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Hospitals are challenged to understand factors related to staff nurse retention in the context of the nursing shortage slowdown (Huselid, 1995; Mancino, 2008; Mancino, 2009). Leadership is a major factor in organizational success (Gandossy & Guarnieri, 2008; Gettler, 2003; Wooten & Crane, 2003) and nurse managers are the direct link between the executive nurse leaders and the registered nurses (RN) in the staff position (Taunton, Boyle, Woods, Hansen, & Bott, 1997). Studies show that nurse manager leader behaviors influence staff nurse job satisfaction (Blegen, 1993; Irvine & Evans, 1995; Lashinger & Finegan, 2005). A primary role of the nurse leader is to plan strategies for recruiting nursing personnel and to prevent rapid and frequent turnover of nursing staff (American Nurses Association [ANA] Nursing Administration Scope and Standards of Practice, 2009). Nurse managers are in a position to influence staff nurses' job satisfaction and retention through their leader behaviors. McGuire and Kennerly (2006) and Brown and Reilly (2009) conducted studies that show managers perceive their leadership behaviors different than those who reported to them. Bass and Avolio (2004) pointed out that leadership is in the 'eye of the beholder' and the leadership behavior ratings represented the people's perceptions of leaders (p. 9). Understanding the staff nurse perception of their nurse manager leadership behaviors that are related to staff nurse job satisfaction will contribute to improving staff nurse retention strategies. The Magnet Recognition program is one approach to improving staff nurse job satisfaction and retention. The Magnet Recognition program (Magnet) considers that the nurse leaders are the key to nursing excellence (American Nurses Credentialing Center [ANCC], n.d.). The sample population for this study was staff nurses in an acute care hospital applying for Magnet Recognition status. The purpose of this correlational research study was to describe the relationship between the staff nurse perception of their nurse manager leadership behaviors associated with both the facets of staff nurse job satisfaction (job satisfaction with: work on present job, pay, promotion, supervision, and co-workers) and staff nurse overall job satisfaction and the relationship between the facets of staff nurse job satisfaction and staff nurse overall job satisfaction in an acute care hospital applying for Magnet Recognition status (Magnet status). The intent to depart is conceptually and empirically shown to be a direct antecedent to actual turnover. Overall job satisfaction and turnover are inversely related. Brodke et al. (2009) reported overall job satisfaction was the best predictor of intent to quit. Many studies examined facets of staff nurse job satisfaction but the researcher identified that few if any studies examined nurse manager leadership behaviors related to facets of staff nurse job satisfaction and staff nurse overall job satisfaction in a hospital in the process of applying for Magnet status.
This text provides nurses studying leadership theory with insight and guidance in motivating and leading staff. The concepts of transformational leadership are explored to direct the nurse leader in increasing productivity and retention of staff.
NEW! Chapter on palliative care focuses on how to best provide patients with relief from the symptoms and stress of a serious illness, and how to improve the quality of life for both the patient and family. NEW! Combined chapter on quality improvement and QSEN keeps readers up to date on the latest competencies from the Institute of Medicine. NEW! Professional/Ethical Issue boxes provide a short scenario about an ethical issue related to the chapter content. NEW! Updated coverage reflects the latest NCLEX test plan. NEW! Incorporation of Triple Aim in healthcare discusses ways to improve the health of the population, enhance the experience and outcomes of the patient, and reduce per capita cost of care for the benefit of communities. NEW! Expanded coverage of working in an interdisciplinary team reflects the changing healthcare landscape and need to work in collaboration with a variety of healthcare specialists.
Thoroughly prepare for the rapidly evolving world of nursing with Contemporary Nursing: Issues, Trends, & Management, 7th Edition. Expert authors Barbara Cherry and Susan Jacob combine their own expertise from both academics and practice as they cover the relevant issues affecting today's nurses. In 28 chapters, including a new chapter on palliative care, this comprehensive new edition takes readers through the evolution of nursing, the role of the nurse today, safe and effective decision-making, collaboration and communication, leadership, job opportunities, and a number of timely issues affecting healthcare and nursing practice today. Full-color design enhances the narrative with a clear, visually appealing explanation of concepts. Humorous cartoons open each chapter to illustrate the chapter themes. Vignettes at the beginning of each chapter personalize nursing history and practice and help readers understand their place in the profession. Questions to Consider While Reading This Chapter follow the vignettes and prepare the reader for the topic to be discussed. Key terms, learning outcomes, chapter overviews, and chapter summaries help readers focus their learning experience. Unit on Leadership and Management in Nursing includes content to prepare nurses to effectively function in the management roles expected of the professional nurse. Unit on Career Management provides strategies on how to make the transition from student to practitioner and tips on how to pass the NCLEX-RN Examination. Case studies help readers apply theory to clinical practice. NEW! Chapter on palliative care focuses on how to best provide patients with relief from the symptoms and stress of a serious illness, and how to improve the quality of life for both the patient and family. NEW! Combined chapter on quality improvement and QSEN keeps readers up to date on the latest competencies from the Institute of Medicine. NEW! Professional/Ethical Issue boxes provide a short scenario about an ethical issue related to the chapter content. NEW! Updated coverage reflects the latest NCLEX test plan. NEW! Incorporation of Triple Aim in healthcare discusses ways to improve the health of the population, enhance the experience and outcomes of the patient, and reduce per capita cost of care for the benefit of communities. NEW! Expanded coverage of working in an interdisciplinary team reflects the changing healthcare landscape and need to work in collaboration with a variety of healthcare specialists.
This is the first practical guide for nurses on how to incorporate the knowledge, skills, and tools of Strength-Based Nursing Care (SBC) into everyday practice. The text, based on a model developed by the McGill University Nursing Program, signifies a paradigm shift from a deficit-based model to one that focuses on individual, family, and community strengths as a cornerstone of effective nursing care. The book develops the theoretical foundations underlying SBC, promotes the acquisition of fundamental skills needed for SBC practice, and offers specific strategies, techniques, and tools for identifying strengths and harnessing them to facilitate healing and health. The testimony of 46 nurses demonstrates how SBC can be effectively used in multiple settings across the lifespan.
The Future of Nursing explores how nurses' roles, responsibilities, and education should change significantly to meet the increased demand for care that will be created by health care reform and to advance improvements in America's increasingly complex health system. At more than 3 million in number, nurses make up the single largest segment of the health care work force. They also spend the greatest amount of time in delivering patient care as a profession. Nurses therefore have valuable insights and unique abilities to contribute as partners with other health care professionals in improving the quality and safety of care as envisioned in the Affordable Care Act (ACA) enacted this year. Nurses should be fully engaged with other health professionals and assume leadership roles in redesigning care in the United States. To ensure its members are well-prepared, the profession should institute residency training for nurses, increase the percentage of nurses who attain a bachelor's degree to 80 percent by 2020, and double the number who pursue doctorates. Furthermore, regulatory and institutional obstacles-including limits on nurses' scope of practice-should be removed so that the health system can reap the full benefit of nurses' training, skills, and knowledge in patient care. In this book, the Institute of Medicine makes recommendations for an action-oriented blueprint for the future of nursing.
Patient-centered, high-quality health care relies on the well-being, health, and safety of health care clinicians. However, alarmingly high rates of clinician burnout in the United States are detrimental to the quality of care being provided, harmful to individuals in the workforce, and costly. It is important to take a systemic approach to address burnout that focuses on the structure, organization, and culture of health care. Taking Action Against Clinician Burnout: A Systems Approach to Professional Well-Being builds upon two groundbreaking reports from the past twenty years, To Err Is Human: Building a Safer Health System and Crossing the Quality Chasm: A New Health System for the 21st Century, which both called attention to the issues around patient safety and quality of care. This report explores the extent, consequences, and contributing factors of clinician burnout and provides a framework for a systems approach to clinician burnout and professional well-being, a research agenda to advance clinician well-being, and recommendations for the field.
This book explores the various features of work environments that affect nurses' experiences of their work, their interactions with co-workers and patients, and ultimately health care quality and patient outcomes. Using a broad and comprehensive approach, the authors identify the most extensively researched and best-understood concepts in the field and presents a critical and up-to-date review of the evidence regarding causes and effects of work environment features. It then presents evidence regarding organizational interventions aimed at broad ranges of clinical practices and outcomes, such as team-based interventions and management practices to improve practice climate. The ideas, approaches, and evidence are presented by a team of researchers and experienced practitioner/leaders; taken together, they form a state-of-the-science toolkit. Unique features of this book include a systematic presentation of best practices in nursing and healthcare leadership, along with the conceptual grounding and empirical support for these approaches, and extensive demonstrations of how these practices, many of which originated in North America, apply to European contexts.