work engagement, and job crafting were collected at baseline (T0), postintervention (T1), and 3-month postintervention (T2).
Results: Compared to baseline, both work engagement and job crafting scores increased in the intervention group at postintervention (T1). At postintervention (T1), work engagement and job crafting were significantly higher in the intervention group than in the control group (βworkengagement = 3.894, p = 0.016 and βjobcrafting = 6.104, p = 0.010), but the difference between the two groups was not significant at the 3-month follow-up (βworkengagement = 3.618, p = 0.066 and βjobcrafting = 3.554, p = 0.15).
Conclusion: The NMDI program can significantly improve ICU burnout nurses’ work engagement and job crafting. Nevertheless, the sustainability of these effects over time has been found to be limited, indicating that future research needs to explore and implement strategies to bolster the long-term efficacy of this intervention.
Implications for Nursing Management: Nurse managers are suggested to integrate the NMDI program into routine nursing management. Managers ought to prioritize appreciative and constructive dialog between themselves and nurses in order to support nurses in inquiring personal and work resources and encourage nurses to develop work plans to utilize resources. This will help to increase nurses’ engagement and job crafting.
期刊介绍：
The Journal of Nursing Management is an international forum which informs and advances the discipline of nursing management and leadership. The Journal encourages scholarly debate and critical analysis resulting in a rich source of evidence which underpins and illuminates the practice of management, innovation and leadership in nursing and health care. It publishes current issues and developments in practice in the form of research papers, in-depth commentaries and analyses.
The complex and rapidly changing nature of global health care is constantly generating new challenges and questions. The Journal of Nursing Management welcomes papers from researchers, academics, practitioners, managers, and policy makers from a range of countries and backgrounds which examine these issues and contribute to the body of knowledge in international nursing management and leadership worldwide.
The Journal of Nursing Management aims to:
-Inform practitioners and researchers in nursing management and leadership
-Explore and debate current issues in nursing management and leadership
-Assess the evidence for current practice
-Develop best practice in nursing management and leadership
-Examine the impact of policy developments
-Address issues in governance, quality and safety
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