18 results on '"chief nurse"'
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2. Establishment of chief nurse position in training and duty management of newly recruited nurses (科室设立总护士岗位在新入职护士值班管理中的应用)
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HE Dandan (贺丹丹), ZHU Hengmei (朱恒美), YANG Lu (杨露), and NI Yuan (倪媛)
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chief nurse ,newly recruited nurse ,job position training ,nursing management ,科室总护士 ,新入职护士 ,岗位培训 ,护理管理 ,Nursing ,RT1-120 - Abstract
Objective To investigate the application effect of establishment of chief nurse position in training of newly recruited nurses. Methods The chief nurse position was established for the duty management of newly recruited nurses. Totally 45 newly recruited nurses who participated in the clinical practice after establishment of chief nurse position were included as the study, another 45 newly recruited nurses who received routine clinical teaching and practice were included as the control group. The nurses’ job satisfaction, anxiety states and turnover intention were measured and compared between two groups. Results In job satisfaction assessment, scores of Work-Family Balance, Relationship with colleagues, control and responsibility; Being Praised and Recognized and Responsibility Assignment items in the study group were higher than those in the control group respectively(P<0. 05). The Self-rating Anxiety Scale in the study group was lower than that in the control group(P<0. 05). The rate of turnover intention in the study group was lower than that in the control group(P<0. 05). Conclusion The establishment of chief nurse position, by increasing job security, is effective to improve the nurses’ confidence and quality of nursing practice, reduce the fear of working independently and turnover intention, enhance the nursing safety in nursing practice. (目的 探讨科室总护士岗位设立在新入职护士值班管理中的应用效果。方法 科室通过设立总护士岗位加强新入职护士值班管理, 采用目的抽样法将本科室2020年7月—2022年7月设立总护士岗位以来培养的45名新入职护士作为研究组, 选取医院其他科室2020年7月—2022年7月以传统带教方式培养的新入职护士45名作为对照组。采用护士工作满意度量表、焦虑自评量表(SAS)、离职意愿量表进行对比分析。结果 度评价条目8个条目中, 工作与家庭平衡、与同事关系、控制与责任、被称赞与被认可和职责分配条目研究组得分高于对照组, 差异有统计学意义(P<0. 05)。研究组SAS量表评分低于对照组(P<0. 01)。研究组离职意愿比例低于对照组(P<0. 05)。结论 设立科室总护士岗位能够增加新入职护士安全感, 提高了护士工作的自信心和护理工作质量, 降低新入职护士对独立值班的恐惧, 降低新入职护士的离职率, 提高独立值班中的护理安全。)
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- 2023
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3. Strengthening the role of the executive nurse director: A qualitative interview study.
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Kelly, Daniel, Horseman, Zoe, Strachan, Fiona E., Hamilton, Sharon, Jones, Aled, Holloway, Aisha, Rafferty, Anne Marie, Noble, Helen, Reid, Joanne, Harris, Ruth, and Smith, Pam
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NURSES , *TEAMS in the workplace , *CORPORATE culture , *WORK , *NURSE administrators , *OCCUPATIONAL roles , *QUALITATIVE research , *MEDICAL quality control , *PATIENT safety , *RESEARCH funding , *LEADERSHIP , *INTERVIEWING , *AFFINITY groups , *PEER relations , *HEALTH policy , *NURSING career counseling , *MENTORING , *STRATEGIC planning , *NURSING , *THEMATIC analysis , *OFFICE politics , *NURSING services administration , *RESEARCH methodology , *ABILITY , *BUSINESS networks , *PROFESSIONAL employee training , *NURSES' attitudes , *SOCIAL support , *PSYCHOSOCIAL factors , *TRAINING , *EXPERIENTIAL learning , *TIME , *PSYCHOLOGICAL vulnerability , *SELF-perception - Abstract
Aim: To explore the challenges and opportunities facing executive nurse directors in the UK and identify factors to strengthen their role and support more effective nurse leadership. Design: A qualitative descriptive study using reflexive thematic analysis. Methods: Semi‐structured, telephone interviews were carried out with 15 nurse directors and 9 nominated colleagues. Results: Participants described a uniquely complex role with a broader scope than any other executive board member. Seven themes were identified: preparation for the role, length of time in role, role expectations, managing complexity, status, being political and influencing. Strengthening factors included successful working relationships with other board colleagues, development of political skills and personal status, coaching and mentoring, working within a supportive team culture and having strong professional networks. Conclusion: Executive nurse leaders are key to the transmission of nursing values and the delivery of safety and quality in healthcare settings. To strengthen this role, the limiting factors and the recommended shared learning identified here should be recognized and addressed at an individual, organizational and professional level. Implications for the profession and patient care: Given the pressure on all health systems to retain nurses, the role of executive nurse leaders needs to be seen as an important source of professional leadership and their value in actioning health policy into practice recognized. Impact: New insights have been provided into the executive nurse director role across the UK. Findings have demonstrated challenges and opportunities to strengthen the executive nurse director role. These include recognition of the need for support, preparation, networking and more realistic expectations of this unique nursing role. Reporting method: The study adhered to the Consolidated Criteria for Reporting Qualitative Research. Patient or public contribution: There was no patient or public contribution. [ABSTRACT FROM AUTHOR]
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- 2023
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4. A competency model for nurse executives.
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González García, Alberto, Pinto‐Carral, Arrate, Pérez González, Silvia, and Marqués‐Sánchez, Pilar
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HEALTH services administrators , *NATIONAL competency-based educational tests , *NURSING , *PROFESSIONAL employee training , *LEADERS , *NURSES , *PROFESSIONAL competence , *PHILOSOPHY of education , *QUESTIONNAIRES , *FACTOR analysis , *SOCIODEMOGRAPHIC factors , *DELPHI method - Abstract
Background: Nurses capable of adequately developing their competencies in the management field are essential for the sustainability of health‐care organizations. Such competencies should be included in a model of specific competencies. Aim: The aim of this research is to propose a competency model for nurse executives. Methods: The Delphi method was applied to reach a consensus on the required competencies, and Principal Component Analysis (PCA) was applied to determine the construct validity and reduce the data set's dimensionality. Consensus was defined based on at least 80% of the experts agreeing with the proposed competencies. For each competency, the development levels were beginner, advanced beginner, competent, highly competent and expert. Results: From among the 51 competencies that were identified to define a model for nurse executives, decision‐making, leadership and communication stood out. The PCA indicated the structural validity of the proposed model by saturation of the principal components (Cronbach's α > 0.631). Conclusion: Nurses wishing to develop their professional careers as nurse executives must first develop the competencies shown in the proposed model. Nurse executives should follow the educational programmes specified in this study, to adapt their knowledge to this role's requirements. Summary statement: What is already known about this topic? The Nurse Executive has a very complex role in health care and has a great impact in institutional governance and sustainability of health‐care organizations, improving quality of care and patient outcome.The necessary competencies for nurse executives are usually not clearly defined, which could explain the lack of conceptualization of their roles.Little research has been addressed to competencies for nurse executives in any countries. What this paper adds? Fifty‐one competencies were defined, structured according to their defining characteristics in six dimensions: management; communication and technology; leadership and teamwork; knowledge of the health system; nursing knowledge and personality.The level of development of each competency ranged across 'competent', 'very competent' and 'expert'.The training needed for nurse managers is at master's and doctoral study levels. The implications for this paper: This model has implications for organizational policies, the efficiency of organizations and their sustainability, as well as for the education and practice of nursing managementThe proposed model contributes to the definition of the nurse executives' functions, their selection processes, the design of their curriculum in traditional academic institutions and to continuous professional development programs by organizations.A better understanding of competencies is likely to provide information on interventions that can improve nurses' work environment, patient care, patient safety and organizational outcomes. [ABSTRACT FROM AUTHOR]
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- 2022
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5. Management Process of The Chief Nurse Involved in The Reorganization of Ward Function Changes. : Change from General Ward to Integrated Comm unity Care Ward
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マネジメントプロセス ,Chief Nurse ,Management Proces ,病棟機能変更 ,Ward Function Changes ,看護師長 ,地域包括ケア病棟 ,Integrated Community Care Ward - Published
- 2023
6. Strengthening the role of the executive nurse director: a qualitative interview study
- Author
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Daniel Kelly, Zoe Horseman, Fiona E. Strachan, Sharon Hamilton, Aled Jones, Aisha Holloway, Anne Marie Rafferty, Helen Noble, Joanne Reid, Ruth Harris, and Pam Smith
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leadership ,SDG 3 - Good Health and Well-being ,Nursing(all) ,chief nurse ,executive nurse director ,qualitative design ,General Nursing ,management ,professional development - Abstract
AimTo explore the challenges and opportunities facing Executive Nurse Directors in the UK and identify factors to strengthen their role and support more effective nurse leadership.DesignA qualitative descriptive study using reflexive thematic analysis.MethodsSemi-structured, telephone interviews were carried out with 15 nurse directors and 9 nominated colleagues. ResultsParticipants described a uniquely complex role with a broader scope than any other executive board role. Seven themes were identified: preparation for the role, length of time in role, role expectations, managing complexity, status, being political and influencing. Strengthening factors included successful working relationships with other board colleagues, development of political skills and personal status, coaching and mentoring, working within a supportive team culture, and having strong professional networks.ConclusionExecutive nurse leaders are key to the transmission of nursing values and the delivery of safety and quality in healthcare settings. To strengthen this role, the limiting factors and the recommended shared learning identified here should be recognised and addressed at an individual, organisational, and professional level.Implications for the profession and patient careGiven the pressure on all health systems to retain nurses, the role of executive nurse leaders needs to be seen as an important source of professional leadership, and their value in actioning health policy into practice recognised.ImpactNew insights have been provided into the executive nurse director role across the UK. Findings have demonstrated challenges and opportunities to strengthen the executive nurse director role. These include recognition of the need for support, preparation, networking and more realistic expectations of this role. Reporting MethodThe study adhered to the COnsolidated criteria for REporting Qualitative research.Patient or Public contributionThere was no patient or public contribution.Clinical Trial RegistrationN/A
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- 2023
7. Involvement and support given by chief nurses to mid-career nurses with multiple roles who continue in the profession
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Yumi, Jitsukata and Kaoru, Sigeno
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職業継続 ,continuing a profession ,看護師長 ,chief nurse ,中堅看護師 ,involvement ,mid-career nurse ,関わり - Abstract
目的:多重な役割を持つ中堅看護師の職業継続を支える看護師長の関わりを明らかにし、中堅看護師への効果的な支援について示唆を得ることである。方法:忘れられない看護師長の関わりを半構造化面接によりデータを収集し、質的記述的方法を用いて分析した。結果:中堅看護師5名の語りから、看護師長の関わりと、中堅看護師の特徴が明らかになった。看護師長の忘れられない関わりは、【師長の豊かな実践経験と知識の伝達】【必要な時に相談できる関係】【評価・フィードバック】【個別性の見極めと対応】【職場環境の整備】の5つのカテゴリーに集約された。中堅看護師の特徴は【自身を客観的に分析する力】【役割に対する責任の認識】【問題解決への姿勢】【後輩への支えと導き】【キャリア継続の意思】【自身のモチベーションを作り出す力】の6つのカテゴリーに集約された。結論:中堅看護師が評価不足と不公平感を持っていることを念頭に置きながら中堅看護師の持っている能力と、多様な背景を理解し、適切な評価とフィードバックを行う事が重要である。また、看護師長の看護実践への関わりは、中堅看護師の職業継続だけでなく、成長を促すと示唆を得た。
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- 2022
8. Engaging and developing front-line clinical nurses to drive care excellence: Evaluating the Chief Nurse Excellence in Care Junior Fellowship initiative.
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Bramley, Louise, Manning, Joseph C., and Cooper, Joanne
- Abstract
Background Global challenges in the development of a highly skilled and motivated nursing workforce jeopardise the delivery of high-quality care. Flexible and innovative workforce solutions are required to overcome these challenges. Aims To describe the implementation and present the preliminary evaluation of the 'Chief Nurse Excellence in Care Junior' bespoke Fellowship initiative designed to develop the foundational clinical and academic skills of front-line junior clinical staff. Methods This initiative was developed and piloted at a large, inner-city, acute NHS trust. The initiative involved two main components: a bespoke development programme and an improvement project that was supported by clinical and academic mentors. The initiative was evaluated using structured feedback, case studies and data on dissemination activities. Results Six front-line nurses completed the first cohort of the initiative that commenced in spring 2016. Results showed a positive impact on professional development relating to the acquisition of new knowledge and skills. Case studies of projects had a demonstrable impact on patient experiences, outcomes and cost savings. Wider organisational and NHS impact was demonstrated through multiple dissemination activities. Conclusion This preliminary evaluation provides evidence that this initiative is a sustainable, clinically driven career development opportunity at a foundational level that has a demonstrable positive impact on care and staff development. Further work is underway to carry out a longitudinal structure, process and outcome evaluation with particular focus on impact. [ABSTRACT FROM AUTHOR]
- Published
- 2018
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9. A competency model for nurse executives
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Alberto González García, Arrate Pinto‐Carral, Silvia Pérez González, Pilar Marqués‐Sánchez, Fisioterapia, and Escuela Universitaria de Ciencias de la Salud
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Competency ,Governance ,Consensus ,Communication ,Nurse director ,Fisiología ,Leadership ,Professional Competence ,Chief nurse ,Nurse executive ,Humans ,Enfermería ,Clinical Competence ,Nurse Administrators ,General Nursing - Abstract
[EN] BackgroundNurses capable of adequately developing their competencies in the management field are essential for the sustainability of health-care organizations. Such competencies should be included in a model of specific competencies.AimThe aim of this research is to propose a competency model for nurse executives.MethodsThe Delphi method was applied to reach a consensus on the required competencies, and Principal Component Analysis (PCA) was applied to determine the construct validity and reduce the data set's dimensionality. Consensus was defined based on at least 80% of the experts agreeing with the proposed competencies. For each competency, the development levels were beginner, advanced beginner, competent, highly competent and expert.ResultsFrom among the 51 competencies that were identified to define a model for nurse executives, decision-making, leadership and communication stood out. The PCA indicated the structural validity of the proposed model by saturation of the principal components (Cronbach's α > 0.631).ConclusionNurses wishing to develop their professional careers as nurse executives must first develop the competencies shown in the proposed model. Nurse executives should follow the educational programmes specified in this study, to adapt their knowledge to this role's requirements. SI Publicación en abierto financiada por el Consorcio de Bibliotecas Universitarias de Castilla y León (BUCLE), con cargo al Programa Operativo 2014ES16RFOP009 FEDER 2014-2020 DE CASTILLA Y LEÓN, Actuación:20007-CL - Apoyo Consorcio BUCLE
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- 2022
10. Ethical dilemmas facing chief nurses in Japan.
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Ito, Chiharu and Natsume, Mikiko
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CORPORATE culture , *DIGNITY , *INFORMED consent (Medical law) , *INTERVIEWING , *RESEARCH methodology , *MEDICAL ethics , *MEDICAL personnel , *NURSE-patient relationships , *NURSE-physician relationships , *NURSE administrators , *NURSING services administration , *PATIENT safety , *PERSONNEL management , *PRIVACY , *QUESTIONNAIRES , *SURVEYS , *ETHICAL decision making , *PILOT projects , *PATIENTS' families - Abstract
Background: Chief nurses are most likely to take the lead in discussing and working to resolve ethical dilemmas, creating an ethical culture within their organization that results in effective ethics training. As the first step in this process, there is a need to define the kinds of ethical dilemmas that chief nurses grapple with on a regular basis as a target for future study. Research design: Anonymous written questionnaires and semi-structured interviews. Ethical considerations: All research procedures were approved by the Chubu University Ethics Review Board, the research institution to which the authors belong (authorization no. 250016). Findings and discussion: Responses from four chief nurses indicated that ethical dilemmas could be categorized as either those related to patient dignity or those related to management (unique to their roles as administrators). It was also learned that chief nurses struggle with the fact that although they consult with their superiors and others, these efforts do not lead to resolution. The expectation is that going forward, chief nurses will play a central role in acting as coordinators with physicians to promote better communication as well as lead group discussions aimed at providing care that respects patient dignity. [ABSTRACT FROM AUTHOR]
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- 2016
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11. 看護師長の経営意識と病院の経営実態との関連(第1報)
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hospital management status ,management awareness ,chief nurse - Published
- 2018
12. ROLA NACZELNEJ PIELĘGNIARKI W PODNOSZENIU JAKOŚCI USŁUG PIELĘGNIARSKICH.
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Juszczak, Katarzyna and Rykowska, Izabela
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MEDICAL quality control ,NURSE administrators ,NURSES ,NURSING ,OCCUPATIONAL roles - Abstract
Copyright of Polish Nursing / Pielegniarstwo Polskie is the property of Poznan University of Medical Sciences Publishing and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)
- Published
- 2013
13. The ideal attributes of Chief Nurses in Europe: a Delphi study.
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Hennessy, Deborah and Hicks, Carolyn
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NURSES , *MEDICAL personnel , *NURSING , *PSYCHOLOGY - Abstract
Background. Policy decisions to advance the role of Chief Nurse in member countries of the World Health Organization European Region will necessitate the systematic selection and recruitment of suitable postholders who can develop the role and status of nursing within a wide range of political frameworks and structures. Such posts are clearly of great importance for providing appropriate care through strategic and policy decisions, both nationally and internationally. The appointment and development of suitable personnel are, therefore, essential elements in the success of these roles. To date, no information exists about the qualities and attributes required for effective delivery of the Chief Nurse role. Aim. To identify the characteristics considered to be most relevant in a Chief Nurse, in order to inform and systematize recruitment. Method. A Delphi study was undertaken of 22 European member states. Consensus was reached by the second round, in which 12 countries participated. Results. Sixteen relevant qualities were identified and listed in order of importance. Of the eight countries for which statistical analysis was possible, seven demonstrated a significant level of accord [Belgium, Denmark, the Netherlands, the United Kingdom (UK), Iceland, Sweden, Hungary and Switzerland], with only Finland showing no intra-country agreement. Conclusions. To the extent that there is a high level of inter and intra-country consensus on the desirable qualities of Chief Nurses, these could be used to inform the future systematic selection and operational development of this role in European member states. [ABSTRACT FROM AUTHOR]
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- 2003
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14. Nurse managers' work-related empowerment : Evaluated in connection to power issues and Organizational Social Context
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Trus, Marija, Yhteiskuntatieteiden tiedekunta - Faculty of Social Sciences, and Tampere University
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organisaatioilmapiiri ,rakenteellinen voimaantuminen ,johtava hoitaja ,hoitotyön johtaminen ,nursing management ,psychological empowerment ,power ,nursing ,head nurse ,Liettua ,chief nurse ,hallinnollinen osastonhoitaja ,osastonhoitaja ,structural empowerment ,Hoitotiede - Nursing Science ,organizational climate ,organizational culture ,ylihoitaja ,Lithuania ,Organizational Social Context ,nursing leadership ,organisaation toimintaympäristö ,nurse leader ,johtava ylihoitaja ,organisaatiokulttuuri ,moraali ,empowerment ,nurse administrator ,voimaantuminen ,morale ,psykologinen voimaantuminen ,nurse manager ,hoitotyö ,vaikutusvalta - Abstract
Osastonhoitajien työssä voimaantuminen, vaikutusvalta ja organisaation toimintaympäristö. Nykypäivän terveydenhuolto-organisaatiot kokevat muutoksia ja uudistuksia. Tämä nostaa esiin uusia haasteita osastonhoitajille, joiden tehtäviin sisältyy paljon hallinnollista vastuuta. Osastonhoitajilla on oltava vaikutusvaltaa, jotta he voivat saavuttaa sekä henkilökohtaisia tavoitteitaan että organisaation tavoitteita. Valta ja vaikuttaminen liittyvät voimaantumisen käsitteeseen. Voimaantuminen on tärkeässä roolissa hoitotyön johtamisessa, sillä se mahdollistaa osastonhoitajille tehokkaan ja merkityksellisen työskentelyn. Tutkijat ovat kiinnittäneet huomiota myös organisaation rooliin, kuten siinä vallitsevaan kulttuuriin ja ilmapiiriin, sillä ne vaikuttavat organisaation toimintaan ja auttavat ymmärtämään monipuolisemmin organisatorisia tekijöitä kuten voimaantumista. Tämän tutkimuksen päätavoite oli tutkia osastonhoitajien voimaantumisen määrää ja suhdetta vaikutusvaltaan ja organisaation sosiaaliseen kontekstiin (kulttuuri, ilmapiiri ja moraali). Tutkimus jakautuu kahteen päävaiheeseen (systemaattinen kirjallisuuskatsaus ja empiirinen tutkimus). Ensimmäisessä vaiheessa tarkastelluista empiirisistä tutkimuksista selvisi, että osastonhoitajien voimaantumista arvioitiin useimmiten itsenäisesti täytettävillä kyselyillä. Sitäkuvattiin pääasiassa kahdesta näkökulmasta; rakenteellisesta ja psykologisesta. Tutkimusten mukaan osastonhoitajat kokivat olevansa joko kohtalaisen tai erittäin rakenteellisesti ja psykologisesti voimaantuneita. Toisessa vaiheessa toteutettiin kvantitatiivinen kuvaileva poikittaistutkimus. Tutkimusprosessi seurasi Maailman lääkäriliiton Helsingin julistuksessa linjattuja eettisiä periaatteita. Aineisto kerättiin osastonhoitajilta seitsemässä julkisrahoitteisessa yliopistollisessa sairaalassa tai yleissairaalassa (n=193). Osastonhoitajat jaettiin ryhmiin erikoisaloittain (n=22) sekä sen mukaan,toimivatko he päivittäisessä työssään organisaatiossa yhteistyössä tietyn johtavan ylihoitajan alaisuudessa. Aineisto kerättiin itsenäisesti täytettävän kyselyn avulla. Kyselyssä oli neljä osaa: demografiset ja työhön liittyvät kysymykset, rakenteellista voimaantumista mittaava The Conditions of Work Effectiveness Questionnaire-II -kysely sekä psykologista voimaantumista mittaava Work Empowerment Questionnaire -kysely, vaikutusvaltaa kuvaavat kysymykset yksilötasolla sekä organisaation tasolla (Manager Activity Scale), sekä Organizational Social Context -mittari. Mittareiden käyttöön kysyttiin lupa niiden tekijänoikeuksien haltijoilta. Aineisto analysoitiin tilastollisesti. Tutkimustulokset osoittivat, että osastonhoitajat kokivat olevansa kohtalaisen voimaantuneita rakenteellisesta näkökulmasta. Psykologisen voimaantumisensa he kokivat olevan korkealla tasolla. Muutamat taustatekijät korreloivat sekä rakenteellisen voimaantumisen että psykologisen voimaantumisen kanssa. Rakenteellisen ja psykologisen voimaantumisen sekä taustatekijöiden välillä havaittiin lisäksi useita merkittäviä yhteyksiä. Osastonhoitajat kokivat kykenevänsä vaikuttamaan asioihin kohtalaisesti sekä yksikön että organisaation tasolla. Rakenteellinen että psykologinen voimaantuminen olivat lisäksi yhteydessä vaikutusvaltaan sekä yksikön että organisaation tasolla. Tutkimuksessa arvioitiin myös eroja tiimien ja organisaatioiden toimintaympäristöjen (organisaatiokulttuuri, ilmapiiri ja moraali) välillä. Tulokset osoittivat, että tiimien toimintakulttuureissa oli merkittäviä eroja vastarintaa tarkasteltaessa. Organisaatioiden toimintakulttuurit taas erosivat toisistaan merkittävästi sekä vastarinnan että pätevyyden suhteen. Tiimien ilmapiirit poikkesivat toisistaan merkittävästi toimivuudessa, kun taas organisaatioiden ilmapiirit vaihtelivat sekä toimivuuden että osallistumisen suhteen. Moraalissa oli merkittäviä eroja sekä tiimien että organisaatioiden tasolla. Organisaatiokulttuurin ja -ilmapiirin ja toisaalta voimaantumisen välillä havaittiin useita merkittäviä yhteyksiä. Yhteydet olivat tilastollisesti merkittäviä mutta heikkoja. Moraali oli yhteydessä rakenteelliseen ja psykologiseen voimaantumiseen kuten myös organisaatiokulttuuriin ja ilmapiiriin. Tutkimustulokset ovat merkittäviä käytännön työn, johtamisen, koulutuksen ja lisätutkimuksen näkökulmista. Johtavien ylihoitajien/ylihoitajien rooli on ratkaiseva osastonhoitajien työssä, sillä heidän tehtävänään on luoda voimauttava työympäristö. Organisaatiot tarvitsevat voimaantumisstrategioita lisäämään osastonhoitajien itseluottamusta. Osastonhoitajille tulisi lisäksi tarjotamahdollisuuksia ammatilliseen kasvuun ja uuden tiedon ja taitojen soveltamiseen, jotta he voivat työskennellä tehokkaasti ja kokea ammatillista voimaantumista. Tämä tutkimus tarjoaa arvokkaan näkökulman aiheeseen yleisellä tasolla, mutta uusia tutkimuksellisia lähestymistapoja tarvitaan, jotta osastonhoitajien kokemuksia ja käsityksiä voimaantumisesta organisaation toimintaympäristössä voidaan ymmärtää paremmin. Nowadays, health care organizations are affected by changes and reforms, thus, new challenges arise for nurse managers, whose role entails a large number of administrative responsibilities. Nurse managers need to have power in order to achieve their personal and organizational goals. Power and its exercise is incorporated into the concept of empowerment. Thus, being empowered plays an important role in providing nursing leadership, as it enables nurse managers to perform their everyday tasks more effectively and in a meaningful way. Furthermore, there has been an interest in research on organizational issues, e.g. organizational culture and climate, that shape the organization and provide a complex understanding of organizational factors such as empowerment. The overall purpose of this study was to explore how empowered nurse managers were, and the connection of empowerment to power issues and the Organizational Social Context (organizational culture, organizational climate, and morale). The study was divided into two main phases (systematic literature review and empirical research). In Phase 1, previous empirical studies revealed that empowerment of nurse managers was mostly evaluated by way of selfadministered questionnaires, and mainly two approaches to describe it were used, in particular structural and psychological. It was revealed that nurse managers were moderately or highly structurally and psychologically empowered. In Phase 2, a quantitative descriptive cross-sectional design study was carried out. The research process followed the main ethical principles and standards declared in the World Medical Association Declaration of Helsinki. The study data was collected in seven state-funded university and general level hospitals among nurse managers (n=193). They were divided/grouped into teams (n=22) based on their clinical nursing area, and also in regard to their common daily tasks undertaken in the organization in collaboration with chief nurses/directors of nursing. The data was collected by way of a self-administered questionnaire that consisted of four parts: demographic and work-related questions, the Conditions of Work Effectiveness Questionnaire-II for structural empowerment, the Work Empowerment Questionnaire for psychological empowerment, with power related items at unit level and the Manager’s Activity Scale at organizational level, and the Organizational Social Context measurement system. Permissions to use the respective instruments were granted from the copyright holders. The data was analyzed statistically. The results of the study showed that nurse managers were moderately structurally empowered, but perceived a high level of psychological empowerment. A few background factors correlated with both structural and psychological empowerment. Additionally, several significant relations were found between structural empowerment subscales and psychological empowerment dimensions. Nurse managers experienced unit level power and organizational level power at a moderate level. In addition, structural and psychological empowerment correlated with both unit and organizational level power. The differences in Organizational Social Context between teams and organizations were calculated. The results showed that differences in culture dimensions were significant at team level in resistance, and at organization level in resistance and proficiency. The differences in climate dimensions between teams were significant in functionality, and between organizations in engagement and functionality. The differences in morale were significant at both team and organization level. Several correlations were found between organizational culture and climate, and empowerment. These correlations were statistically significant, however, most of them were weak. Several significant relationships were also found between morale, structural and psychological empowerment, and organizational culture and climate dimensions. This study offers implications for practice, management, education and future research. The role of chief nurses/directors of nursing is vital for nurse managers, as they should create and empowering working environment. Power-seeking strategies should be adopted in order to increase self-confidence in nurse managers. In addition, it is important to provide nurse managers with opportunities to grow professionally and to apply new knowledge and skills in order to work effectively and experience professional power. This study offers a general and valuable view of the topic, however, other research alternatives would be beneficial to further explore the experiences and perceptions of nurse managers regarding the phenomena of empowerment and Organizational Social Context.
- Published
- 2019
15. Servis sorumlu hemşirelerinin iletişim beceri düzeylerinin değerlendirilmesi
- Author
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Sansur Çetiner, Meryem, Yıldırım, Aytolan, and Hemşirelik Anabilim Dalı
- Subjects
Communication skill ,Chief Nurse ,Servis Sorumlu Hemşire ,Nurse administrators ,Nurse ,Communication ,Nurses ,Hemşire ,Nursing ,Nursing research ,İletişim Becerileri ,Hemşirelik ,Communication Skills - Abstract
Bu araştırma servis sorumlu hemşirelerinin iletişim beceri düzeyini değerlendirmek amacıyla tanımlayıcı olarak planlandı. Araştırma evreni, İstanbul İli Avrupa bölgesinde yer alan 500 yatak ve üzerinde yatak sayısına sahip olan, bir üniversite hastanesi, bir özel hastane, bir eğitim ve araştırma hastanesi olmak üzere üç hastanede görev yapan servis sorumlu hemşirelerinden oluşturuldu (N=144). Araştırmada örneklem yöntemi kullanılmadan evrenin tümüne ulaşılması hedeflendi.Araştırmanın verileri araştırmayı kabul eden 132 kişiden elde edildi (N=132).Veriler araştırmacı tarafından hazırlanan 10 soruluk 'Kişisel Bilgi Formu', 45 soruluk 'İletişim Becerileri Envanteri'(İBE) kullanılarak toplandı. Araştırmada elde edilen veriler SPSS 22.0 programı kullanılarak analiz edildi. Verilerin değerlendirilmesinde tanımlayıcı istatistiksel yöntemler ile ileri analiz yöntemleri kullanıldı. Elde edilen verilerin analizi sonucunda; servis sorumlu hemşirelerinin `İletişim Becerileri Envanteri` alt boyutları olan Zihinsel, Duygusal ve Davranışsal alt boyut ortalamalarının orta düzeyde olduğu saptandı. `İletişim Becerileri Envanteri` alt boyut ortalamalarının çalıştığı kuruma göre karşılaştırılmasında `Duygusal İletişim Becerileri` alt boyut ortalamasının eğitim ve araştırma hastanesinde çalışan servis sorumlu hemşirelerinin özel hastane ve tıp fakültesi hastanesinde çalışan servis sorumlu hemşirelerinden daha yüksek olduğu saptandı yine `İletişim Becerileri Envanteri` alt boyut ortalamalarının servis sorumlu hemşiresi olarak çalışma süresine göre karşılaştırılmasında `Duygusal İletişim Becerileri` alt boyut ortalamasının istatistiksel açıdan anlamlı farkın olduğu ve çalışma süresi arttıkça `Duygusal İletişim Becerileri`nin azaldığı saptandı.Anahtar Kelimeler: Servis Sorumlu Hemşire, Hemşire, İletişim Becerileri This research is planned to describe the levels of communication skills of the chief nurses. The research population is selected as the chief nurses working at three large scale hospitals (having at least 500 beds) located at the European side of the city of Istanbul; a University Hospital, a Private Hospital and a Research Hospital. The research aims to reach the whole population rather than utilizing the sampling methods. The research data is obtained from 132 people who accepted to participate in the research. The data is collected by the researcher via 'Personal Information Form' which has 10 questions and 'Communication Skills Inventory' which has 45 questions. The research data is then analysed by using SPSS software version 22.0. The evaluation of the data is done by making use of descriptive statistical methods and advanced analysis methods. The analysis of the obtained data showed that the mental, emotional and behavioural lower-dimension averages of the chief nurses are at a medium level. Comparison of `Emotional Communication Skills` lower-dimension averages based on answers to the `Communication Skills Inventory` showed that the chief nurses working for the Research Hospitals have higher averages than both the Private Hospitals and the University Hospitals. Further comparison of lower-dimension averages based on `Communication Skills Inventory` and number of years served showed a statistically meaningful difference; `Emotional Communication Skills` lower-dimension averages decrease with the chief nurses serving longer years in this position.Keywords: Chief Nurse, Nurse, Communication Skills 109
- Published
- 2017
16. Self-Evaluation of Chief Nurses Leadership and Evaluation of Same by Ward Nurses
- Subjects
Readership ,Chief Nurse ,看護師 ,看護師長 ,リーダーシップ ,Evaluation ,自己評価 ,Word Nurses - Abstract
本研究は,リーダーシップに対する看護師長の自己評価と看護師による評価を行い,その違いを明らかにし,病棟における看護師長の管理活動に活用することを目的とする。対象は,看護師長50 名および病棟看護師250名である。看護師長のリーダーシップは,吉田ら(1996)の「病院における看護師長リーダーシップ行動測定尺度」を用い,5段階評定で行った。データ収集は,対象者に本調査の趣旨と方法,拒否・中断の権利,プライバシーの保護を説明し,同意が得て実施した。調査の結果,「スタッフ尊重」,「責任遂行」,「病棟管理」は,看護師の評価が看護師長の自己評価より有意に低得点であった。「患者理解・配慮」は,看護師の評価が看護師長の評価より高得点であった。「教育指導」は,看護師長および看護師の評価が共に,他のカテゴリーより低得点の傾向が認められ,看護師長は,看護師の業務に対する意見を積極的に取り入れ,意見が反映しているという実感を持たせ,看護師の専門性や自律性が育つよう教育指導に努め,また看護師長同士のフォローアップが必要であることが示唆された。
- Published
- 2007
17. Research on the communication styles of chief nurses to nurses
- Subjects
コミュニケーションスタイル ,communication style ,assertive ,看護師長 ,chief nurse ,アサーティブ - Published
- 2005
18. A Study of Chief Nurse Executives Indicates Low Prioritization of Evidence-Based Practice and Shortcomings in Hospital Performance Metrics Across the United States.
- Author
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Melnyk BM, Gallagher-Ford L, Thomas BK, Troseth M, Wyngarden K, and Szalacha L
- Subjects
- Attitude of Health Personnel, Humans, Organizational Culture, Surveys and Questionnaires, United States, Delivery of Health Care standards, Evidence-Based Practice, Health Knowledge, Attitudes, Practice, Hospitals standards, Nurse Administrators
- Abstract
Background: Although findings from studies indicate that evidence-based practice (EBP) results in high-quality care, improved patient outcomes, and lower costs, it is not consistently implemented by healthcare systems across the United States and globe., Aims: The purpose of this study was to describe: (a) the EBP beliefs and level of EBP implementation by chief nurse executives (CNEs), (b) CNEs' perception of their hospitals' EBP organizational culture, (c) CNEs' top priorities, (d) amount of budget invested in EBP, and (e) hospital performance metrics., Methods: A descriptive survey was conducted. Two-hundred-seventy-six CNEs across the United States participated in the survey. Valid and reliable measures included the EBP Beliefs scale, the EBP Implementation scale, and the Organizational Culture and Readiness scale for EBP. The Centers for Medicare and Medicaid Services Core Measures and the National Database of Nursing Quality Indicators (NDNQI) were also collected., Results: Data from this survey revealed that implementation of EBP in the practices of CNEs and their hospitals is relatively low. More than one-third of the hospitals are not meeting NDNQI performance metrics and almost one-third of the hospitals are above national core measures benchmarks, such as falls and pressure ulcers., Linking Evidence to Action: Although CNEs believe that EBP results in high-quality care, it is ranked as a low priority with little budget allocation. These findings provide a plausible explanation for shortcomings in key hospital performance metrics. To achieve higher healthcare quality and safety along with decreased costs, CNEs and hospital administrators need to invest in providing resources and an evidence-based culture so that clinicians can routinely implement EBP as the foundation of care., (© 2016 Sigma Theta Tau International.)
- Published
- 2016
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