Understanding nurses' perceptions of their workplaces underpins successful recruitment and retention initiatives, particularly in this time of global nursing shortage. The American Nurses Association and the American Academy of Nursing have identified "magnet characteristics"--organizational factors that support excellent practice and working conditions in hospital settings. Using selected magnet characteristics, this exploratory study examined nurses' perceptions of their work experiences in both hospital and community settings. Mail surveys were completed by community and hospital nurses (n = 1248) selected randomly from a provincial registry in Ontario, Canada. Scales measured organizational factors (organizational and immediate supervisor support, decentralized decision-making, nurse-physician relationships and work-group cohesiveness) and job-related factors (autonomy, job challenge, work demands, fair treatment, work-status congruence; satisfaction with career, salary, working conditions) of nurses' experiences in their work settings. Nurses in both sectors wanted more opportunities to participate in decision-making and recognition for their contributions to their organizations. In the hospital sector, nurses reported significantly lower levels of perceived organizational and supervisory support and autonomy, and were less satisfied with working conditions and scheduling. Nurses in the community sector were most dissatisfied with salary. No cross-sector differences were reported on nurse-physician relationships, degree of job challenge or career satisfaction. Successful recruitment and retention initiatives hinge on the ability (and willingness) of healthcare organizations to attend to the concerns expressed by nurses and create work settings that are attractive to both new recruits and nurses currently in their employ.
"Providing CRNs with decision making inspires collaboration. Collaborative efforts have positive outcomes for healthcare organizations, CRNs and patients (Brooks, 2004; Broughton, 2001; Cameron et al., 2004; CHSRF, 2006a, b; Hess, 2004; McGillis Hall, 2003; Tourangeau et al., 2006). Once momentum is established CRN leaders are a central component to implementation and process success of quality initiatives. "
[Show abstract][Hide abstract] ABSTRACT: Abstract
Purpose - The purpose of the paper is to describe the processes and results of implementing and evaluating the Releasing Time to Care™ (RTC™) model in a 45 bed Neurosciences unit in a tertiary care hospital in Saskatchewan province of western Canada.
Design/methodology/approach – Organizational restructuring in healthcare systems has impacted the ability of CRNs in participation and in influencing the decision making that affect the delivery and outcomes of patient-centered care. At the same time, Clinical Registered Nurses (CRNs) work has intensified because of increases in patient acuity, technological advances, complexity of care provided to patient families and communities, in addition to the intensifying demands put on by aging population and dwindling resources. The work reported in this paper shows that significant improvements have been made based on the current needs and the change is forever imminent. Establishing solid people connections and networking opportunities proved valuable for current and future exchange of information and knowledge translation.
Findings – Model implementation resulted in positive narrative and empirical data including: improved patient safety, staff engagement, leadership opportunities and an affirmative shift in organizational culture. Improved patient safety was evidenced by a reduction in falls and decreased medication errors.
Originality/value – The paper focuses on including the clinical nurse in organizational and system change towards improving patient-centered quality care. Neurosciences 6300 at Royal University Hospital (RUH) in Saskatoon, was viewed as an RTC™ champion and one of the first to implement and complete the eleven module toolkit.
Keywords – Patient-centered quality care, Clinical registered nurse (CRN), Lean, Quality improvement.
Paper type – Case study
"Interventions at the institutional level may include job-sharing as a way to enhance nurse retention amid budgetary constraints . Other retention initiatives focus on good nursing management during difficult times, including improved nurse recognition, enhanced transparency and communication opportunities, decentralised decision-making, enhanced nurse-physician relationships and improved group cohesion [43,53,54]. Particular attention should be dedicated to providing nurses with professional development opportunities, which have a high impact on retention [55,56]. "
[Show abstract][Hide abstract] ABSTRACT: Economic downturns and recession lead to budget cuts and service reductions in the healthcare sector which often precipitate layoffs and hiring freezes. Nurses, being the largest professional group in healthcare, are strongly affected by cost reductions. Economic downturns destabilize the nursing labour market with potential negative outcomes, including serious shortages, extending beyond the recessionary period. The objectives of this manuscript are to provide an overview of the potential short- and long-run impact of economic downturns on the supply and demand of nurses, and present healthcare decision makers with a framework to enhance their ability to strategically manage their human resources through economic cycles.
A narrative review of the literature on the effects of economic downturns on the nursing labour market in developed countries was carried out with a special focus on studies offering a longitudinal examination of labour force trends. Analysis indicates that economic downturns limit the ability of public payers and institutions to finance their existing health workforce. As salaried healthcare workers, nurses are especially susceptible to institutional budget cuts. In the short run, economic downturns may temporarily reduce the demand for and increase the supply of nurses, thereby influencing nursing wages and turnover rates. These effects may destabilise the nursing labour market in the long run. After economic downturns, the market would quickly display the pre-recessionary trends and there may be serious demand–supply imbalances resulting in severe shortages. Potential long-term effects of recession on the nursing labour market may include a downsized active workforce, difficulty in retaining younger nurses, a decreased supply of nurses and workforce casualisation.
Lack of understanding of labour market dynamics and trends might mislead policy makers into making misinformed workforce downsizing decisions that are often difficult and expensive to reverse. In the aftermath of an economic downturn, the costs of attracting nurses back often outweigh the short term cost savings. Effective management should support the nursing workforce by creating attractive and stable work environments to retain nurses at a manageable cost.
Human Resources for Health 08/2012; 10(1):23. DOI:10.1186/1478-4491-10-23 · 1.83 Impact Factor
"The instruments developed by Zeitz et al. have been utilized in various studies (Armstrong-Stassen et al., 2001; Armstrong-Stassen et al., 2005; Cameron et al., 2004; Carmeli, 2005; Chen et al., 2005; Douglas, Fredendall, 2004; Kayis et al., 2003; Korunka et al., 2003; Lee et al., 2003; Payne et al., 2002; Pool, 2000; Prajogo, "
[Show abstract][Hide abstract] ABSTRACT: Purpose: This article examines the relationship between organizational culture, police enforcement strategies, and job satisfaction among police officers working in various cities in two Midwestern states in the United States. Design/Methodology/Approach: Data for the study was gathered from 669 respondents in five medium and large sized police organizations in two adjacent Midwestern States. More specifically, police officers' (supervisors and non-supervisors) perceptions about organizational factors of job satisfaction are examined. Independent variables included both individual and organizational characteristics. Findings: Findings suggest that organizational characteristics are better predictors of job satisfaction than individual factors. Among the individual factors, in contrast to what was found by prior research, race was the only significant factor in predicting job satisfaction in state wide comparisons, whereas management support, social cohesion, and job challenges emerged as strong predictors of job satisfaction.
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