An Intervention to Enhance Nursing Staff Teamwork and Engagement

Nursing Business and Health Systems, School of Nursing, University of Michigan, Ann Arbor, MI 48109, USA.
JONA The Journal of Nursing Administration (Impact Factor: 1.27). 03/2007; 37(2):77-84. DOI: 10.1097/00005110-200702000-00010
Source: PubMed


Numerous studies have concluded that work group teamwork leads to higher staff job satisfaction, increased patient safety, improved quality of care, and greater patient satisfaction. Although there have been studies on the impact of multidisciplinary teamwork in healthcare, the teamwork among nursing staff on a patient care unit has received very little attention from researchers. In this study, an intervention to enhance teamwork and staff engagement was tested on a medical unit in an acute care hospital. The results showed that the intervention resulted in a significantly lower patient fall rate, staff ratings of improved teamwork on the unit, and lower staff turnover and vacancy rates. Patient satisfaction ratings approached, but did not reach, statistical significance.

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    • "In a study the first author conducted to enhance teamwork and engagement, it was found that the intervention resulted in a significant drop in patient falls and staff turnover and vacancy rate (Kalisch et al. 2007). This intervention, while very successful, took a considerable amount of resources to implement (i.e. "
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    ABSTRACT: The aim of this study was to examine the relationship between staffing and job satisfaction of registered nurses (RNs) and nursing assistants (NAs). Although a number of previous studies have demonstrated the link between the numbers of patients cared for on the last shift and/or perceptions of staffing adequacy, we could find only one study that utilized a measure of actual staffing (opposed to perceptions of staffing adequacy) and correlated it with job satisfaction of registered nurses. This cross-sectional study included 3523 RNs and 1012 NAs in 131 patient care units. Staff were surveyed to determine job satisfaction and demographic variables. In addition, actual staffing data were collected from each of the study units. Hours per patient day was a significant positive predictor for registered nurse job satisfaction after controlling for covariates. For NAs, a lower skill mix was marginally significant with higher job satisfaction. In addition, the more work experience the NAs reported, the lower their job satisfaction. Adequate staffing levels are essential for RN job satisfaction whereas NA job satisfaction depends on the number of assistive personnel in the mix of nursing staff. Two implications are (1) providing adequate staffing is critical to maintain RN job satisfaction and (2) the NA job needs to be re-engineered to make it a more attractive and satisfying career.
    Journal of Nursing Management 05/2014; 22(4):465-71. DOI:10.1111/jonm.12012 · 1.50 Impact Factor
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    • "In some ways, the AHP responses may reflect a barrier to interdisciplinary care providers working together to improve care for groups of residents. Recently, the importance of enhancing teamwork among professional nurses and unregulated caregiving staff has received increasing amounts of attention in the literature (Yeatts et al. 2004, Kalisch et al. 2007, Bishop et al. 2009). However , ways to enhance teamwork among regulated nurses and the AHPs who work on their units is an area in need of further research. "
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    ABSTRACT: This paper reports on regulated (or licensed) care providers' understanding and perceptions of feedback reports in a sample of Canadian long-term care settings using a cross-sectional survey design. Audit with feedback quality improvement studies have seldom targeted front-line providers in long-term care to receive feedback information. Feedback reports were delivered to front-line regulated care providers in four long-term care facilities for 13 months in 2009-10. Providers completed a postfeedback survey. Most (78%) regulated care providers (n = 126) understood the reports and felt they provided useful information for making changes to resident care (64%). Perceptions of the report differed, depending on the role of the regulated care provider. In multivariable logistic regression, the regulated nurses' understanding of more than half the report was negatively associated with 'usefulness of information for changing resident care', and perceiving the report as generally useful had a positive association. Front-line regulated providers are an appropriate target for feedback reports in long-term care. Long-term care administrators should share unit-level information on care quality with unit-level managers and other professional front-line direct care providers.
    Journal of Nursing Management 09/2013; 21(8). DOI:10.1111/jonm.12070 · 1.50 Impact Factor
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    • "Teamwork can be conceptualized using SET, as a relationship leading to social reciprocity and benefitting the organization because a team of employees is more productive than any one employee (Salas et al. 2005). Kalisch et al. (2007) argued that teamwork has a positive impact on engagement; however, this finding needs to be replicated across different countries. According to van Mierlo et al. (2001), teamwork positively promotes employees' perceptions of well-being and Rasmussen and Jeppesen's (2006) meta-analysis found evidence linking teamwork with increased organizational commitment and lower turnover intentions. "
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    ABSTRACT: AIMS: We examined the impact of workplace relationships (perceived organizational support, supervisor-nurse relationships and teamwork) on the engagement, well-being, organizational commitment and turnover intentions of nurses working in Australian and USA hospitals. BACKGROUND: In a global context of nurse shortages, knowledge about factors impacting nurse retention is urgently sought. We postulated, using the Social Exchange Theory, that nurses' turnover intentions would be affected by several factors and especially their relationships at work. DESIGN: Based on the literature review, data were collected via a self-report survey to test the hypotheses. METHODS: A self-report survey was used to gather data in 2010-2012 from 510 randomly chosen nurses from Australian hospitals and 718 nurses from US hospitals. A multi-group structural equation modelling analysis identified significant paths and compared the impact between countries. RESULTS: The findings indicate that this model was more effective in predicting the correlations between variables for nurses in Australia compared with the USA. Most paths predicted were confirmed for Australia, except for the impact of teamwork on organizational commitment and turnover, plus the impact of engagement on turnover. In contrast, none of the paths related to supervisor-subordinate relationships was significant for the USA; neither were the paths from teamwork to organizational commitment or turnover. CONCLUSION: Our findings suggest that well-being is a predictor of turnover intentions, meaning that healthcare managers need to consider nurses' well-being in everyday decision-making, especially in the cost-cutting paradigm that pervades healthcare provision in nearly every country. This is important because nurses are in short supply and this situation will continue to worsen, because many countries have an ageing population.
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