2.50
Hdl Handle:
http://hdl.handle.net/10755/157856
Type:
Presentation
Title:
Nurse Managers Create Healthy Workplaces
Abstract:
Nurse Managers Create Healthy Workplaces
Conference Sponsor:Western Institute of Nursing
Conference Year:2006
Author:Parsons, Mickey, PhD, MHA, RN
P.I. Institution Name:University of Texas HSC at San Antonio
Title:Associate Professor
Contact Address:10 Canterview, San Antonio, TX, 78254, USA
Contact Telephone:210-567-0059
Co-Authors:Patricia Cornett, EdD, MSN, RN and Clarice Golightly-Jenkins, PhD, MSN, RN
Purpose: The specific purpose of this study is to identify the key components and priorities to create a Hospital Healthy Workplace from the perspective of nurse manager and nurse executive teams. The nursing shortage is recognized as an international problem and it is imperative that the nurse managers' desired characteristics be promulgated to ensure that sustainable and positive work environments are created to promote retention and recruitment. Background: An overarching framework for "health promoting organizations" guides the hospital intervention. The Emery open systems approach to whole systems change and participative design forms the theoretical rationale. The key concepts of shared leadership, participatory change management, and empowerment based upon Magnet Hospital research findings informs the intervention. Method: A sample of nursing management/executive teams from 5 acute care hospitals in a multi-hospital system in the Southwest was selected; Participatory action research was used through future search conference methodology to facilitate each nurse manager and nurse executive team to develop their vision for a healthy workplace. This was one step of a multi-component comprehensive intervention and evaluation to facilitate the team to create a Healthy Workplace. In this process each team developed a shared history, desired future utilizing a "Mind Map" (a visual schema of their future Healthy Workplace), and set priorities for their hospitals. Content analysis of the "Mind Maps" and conference records is being used to identify the key components of a healthy workplace and priorities for implementation. Staff outcomes for control over practice, work satisfaction, professional practice environment, empowerment, trust, and organizational commitment are also utilized in the organizational assessment.
Results: The key components of a Healthy Workplace are as follows: A shared value for excellence in patient care; Hospital-wide and unit specific effective and efficient clinical processes and systems; Clinical and management professional development; Interdisciplinary executive/manager teamwork behavioral norms; Effective and efficient staffing systems; Effective and efficient business processes/systems; and a Workable, safe, and welcoming physical environment within a framework for continuous improvement, thus becoming a magnet for staff and patients. A complete analysis of all the data is in progress and will be completed by the end of the year. Implications: Healthy work environments are essential for nurse manager and staff nurse retention and recruitment. The results are intended to contribute to both the development of an emerging body of knowledge about healthy workplaces and to the healthcare leaders? armamentarium for developing their own organizations. Funded by the Methodist Healthcare System, San Antonio, Texas.
Repository Posting Date:
26-Oct-2011
Date of Publication:
17-Oct-2011
Sponsors:
Western Institute of Nursing

Full metadata record

DC FieldValue Language
dc.typePresentationen_GB
dc.titleNurse Managers Create Healthy Workplacesen_GB
dc.identifier.urihttp://hdl.handle.net/10755/157856-
dc.description.abstract<table><tr><td colspan="2" class="item-title">Nurse Managers Create Healthy Workplaces</td></tr><tr class="item-sponsor"><td class="label">Conference Sponsor:</td><td class="value">Western Institute of Nursing</td></tr><tr class="item-year"><td class="label">Conference Year:</td><td class="value">2006</td></tr><tr class="item-author"><td class="label">Author:</td><td class="value">Parsons, Mickey, PhD, MHA, RN</td></tr><tr class="item-institute"><td class="label">P.I. Institution Name:</td><td class="value">University of Texas HSC at San Antonio</td></tr><tr class="item-author-title"><td class="label">Title:</td><td class="value">Associate Professor</td></tr><tr class="item-address"><td class="label">Contact Address:</td><td class="value">10 Canterview, San Antonio, TX, 78254, USA</td></tr><tr class="item-phone"><td class="label">Contact Telephone:</td><td class="value">210-567-0059</td></tr><tr class="item-email"><td class="label">Email:</td><td class="value">parsonsm@uthscsa.edu</td></tr><tr class="item-co-authors"><td class="label">Co-Authors:</td><td class="value">Patricia Cornett, EdD, MSN, RN and Clarice Golightly-Jenkins, PhD, MSN, RN</td></tr><tr><td colspan="2" class="item-abstract">Purpose: The specific purpose of this study is to identify the key components and priorities to create a Hospital Healthy Workplace from the perspective of nurse manager and nurse executive teams. The nursing shortage is recognized as an international problem and it is imperative that the nurse managers' desired characteristics be promulgated to ensure that sustainable and positive work environments are created to promote retention and recruitment. Background: An overarching framework for &quot;health promoting organizations&quot; guides the hospital intervention. The Emery open systems approach to whole systems change and participative design forms the theoretical rationale. The key concepts of shared leadership, participatory change management, and empowerment based upon Magnet Hospital research findings informs the intervention. Method: A sample of nursing management/executive teams from 5 acute care hospitals in a multi-hospital system in the Southwest was selected; Participatory action research was used through future search conference methodology to facilitate each nurse manager and nurse executive team to develop their vision for a healthy workplace. This was one step of a multi-component comprehensive intervention and evaluation to facilitate the team to create a Healthy Workplace. In this process each team developed a shared history, desired future utilizing a &quot;Mind Map&quot; (a visual schema of their future Healthy Workplace), and set priorities for their hospitals. Content analysis of the &quot;Mind Maps&quot; and conference records is being used to identify the key components of a healthy workplace and priorities for implementation. Staff outcomes for control over practice, work satisfaction, professional practice environment, empowerment, trust, and organizational commitment are also utilized in the organizational assessment. <br/>Results: The key components of a Healthy Workplace are as follows: A shared value for excellence in patient care; Hospital-wide and unit specific effective and efficient clinical processes and systems; Clinical and management professional development; Interdisciplinary executive/manager teamwork behavioral norms; Effective and efficient staffing systems; Effective and efficient business processes/systems; and a Workable, safe, and welcoming physical environment within a framework for continuous improvement, thus becoming a magnet for staff and patients. A complete analysis of all the data is in progress and will be completed by the end of the year. Implications: Healthy work environments are essential for nurse manager and staff nurse retention and recruitment. The results are intended to contribute to both the development of an emerging body of knowledge about healthy workplaces and to the healthcare leaders? armamentarium for developing their own organizations. Funded by the Methodist Healthcare System, San Antonio, Texas.</td></tr></table>en_GB
dc.date.available2011-10-26T20:16:12Z-
dc.date.issued2011-10-17en_GB
dc.date.accessioned2011-10-26T20:16:12Z-
dc.description.sponsorshipWestern Institute of Nursingen_GB
All Items in this repository are protected by copyright, with all rights reserved, unless otherwise indicated.