2.50
Hdl Handle:
http://hdl.handle.net/10755/159350
Type:
Presentation
Title:
Dealing with a Merger: The Experience of Long-Term Care Staff
Abstract:
Dealing with a Merger: The Experience of Long-Term Care Staff
Conference Sponsor:Midwest Nursing Research Society
Conference Year:2003
Author:Gaspar, Phyllis
Contact Address:Nursing, PO Box 5838, Stark Hall, Winona, MN, 55987, USA
Co-Authors:Susanne Smith; Linda Reveling Smith; Timothy Gaspar
Economic conditions have increased the occurrence of long-term care (LTC) facility mergers. Processes to facilitate the merger have not been studied. The aim of this study was to describe the staff experience during and after the merger of two LTC facilities. Lewin’s theory of planned change served as a framework for the study. Data were collected from monthly focus groups comprised of staff from the two LTC facilities held over four months during the merger process and four months later. The composition of the focus groups varied from 3 to 12 staff participants representing various departments. Data were reviewed and common themes identified. A follow-up meeting allowed members to review data accuracy and discusses reactions to the actual move. The Minnesota Job Satisfaction Questionnaire (MSQ) short form was administered just prior to the merger (N=52) and one year later (N=22). Pre and post comparisons were computed for group data. Themes identified reflected an experience of loss and change with expressions of anger, powerlessness, betrayal, uncertainty and sadness as well as hope and challenge. Continuous communication and involvement in the decision making process by all staff were identified as facilitating the merger process. Staff integration was occurring and new identity was being established. MSQ data indicated average level of job satisfaction with no significant difference in mean scores on the 3 subscales (general, intrinsic, and extrinsic) from pre-merger to one year follow-up. Lowest scores were in the extrinsic area reflective of the data from the focus groups. Recommendations to facilitate the merger process based on the data are: 1) Provide timely and consistent information, 2) Facilitate grieving process, 3) Work to develop a new identity separate from the previous facilities yet incorporate unique characteristics of each. A model for facilitating the merger process of LTC facilitates will be presented. AN: MN030119
Repository Posting Date:
26-Oct-2011
Date of Publication:
17-Oct-2011
Sponsors:
Midwest Nursing Research Society

Full metadata record

DC FieldValue Language
dc.typePresentationen_GB
dc.titleDealing with a Merger: The Experience of Long-Term Care Staffen_GB
dc.identifier.urihttp://hdl.handle.net/10755/159350-
dc.description.abstract<table><tr><td colspan="2" class="item-title">Dealing with a Merger: The Experience of Long-Term Care Staff </td></tr><tr class="item-sponsor"><td class="label">Conference Sponsor:</td><td class="value">Midwest Nursing Research Society</td></tr><tr class="item-year"><td class="label">Conference Year:</td><td class="value">2003</td></tr><tr class="item-author"><td class="label">Author:</td><td class="value">Gaspar, Phyllis</td></tr><tr class="item-address"><td class="label">Contact Address:</td><td class="value">Nursing, PO Box 5838, Stark Hall, Winona, MN, 55987, USA</td></tr><tr class="item-co-authors"><td class="label">Co-Authors:</td><td class="value">Susanne Smith; Linda Reveling Smith; Timothy Gaspar</td></tr><tr><td colspan="2" class="item-abstract">Economic conditions have increased the occurrence of long-term care (LTC) facility mergers. Processes to facilitate the merger have not been studied. The aim of this study was to describe the staff experience during and after the merger of two LTC facilities. Lewin&rsquo;s theory of planned change served as a framework for the study. Data were collected from monthly focus groups comprised of staff from the two LTC facilities held over four months during the merger process and four months later. The composition of the focus groups varied from 3 to 12 staff participants representing various departments. Data were reviewed and common themes identified. A follow-up meeting allowed members to review data accuracy and discusses reactions to the actual move. The Minnesota Job Satisfaction Questionnaire (MSQ) short form was administered just prior to the merger (N=52) and one year later (N=22). Pre and post comparisons were computed for group data. Themes identified reflected an experience of loss and change with expressions of anger, powerlessness, betrayal, uncertainty and sadness as well as hope and challenge. Continuous communication and involvement in the decision making process by all staff were identified as facilitating the merger process. Staff integration was occurring and new identity was being established. MSQ data indicated average level of job satisfaction with no significant difference in mean scores on the 3 subscales (general, intrinsic, and extrinsic) from pre-merger to one year follow-up. Lowest scores were in the extrinsic area reflective of the data from the focus groups. Recommendations to facilitate the merger process based on the data are: 1) Provide timely and consistent information, 2) Facilitate grieving process, 3) Work to develop a new identity separate from the previous facilities yet incorporate unique characteristics of each. A model for facilitating the merger process of LTC facilitates will be presented. AN: MN030119 </td></tr></table>en_GB
dc.date.available2011-10-26T21:56:01Z-
dc.date.issued2011-10-17en_GB
dc.date.accessioned2011-10-26T21:56:01Z-
dc.description.sponsorshipMidwest Nursing Research Societyen_GB
All Items in this repository are protected by copyright, with all rights reserved, unless otherwise indicated.