Nursing economic$ (NURS ECON)
Nursing Economic$ advances nursing leadership in health care, with a focus on tomorrow, by providing information and thoughtful analyses of current and emerging best practices in health care management, economics, and policymaking. The journal supports nurse leaders and others who are responsible for directing nursing's impact on health care cost and quality outcomes. The journal is published six times per year.
- Impact factor0.84Show impact factor historyHide impact factor history
- WebsiteNursing Economics website
Other titlesNursing economic$, Nursing economics
Document typeJournal / Magazine / Newspaper
Publications in this journal
- SourceAvailable from: ncbi.nlm.nih.gov[show abstract] [hide abstract]
ABSTRACT: As many as 120 persons per million people in the United States are dependent on the lifelong, complex, technology-based care of home parenteral nutrition (HPN) infusions. However, data for costs paid by families for HPN-related health care services and for non-reimbursed expenditures are rarely tabulated and most often underestimated. The goals of this study were to describe health care services used by families to manage HPN, report the frequency of each service used annually, and estimate the average annual non-reimbursed costs to families for these health services. The numerous and varied types of services reported and the time required to coordinate and access HPN services illustrates the challenges faced by patients and their family caregivers. The lack of a coordinated and efficient system for delivering complex chronic care results in poorer outcomes for HPN patients and their families on-reimbursed costs and the extensive amount of time required to coordinate multi-professional services negatively impacts the clinical outcomes and quality of life of complex chronic home care.Nursing economic$ 08/2010; 28(4):255-63.
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ABSTRACT: The integration of nursing into organizational governance structures has been advocated to improve practice and enhance the quality of patient care. In 1990, department of nursing involvement in hospital governance occurred primarily through the activities of the CNE. Projections for 1995 suggest that both staff RNs and CNEs will be more involved in governing health care organizations.Nursing economic$ 01/2009; 10(5):331-5.
Article: Where oh where...?Nursing economic$ 01/2009; 24(3):125.
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ABSTRACT: The purpose of this study was to determine the cost for prevention and treatment of pressure ulcers from a hospital perspective and to identify the least resource-intensive pressure ulcer prevention strategy. Cost analyses were examined from a hospital perspective using direct costs. The study was carried out alongside a prospective cohort study on the incidence and risk factors for pressure ulcers. Two large teaching hospitals in the Netherlands with (partly) opposing approaches in prevention, a technological versus a human approach, were analyzed. The main outcome measures were resource use, costs of preventive measures and treatment, and pressure ulcer incidence in both hospitals. Pressure ulcer prevention through a predominantly technical approach resulted in a similar incidence rate as prevention through a predominantly human approach. However, the technical approach was considerably less expensive.Nursing economic$ 01/2009; 27(6):390-400, 415.
Article: Putting on the Ritz.Nursing economic$ 01/2007; 13(1):6.
Article: 'SiCKO'.Nursing economic$ 01/2007; 25(5):253, 292.
Article: Evidence-based leadership.[show abstract] [hide abstract]
ABSTRACT: Many nations' governments are requiring schools to bring about significant, systematic, and sustained change to improve student outcomes in all settings, and have imposed mandates to ensure that schools are providing quality education and running efficiently and effectively. Consequently, national and state testing programs, standards-based agendas, and reporting methodologies have been imposed on schools with significant demands and, in many cases, demoralizing outcomes (Hargreaves 2003). As a result of these processes, test questions have become the curriculum; teacher judgment has become undervalued; and evidence that is ill-informed, outdated, and incorrect has been used to drive school change.Nursing economic$ 01/2005; 31(1):41.
Article: The next revolution.Nursing economic$ 01/2005; 8(2):115, 123.
Article: Seize the moment.Nursing economic$ 01/2001; 11(2):109, 112.
Article: Not just another nursing shortage.Nursing economic$ 01/2001; 5(6):267-79.
- Nursing economic$ 01/2001; 21(4):157.
Article: The people side of transformations.[show abstract] [hide abstract]
ABSTRACT: All leaders in health care today are charged with the responsibility of transforming present practices into new and different ones that are needed for the future. The structural side of transforming is ultimately easier than the human side. However, the most frequent failures come from not concentrating sufficiently on the behavioral side of the change. Structural and psychological change must occur simultaneously and embrace each other for best results.Nursing economic$ 01/1998; 15(6):326-7.
Article: Regaining the public's trust.Nursing economic$ 01/1998; 18(4):177, 184.
Article: Leadership: believing in followers.[show abstract] [hide abstract]
ABSTRACT: The only hope for ongoing vitality in an organization is the willingness of a great many people scattered throughout the organization to take the initiative in identifying problems and solving them. Without this, the organization becomes inert, maladaptive, and descends into entropy. When leaders demonstrate, by their words and actions, that they truly believe that everyone in the organization is capable of taking on leadership activities, the organization and its people thrive and survive.Nursing economic$ 01/1997; 15(3):151-2.
- Nursing economic$ 01/1995; 13(1):56-7.
- Nursing economic$ 01/1995; 25(1):5, 11.
- Nursing economic$ 01/1990; 4(4):190-3.
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ABSTRACT: To provide the best care to patients, the physical wellness of nursing staff is essential. Current evidence indicates long work hours can lead to adverse nurse and patient outcomes. To provide quality and safe patient care, both staff nurses and nurse managers need to recognize the adverse effects of overtime, whether it is mandatory or voluntary. Results of this study showed overtime was not used more when there was an increase in nursing shortages. Further, overtime was not used to control shortages; rather, understaffing was an underlying condition of the nursing practice, at least in the study sample. Thus, efforts must be made not only to prevent nurses from working long hours, but also to resolve the problem of understaffing in order to retain qualified nurses in hospitals.Nursing economic$ 30(2):60-71; quiz 72.
- Nursing economic$ 7(6):298, 296.
- Nursing economic$ 4(2):83-5.
Data provided are for informational purposes only. Although carefully collected, accuracy cannot be guaranteed. The impact factor represents a rough estimation of the journal's impact factor and does not reflect the actual current impact factor. Publisher conditions are provided by RoMEO. Differing provisions from the publisher's actual policy or licence agreement may be applicable.
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