Direct Care Nurses' Perceptions of the Value of Using a Shared Governance Process to Select New Nurse Managers

2.50
Hdl Handle:
http://hdl.handle.net/10755/148749
Type:
Presentation
Title:
Direct Care Nurses' Perceptions of the Value of Using a Shared Governance Process to Select New Nurse Managers
Abstract:
Direct Care Nurses' Perceptions of the Value of Using a Shared Governance Process to Select New Nurse Managers
Conference Sponsor:Sigma Theta Tau International
Conference Year:2007
Author:Moran, Judith Ann, DNSc, RN, CNA, BC
P.I. Institution Name:Huntington Hospital
Title:Assistant Director of Nursing, Critical Care Services and Coordinator, Nursing Research/ Evidence-Based Practice
[Clinical session research presentation] Professional nursing practice models which enhance nurse decisional involvement are empirically associated with better outcomes. A shared governance model provides direct care nurses with opportunities to take an active role in decision making, with high levels of participation and accountability for the outcomes of their decisions. In Magnet-designated organizations nurses have the authority and responsibility to provide high quality care nursing care. In addition, nurses are permitted and expected to practice autonomously, consistent with professional standards. In 2005 the resignation of a nurse manager at a Magnet-designated community hospital prompted direct care nurses to request input into the decision making process for the selection of their new nurse leader. The Chief Nurse Executive challenged the staff to develop a shared governance process whereby direct care nurses would form a search committee to interview candidates for the management position. The CNO met with the nurses prior to the interviews to discuss the importance of the role of nurse managers in today's healthcare environment. This meeting included an interactive discussion of qualifications and responsibilities, as specified in the ANA Scope and Standards for Nurse Administrators. A staff development instructor assisted the search committee to review literature describing effective interviewing techniques, and develop behavioral interview questions. A well thought out recommendation to the CNO was accepted, and the new nurse manger was appointed. The use of a shared governance process to select new nurse managers has been so successful that it has been applied in each situation where a nurse manager position has become vacant during the past year. An IRB approved, qualitative nursing research study has been developed to identify direct care nurses? perceptions of the value of using a shared governance process to select new nurse managers, and what the experience means to them in their professional development.
Repository Posting Date:
26-Oct-2011
Date of Publication:
17-Oct-2011
Sponsors:
Sigma Theta Tau International

Full metadata record

DC FieldValue Language
dc.typePresentationen_GB
dc.titleDirect Care Nurses' Perceptions of the Value of Using a Shared Governance Process to Select New Nurse Managersen_GB
dc.identifier.urihttp://hdl.handle.net/10755/148749-
dc.description.abstract<table><tr><td colspan="2" class="item-title">Direct Care Nurses' Perceptions of the Value of Using a Shared Governance Process to Select New Nurse Managers</td></tr><tr class="item-sponsor"><td class="label">Conference Sponsor:</td><td class="value">Sigma Theta Tau International</td></tr><tr class="item-year"><td class="label">Conference Year:</td><td class="value">2007</td></tr><tr class="item-author"><td class="label">Author:</td><td class="value">Moran, Judith Ann, DNSc, RN, CNA, BC</td></tr><tr class="item-institute"><td class="label">P.I. Institution Name:</td><td class="value">Huntington Hospital</td></tr><tr class="item-author-title"><td class="label">Title:</td><td class="value">Assistant Director of Nursing, Critical Care Services and Coordinator, Nursing Research/ Evidence-Based Practice</td></tr><tr class="item-email"><td class="label">Email:</td><td class="value">jmoran@hunthosp.org</td></tr><tr><td colspan="2" class="item-abstract">[Clinical session research presentation] Professional nursing practice models which enhance nurse decisional involvement are empirically associated with better outcomes. A shared governance model provides direct care nurses with opportunities to take an active role in decision making, with high levels of participation and accountability for the outcomes of their decisions. In Magnet-designated organizations nurses have the authority and responsibility to provide high quality care nursing care. In addition, nurses are permitted and expected to practice autonomously, consistent with professional standards. In 2005 the resignation of a nurse manager at a Magnet-designated community hospital prompted direct care nurses to request input into the decision making process for the selection of their new nurse leader. The Chief Nurse Executive challenged the staff to develop a shared governance process whereby direct care nurses would form a search committee to interview candidates for the management position. The CNO met with the nurses prior to the interviews to discuss the importance of the role of nurse managers in today's healthcare environment. This meeting included an interactive discussion of qualifications and responsibilities, as specified in the ANA Scope and Standards for Nurse Administrators. A staff development instructor assisted the search committee to review literature describing effective interviewing techniques, and develop behavioral interview questions. A well thought out recommendation to the CNO was accepted, and the new nurse manger was appointed. The use of a shared governance process to select new nurse managers has been so successful that it has been applied in each situation where a nurse manager position has become vacant during the past year. An IRB approved, qualitative nursing research study has been developed to identify direct care nurses? perceptions of the value of using a shared governance process to select new nurse managers, and what the experience means to them in their professional development.</td></tr></table>en_GB
dc.date.available2011-10-26T09:50:01Z-
dc.date.issued2011-10-17en_GB
dc.date.accessioned2011-10-26T09:50:01Z-
dc.description.sponsorshipSigma Theta Tau Internationalen_GB
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