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Journal articles on the topic 'Nurse administrators'

Author: Grafiati

Published: 4 June 2021

Last updated: 31 July 2024

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1

Tullai-McGuinness, Susan, Karen A. Ballard, Rita Munley Gallagher, and Holly Carpenter. "Nurse Administrators." Nursing Administration Quarterly 34, no. 4 (2010): 282–88. http://dx.doi.org/10.1097/naq.0b013e3181f56300.

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2

Bautista, John Robert, Trisha T. C. Lin, and Yin-Leng Theng. "Influence of Organizational Issues on Nurse Administrators’ Support to Staff Nurses’ Use of Smartphones for Work Purposes in the Philippines: Focus Group Study." JMIR Nursing 3, no. 1 (January 10, 2020): e17040. http://dx.doi.org/10.2196/17040.

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Background Studies show that nurses use their own smartphones for work purposes, and there are several organizational issues related to this. However, it is unclear what these organizational issues are in the Philippines and the influence they have on nurse administrators’ (ie, superiors) support to staff nurses’ (ie, subordinates) use of smartphones for work purposes. Objective Drawing from the Organizational Support Theory (OST), this study aimed to identify organizational issues that influence nurse administrators’ support to staff nurses’ use of smartphones for work purposes. Methods Between June and July 2017, 9 focus groups with 43 nurse administrators (ie, head nurses, nurse supervisors, and nurse managers) were conducted in 9 tertiary-level general hospitals in Metro Manila, the Philippines. Drawing from OST, issues were classified as those that encouraged or inhibited nurse administrators to support nurses’ use of smartphones for work purposes. Results Nurse administrators were encouraged to support nurses’ use of smartphones for work purposes when (1) personal smartphones are superior to workplace technologies, (2) personal smartphones resolve unit phone problems, and (3) policy is unrealistic to implement. Conversely, issues that inhibited nurse administrators to support nurses’ use of smartphones for work purposes include (1) smartphone use for nonwork purposes and (2) misinterpretation by patients. Conclusions Nurse administrators in the Philippines faced several organizational issues that encouraged or inhibited support to staff nurses’ use of smartphones for work purposes. Following OST, the extent of their support can influence staff nurses’ perceived organizational support on the use of smartphones for work purposes, Overall, the findings highlight the role and implication of organizational support in the context of smartphone consumerization in hospital settings, especially in developing countries.

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Banister, Gaurdia, Allyssa Harris, Patricia Masson, Laura Dzurec, Carmela Daniello, Nadia Raymond, Jhoana Yactayo, Nora Horick, and Weixing Haung. "Racism and Nursing Leadership in Massachusetts." JONA: The Journal of Nursing Administration 54, no. 3 (March 2024): 167–71. http://dx.doi.org/10.1097/nna.0000000000001401.

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BACKGROUND Nursing in the United States has evolved within the same historical context that has reproduced and spread racism worldwide. Nurse administrators are integral to the quality of nurses' practice and play a key role in eliminating racial injustice in places of work. PURPOSE Using a feminist and critical race feminist framework, this study examined Massachusetts nurses' experiences of racism in their places of work, focusing on nurse administrators' influence on the nonadministrator (staff nurse) experience of racism experiences before and after George Floyd's death. METHODS An investigator-developed, electronic survey was sent to Massachusetts professional nursing organizations for distribution to their members in 2021. Two hundred nineteen nurse respondents completed Likert-scale and open-ended branching logic survey questions to yield the quantitative and qualitative data analyzed for this mixed-methods study. FINDINGS Nurse administrators were: 1) more likely than staff nurses to state that policies and meetings to address racism and diversity, equity, and inclusion had taken place before and after George Floyd's murder; and 2) less likely than staff nurses to directly experience racism at the hands of a colleague or a superior. Nurse administrators influence staff nurses' experiences of racism.

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Kim, Yong-Soon, Jee-Won Park, Youn-Jung Son, and Sung-Suk Han. "Ethical dilemmas and Resources used by Nurse Administrators." Korean Journal of Medical Ethics 5, no. 1 (June 2002): 1–14. http://dx.doi.org/10.35301/ksme.2002.5.1.1.

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The purpose of this study was to investigate types of ethical dilemmas and resourses used by nurse administrators. Study data were collected from Aug 6, 2001 to Aug 24, 2000. Study subjects were 283 nurse administrators working in university hospitals. A structured questionnaire was used for data collection. Descriptive statistics and χ2- test were employed to analyze the data. The results of study are summarized as follows 1) Concerning the frequent types of ethical dilemmas, the ranked one highest was "incompetent physicians", the second was "incompetent nurses", the third was “employee relations". 2) They were asked to identify three of the resources they used most frequently when resolving ethical dilemmas. "Personal values", "senior nurse manager", "Nursing colleagues" were named most often. 3) There was significant difference between general characteristics and frequent types of ethical dilemmas experienced by nurse administrators : hospital size and incompetent nurses(χ2=14.511, p=.024), institute hitory and incompetent nurses(χ2=10.343, p=.016), hospital location and employee relations(χ2=8.776, p=.032), the present role and employee relations(χ2=8.348, p=.039), highest degree and employee relations(χ2=19.338, p=.000). 4) There was significant difference between general characteristics and resources used by nurse administrators : hospital history and personal values(χ2=8.849, p=.031), age and personal values(χ2=11.825, p=.008), executive career and personal values(χ2=9.715, p=.021), total career and personal values(χ2=14.303, p=.003), the present role and personal values(χ2=13.603, p=.003). age and senior nurse manager(χ2=9.040 p=.029), executive career and senior nurse manager(χ2=17.443, p=.001), total career and senior nurse manager(χ2=9.327, p=.025), the present working place(χ2=14.943, p=.005), hospital size and nurse colleagues(χ2=15.152, p=.019), hospital religion and nurse colleagues(χ2=6.082, p=.048), total career and nurse colleagues(χ2=9.099, p=.028). In conclusion, this study suggests that frequent types of ethical dilemmas experienced and resources used by nurse administrators are significant difference in personal and hospital characteristics.

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Lamasan, John Ian, and Ryan Michael F. Oducado. "A Qualitative Description of Millennial Nurse Administrators’ Perspectives on Leadership and Their Practice Environment." INDONESIAN NURSING JOURNAL OF EDUCATION AND CLINIC (INJEC) 3, no. 2 (May 2, 2019): 153. http://dx.doi.org/10.24990/injec.v3i2.226.

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Introduction: Millennial nurses are beginning to accept leadership roles and will soon take over governance in the nursing profession and healthcare industry. This study aimed to describe the perspectives on leadership and their practice environment of millennial nurse administrators working in tertiary hospitals in Iloilo City, Philippines. Methods: Eight (8) millennial nurse administrators were purposively chosen. Through a qualitative descriptive inquiry by Sandelowski (2000), data were gathered using semi-structured interviews and analyzed employing qualitative content analysis. Results: Twelve (12) meaningful categories were derived directly from the interview transcripts. Millennial nurse administrators perceive leadership by way of (1) directing, (2) guiding, (3) empowering and (4) modeling to staff. They viewed their practice environment as (5) having a harmonious relationship while (6) maintaining professional relationship among the healthcare team members, (7) upholding standards and (8) ensuring client satisfaction as a measure of quality care. Millennial nurse administrators shared feelings of being (9) overwhelmed at the start yet (10) fulfilling in the end. Lastly, they had challenges in (11) dealing with older staff and in (12) assuming the full responsibility and accountability of their unit. Conclusions: Considering the complexities in the healthcare profession, millennial nurse administrators cope with the responsibilities brought by their position as major key players to ensure that unit operations abide with practice standards. Millennial nurse administrators must be provided with understanding, support, and mentoring, to enhance their leadership competencies as they progress into higher leadership positions.

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Sorbello,, Barbara. "The Nurse Administrator as Caring Person: A Synoptic Analysis Applying Caring Philosophy, Ray’s Ethical Theory of Existential Authenticity, The Ethic of Justice, and The Ethic of Care." International Journal of Human Caring 12, no. 1 (February 2008): 44–49. http://dx.doi.org/10.20467/1091-5710.12.1.44.

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By virtue of their position, nurse administrators are responsible for patient outcomes, developing strategic plans and budget forecasts, and overall organizational viability. In addition to these activities, nurse administrators recognize that it is equally, if not more, important to care for individual staff members, to role model caring, and to facilitate an environment where caring is valued. This article presents a nurse administrator’s experience of living caring during and after two hurricanes that devastated the hospital and its staff members. Caring philosophy, the ethics of care, and the ethics of justice theories are used as frameworks through which to view how living caring within this situation provided for the needs of the individuals and for the organization

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7

McManus, Elaine M. "Nurse Administrators Experience Job Satisfaction." Nursing Management (Springhouse) 20, no. 9 (September 1989): 83???85. http://dx.doi.org/10.1097/00006247-198909000-00023.

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GIERLOFF, MARYANN, DIANE BIORDI, KARYN HOLM, and BIRNADETTE BISKUP. "VA Nurse Administrators?? Information Needs." Nursing Management (Springhouse) 21, no. 7 (July 1990): 70???72. http://dx.doi.org/10.1097/00006247-199007000-00029.

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9

Carroll, Theresa L. "Educating Nurse Administrators for Tomorrow." Nursing Management (Springhouse) 23, no. 4 (April 1992): 80–81. http://dx.doi.org/10.1097/00006247-199204000-00022.

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Blouin, Ann Scott, and Nancy J. Brent. "Nurse Administrators in Job Transition." JONA: The Journal of Nursing Administration 22, no. 5 (May 1992): 8–10. http://dx.doi.org/10.1097/00005110-199205000-00004.

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Blouin, Ann Scott, and Nancy J. Brent. "Nurse Administrators in Job Transition." JONA: The Journal of Nursing Administration 22, no. 12 (December 1992): 13???14. http://dx.doi.org/10.1097/00005110-199212000-00005.

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12

Borawski, Deborah B. "Ethical Dilemmas for Nurse Administrators." JONA: The Journal of Nursing Administration 25, no. 7 (July 1995): 60–62. http://dx.doi.org/10.1097/00005110-199507000-00017.

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ONISHI, MAMI, MINAKO SASAKI, AYAKO NAGATA, and KATSUYA KANDA. "Development of nurses with specialties: the nurse administrators’ perspective." Journal of Nursing Management 16, no. 7 (October 2008): 795–803. http://dx.doi.org/10.1111/j.1365-2834.2008.00882.x.

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Yu, Hsing-Yi, Fu-In Tang, I.-Ju Chen, Teresa J. C. Yin, Chu-Chieh Chen, and Shu Yu. "Nurse administrators’ intentions and considerations in recruiting inactive nurses." Journal of Nursing Management 24, no. 5 (February 1, 2016): 589–97. http://dx.doi.org/10.1111/jonm.12361.

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15

Grobe, Susan. "Nursing Informatics Competencies." Methods of Information in Medicine 28, no. 04 (October 1989): 267–69. http://dx.doi.org/10.1055/s-0038-1636804.

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Abstract:The purpose of the paper is to present both the processes and the results of a task force organized to recommend nursing informatics competencies for practicing nurses, nurse administrators, nurse teachers and. nurse researchers. The competencies are designed to be useful in preparing nurses for their specific roles. The criterion for inclusion of a specific informatics competency statement was task force consensus.

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Poe, Laura. "Nursing Regulation, the Nurse Licensure Compact, and Nurse Administrators." Nursing Administration Quarterly 32, no. 4 (October 2008): 267–72. http://dx.doi.org/10.1097/01.naq.0000336722.10689.d3.

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NAVARRE, BONNIE PUCKETT. "Incentive Plans Needed for Nurse Administrators." Nursing Management (Springhouse) 19, no. 10 (October 1988): 60???65. http://dx.doi.org/10.1097/00006247-198810000-00013.

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LOVERIDGE, CATHERINE E. "Lessons in Excellence for Nurse Administrators." Nursing Management (Springhouse) 22, no. 5 (May 1991): 46–47. http://dx.doi.org/10.1097/00006247-199105000-00012.

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Schmieding, Norma Jean. "Reflective inquiry framework for nurse administrators." Journal of Advanced Nursing 30, no. 3 (September 1999): 631–39. http://dx.doi.org/10.1046/j.1365-2648.1999.01134.x.

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Eldridge, Carol, and Sharon Judkins. "Rural nurse administrators: Essentials for practice." Online Journal of Rural Nursing and Health Care 3, no. 2 (December 2003): 9–16. http://dx.doi.org/10.14574/ojrnhc.v3i2.235.

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21

Thornton, Marleen. "LGBT Older Adults and Nurse Administrators." Nursing Administration Quarterly 42, no. 2 (2018): 129–35. http://dx.doi.org/10.1097/naq.0000000000000282.

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Pottere, Danita, and Danita Tolson. "The development of a guide for nurse leaders in higher education." International Journal of Advanced Nursing Studies 6, no. 1 (February 17, 2017): 24. http://dx.doi.org/10.14419/ijans.v6i1.7194.

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Aim: Little is known regarding mentoring and supportive resources to assist, retain, and support nurse administrators at Historically Black Colleges and Universities (HBCUs). The purpose of this paper is to discuss and describe the analysis of nurse leaders expressed journey to leadership, and a provide a guide for nursing leadership development.Methods: Thematic analysis of nurse leaders expressed challenges and terms and concepts of nursing leadership that prepared them for their role as a successful nurse leader.Results: Themes were derived from the analysis of past distinguished nurse leaders and provided a foundation for the development of mentoring guide for African American nurse leaders.Conclusions: Mentoring and supportive resources are essential in retaining nurse leaders in higher education. A guide on how to retain and support nurse administrators at HBCUs. This guide serves as a foundation for colleges and universities in their recruitment, orientation, and retention of nurse administrators in higher education.

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23

Sharp, Deborah, Elisa Haynes, Helen Lee, Cindy Bussey, Abla Afatsawo, Sylvia Davis, Donna Owens, and Marjorie Jenkins. "Professional Nurse Advancement Programs: The Face of Leadership at the Bedside." Creative Nursing 24, no. 2 (June 2018): 105–9. http://dx.doi.org/10.1891/1078-4535.24.2.105.

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Aims and ObjectiveThis article reviews a professional nurse advancement program and describes how it benefits patient care, staff engagement, and patient satisfaction.BackgroundExisting literature notes that professional nurse advancement programs can empower nurses to improve nursing care at the bedside and contribute to a safe patient care environment.MethodThe article reviews the qualitative exploration of the activities of participants in a professional nurse advancement program to determine the impact on patient care and identify benefits of the program. The article summarizes findings from thematic and narrative technique analysis of semistructured interviews with nurses, nurse leaders, and nurse administrators, and reviews of nurses’ portfolio information.ResultsImplementation of a professional nurse advancement program correlated with decreased patient falls, increased bedside clinician involvement in research, and positive outcomes in nursing quality indicators.ConclusionA professional nurse advancement program fosters continued professional growth and opportunities for advancement; promotes pride, personal responsibility, and respect for self; and prepares and enables nurses to lead change in advancing health in communities.

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Perwira, Yudha. "LEGAL RESPONSIBILITY ANESTHESIA ADMINISTRATOR IN THE HEALTH SERVICE." Indonesia Private Law Review 2, no. 1 (March 24, 2021): 25–36. http://dx.doi.org/10.25041/iplr.v2i1.2218.

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Good, quality and quality health services are one of the basic needs that everyone needs. Therefore, in the health world, the authority of anesthetist administrators within the scope of anesthesia services is direct, mandated, and collaborative where the mandate obtained from anesthetist administrators is not only from specialist doctors but also from the Government, as regulated in Article 14 Paragraph (1) and Paragraph (2) Ministry of Health Regulation No. 18 of 2016 concerning Licensing and Implementation of Anesthesia Administrator Practices. Now the delegation based on government assignments is carried out if there is no anesthetist in an area. The authority falls to the anesthetist in that area who has received training. This study aims to determine how the legal responsibility of anesthesia administrators in health services. The method used in this research is juridical normative, which examines legislation (statute approach) by examining all relevant regulations or statutory regulations and looking at the facts in the field. The research approach used is qualitative. This study's results indicate that anaesthesia services' general responsibility lies with anaesthetists in the practice of anesthesia services. What needs to be considered in the delegation of tasks from doctors to nurses is that the primary responsibility remains with the doctor who gives the assignment, nurses also have executive responsibility, delegation can only be carried out after the nurse has received sufficient education and competence to receive the delegation, delegation for the long term or continuously given to health nurses with special skills (specialist nurses), which are regulated by separate rules (standing orders). Anaesthetist administrators' role when carrying out health services to delegate authority according to these norms can only be performed by anaesthetist administrators who have received training.

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Schmieding, Norma Jean. "A Model for Assessing Nurse Administrators' Actions." Western Journal of Nursing Research 12, no. 3 (June 1990): 293–306. http://dx.doi.org/10.1177/019394599001200303.

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Castledine, George. "Are nurse administrators losing touch with nursing?" British Journal of Nursing 5, no. 5 (March 14, 1996): 312. http://dx.doi.org/10.12968/bjon.1996.5.5.312.

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COHN, JOANNE B., and LISA LOWELL. "Market Research Gives Nurse Administrators an Edge." Nursing Management (Springhouse) 20, no. 5 (May 1989): 44???48. http://dx.doi.org/10.1097/00006247-198905000-00016.

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Bonalumi, Nancy, and Kathleen Fisher. "Health Care Change: Challenge for Nurse Administrators." Nursing Administration Quarterly 23, no. 2 (1999): 69–73. http://dx.doi.org/10.1097/00006216-199901000-00008.

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Valentine, Patricia E. B., Sharon Richardson, Marilynn J. Wood, and M. Dianne Godkin. "Nurse educators'/administrators' ways of handling conflict." Journal of Professional Nursing 14, no. 5 (September 1998): 288–97. http://dx.doi.org/10.1016/s8755-7223(98)80050-1.

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MacPhee, Maura, V. Dahinten, and Farinaz Havaei. "The Impact of Heavy Perceived Nurse Workloads on Patient and Nurse Outcomes." Administrative Sciences 7, no. 1 (March 5, 2017): 7. http://dx.doi.org/10.3390/admsci7010007.

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This study investigated the relationships between seven workload factors and patient and nurse outcomes. (1) Background: Health systems researchers are beginning to address nurses’ workload demands at different unit, job and task levels; and the types of administrative interventions needed for specific workload demands. (2) Methods: This was a cross-sectional correlational study of 472 acute care nurses from British Columbia, Canada. The workload factors included nurse reports of unit-level RN staffing levels and patient acuity and patient dependency; job-level nurse perceptions of heavy workloads, nursing tasks left undone and compromised standards; and task-level interruptions to work flow. Patient outcomes were nurse-reported frequencies of medication errors, patient falls and urinary tract infections; and nurse outcomes were emotional exhaustion and job satisfaction. (3) Results: Job-level perceptions of heavy workloads and task-level interruptions had significant direct effects on patient and nurse outcomes. Tasks left undone mediated the relationships between heavy workloads and nurse and patient outcomes; and between interruptions and nurse and patient outcomes. Compromised professional nursing standards mediated the relationships between heavy workloads and nurse outcomes; and between interruptions and nurse outcomes. (4) Conclusion: Administrators should work collaboratively with nurses to identify work environment strategies that ameliorate workload demands at different levels.

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Green, Rebecca, and Jim Reffel. "Comparison of Administrators’ and School Nurses’ Perception of the School Nurse Role." Journal of School Nursing 25, no. 1 (February 2009): 62–71. http://dx.doi.org/10.1177/1059840508324248.

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King-Kallimanis, Bellinda, Caroline Offit, Tendai Chihuri, Christina Mangir, Adam P. Dicker, Cardinale B. Smith, David Penberthy, et al. "Opportunities for expanded nurse and nurse navigator involvement in design, implementation and management of remote patient monitoring programs." JCO Oncology Practice 19, no. 11_suppl (November 2023): 564. http://dx.doi.org/10.1200/op.2023.19.11_suppl.564.

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564 Background: The use of remote patient monitoring (RPM) in oncology for timely reporting of adverse events to improve patient outcomes is well-documented; however, less is known about real-world implementation of RPM and its impact on workforce needs. To assess use and perceptions about RPM, including its role in patient reported outcomes (PROs), the Association of Community Cancer Centers (ACCC) surveyed U.S. cancer program staff. Methods: Developed by expert advisors and patient advocacy partners, a survey of cancer program staff was distributed between December 2022 and January 2023. The survey included 25 closed and open-ended questions. Results: 128 multidisciplinary cancer program staff completed the survey, of which 45% are actively planning/implementing RPM programs. 34 U.S. states were represented. The three largest roles represented were medical oncologists (n=54; 42%), cancer program administrators (n=18; 14%) and nurses/nurse navigators (n=14; 11%). Of all respondents, 82% viewed nursing teams as the most appropriate to review and triage RPM data. Nurses indicated less involvement with the design/development of RPM programs (0%) compared to administrators (33%) and oncologists (48%). Similarly, 3% of nurses reported involvement in monitoring or taking actions on RPM data, compared to 12% of administrators and 56% of oncologists. Notably, no nurses compared to 6% of administrators and 18% of oncologists strongly agreed that they had access to educational resources and training needed to support a RPM program. In qualitative responses, nurses indicated provider education as the greatest need for RPM to become standard of care in cancer programs. Conclusions: Despite a high perceived need for nursing involvement in all aspects of RPM programs, real-world data indicates that nurses, who are expected to monitor/triage RPM data by most of their peers, are less frequently involved in the design and implementation of RPM programs. Future research is needed to understand these workforce barriers, and to explore novel approaches to tailored provider education and engagement to ensure that RPM programs benefit from diverse workforce and patient involvement.

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WALKER, MARCUS L. "How useful and cost effective are clinical nurse specialists? Nurse Administrators respond." Nursing Management (Springhouse) 17, no. 3 (March 1986): 52???55. http://dx.doi.org/10.1097/00006247-198603000-00012.

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Kopp, ME, KA Schell, L. Laskowski-Jones, and PK Morelli. "Critical care nurse internships: in theory and practice." Critical Care Nurse 13, no. 4 (August 1, 1993): 115–18. http://dx.doi.org/10.4037/ccn1993.13.4.115.

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The CCNIP is a 6-month program that provides didactic instruction and supervised clinical experience to graduate nurses desiring critical care staff nurse positions. During rotations through four critical care units, interns are cross-trained to handle a variety of patient care scenarios. Upon completion of the program nurses are required to fulfill an 18-month service commitment to a critical care unit within the institution. During its 6 years of operation the CCNIP has promoted clinical competency and assisted in the recruitment and retention of staff nurses in critical care. Considering these outcomes, other critical care educators and administrators may want to consider implementing nurse internships as an alternative to traditional orientation programs.

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Duffield, Christine, and Helen Franks. "Qualifications and experience: how well prepared are nurse managers compared to health service executives?" Australian Health Review 25, no. 2 (2002): 182. http://dx.doi.org/10.1071/ah020182.

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The purpose of the paper was to compare the demographic details, educational qualifications, professional support and career guidance experiences of two groups of health managers as reported in previous research. One group comprised nurse managers (Duffield et al 2001) and the other comprised senior health administrators (Harris, Maddern & Pegg 1998).Employment and education data from self-administered questionnaires were compared. Nurse managers were predominantly female (88%), while the administrators were 50% female. The nurse managers, although with a relatively equal rate of managerial qualifications as their health service counterparts, had not attained as many senior positions in health care administration. Over half had not had a mentor. Nurse managers have skills attained through their academic studies and experience that cause them to be as capable as (if not in some cases better than) health service administrators. Increased use of mentoring may provide opportunities for professional advancement in wider administrative areas.

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Imes, Christopher C., Sharon J. Tucker, Alison M. Trinkoff, Eileen R. Chasens, Sharon M. Weinstein, Jacqueline Dunbar-Jacob, Patricia A. Patrician, Nancy S. Redeker, and Carol M. Baldwin. "Wake-up Call." Nursing Administration Quarterly 47, no. 4 (October 2023): E38—E53. http://dx.doi.org/10.1097/naq.0000000000000595.

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The purpose of this mini review is to (1) summarize the findings on the impact of night shift on nurses' health and wellness, patient and public safety, and implications on organizational costs and (2) provide strategies to promote night shift nurses' health and improve organizational costs. The night shift, compared with day shift, results in poorer physical and mental health through its adverse effects on sleep, circadian rhythms, and dietary and beverage consumption, along with impaired cognitive function that increases nurse errors. Nurse administrators and health care organizations have opportunities to improve nurse and patient safety on night shifts. Low-, moderate-, and higher-cost measures that promote night nurses' health and well-being can help mitigate these negative outcomes. The provided individual and organizational recommendations and innovations support night shift nurses' health, patient and public safety, and organizational success.

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Valentine, Patricia E. B., Sharon Richardson, Marilynn J. Wood, and M. Dianne Godkin. "The Way Nurse Educators and Administrators Handle Conflict." Image: the Journal of Nursing Scholarship 30, no. 2 (June 1998): 193. http://dx.doi.org/10.1111/j.1547-5069.1998.tb01280.x.

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38

Stepura, Barbara A., and Mary S. Tilbury. "An Analysis of Academic Programs Preparing Nurse Administrators." JONA: The Journal of Nursing Administration 18, no. 5 (May 1988): 8. http://dx.doi.org/10.1097/00005110-198805010-00002.

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Blouin, Ann Scott, and Nancy J. Brent. "Nurse Administrators in Job Transition: Defining the Issues." JONA: The Journal of Nursing Administration 22, no. 1 (January 1992): 10–11. http://dx.doi.org/10.1097/00005110-199201000-00016.

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Blouin, Ann Scott, and Nancy J. Brent. "Nurse Administrators in Job Transition: Managing the Exit." JONA: The Journal of Nursing Administration 22, no. 10 (October 1992): 12–13. http://dx.doi.org/10.1097/00005110-199210000-00005.

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Lee, Vickie, and Melinda C. Henderson. "Occupational Stress and Organizational Commitment in Nurse Administrators." Journal of Nursing Administration 26, no. 5 (May 1996): 21–28. http://dx.doi.org/10.1097/00005110-199605000-00006.

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White, Kathleen M., and Elaine S. Scott. "Revising the Scope and Standards for Nurse Administrators." JONA: The Journal of Nursing Administration 45, no. 12 (December 2015): 598–99. http://dx.doi.org/10.1097/nna.0000000000000271.

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43

Booth, Rachel Z. "The nursing shortage: a worldwide problem." Revista Latino-Americana de Enfermagem 10, no. 3 (June 2002): 392–400. http://dx.doi.org/10.1590/s0104-11692002000300013.

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A worldwide shortage of nurses has been acknowledged by the multidisciplinary Global Advisory Group of the World Health Organization. The shortage is caused by an increased demand for nurses, while fewer people are choosing nursing as a profession and the current nurses worldwide are aging. The shortage applies to nurses in practice as well as the nurse faculty who teach students. The inter-country recruitment and migration of nurses from developing countries to developed countries exacerbates the problem. Although public opinion polls identifies the nurse as the person who makes the health care system work for them, the conditions of the work environment in which the nurse functions is unsatisfactory and must change. Numerous studies have shown the positive effects on the nurse of a healthy work environment and the positive relationships between nursing care and patient outcomes. It is important that government officials, insurance companies, and administrators and leaders of health care systems acknowledge and operationalize the value of nurses to the health care system in order to establish and maintain the integrity and viability of that system.

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Rugari, Susan M., Lynette Alcorn, Theresa Baird, Basnot E. Phillips-Williams, Wendy F. Spagnuolo, Mei-Yi Lee, and Pamela A. Berglund. "Recipe for Success: Stories of Evidence-Based Practice Implementation." Creative Nursing 18, no. 1 (2012): 37–44. http://dx.doi.org/10.1891/1078-4535.18.1.37.

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Through a collaborative partnership with administrators at a university, nurse leaders at a local hospital worked to create a culture in which nurses could provide evidence-based practice (EBP). The Best Practice Series was started, and two participants’ experiences of implementing EBP in their units are described with encouraging results.

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Brown, Sara S., Deborah F. Lindell, Mary A. Dolansky, and Jeannie S. Garber. "Nurses’ professional values and attitudes toward collaboration with physicians." Nursing Ethics 22, no. 2 (May 30, 2014): 205–16. http://dx.doi.org/10.1177/0969733014533233.

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Background: Growing evidence suggests that collaborative practice improves healthcare outcomes, but the precursors to collaborative behavior between nurses and physicians have not been fully explored. Research question: The purpose of this descriptive correlational study was to describe the professional values held by nurses and their attitudes toward physician–nurse collaboration and to explore the relationships between nurses’ characteristics (e.g. education, type of work) and professional values and their attitudes toward nurse–physician collaboration. Research design: This descriptive correlational study examines the relationship between nurses’ professional values (Nurses Professional Values Scale–Revised) and their attitudes toward nurse–physician collaboration (Jefferson Scale of Attitudes toward Physician–Nurse Collaboration). Ethical considerations: Permission to conduct the study was received from the hospital, and the Institutional Review Boards of the healthcare system and the participating university. Participants/context: A convenience sample of 231 registered nurses from a tertiary hospital in the United States was surveyed. Findings: A significant positive relationship was found between nurses’ professional values and better attitudes toward collaboration with physicians ( r = .26, p < .01). Attitude toward collaboration with physicians was also positively associated with master’s or higher levels of education ( F(3, 224) = 4.379, p = .005). Discussion: The results of this study can be helpful to nurse administrators who are responsible for developing highly collaborative healthcare teams and for nurse educators who are focused on developing professional values in future nurses.

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Schirle, Lori, Brian E. McCabe, and Victoria Mitrani. "The Relationship Between Practice Environment and Psychological Ownership in Advanced Practice Nurses." Western Journal of Nursing Research 41, no. 1 (January 22, 2018): 6–24. http://dx.doi.org/10.1177/0193945918754496.

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Barriers in advanced practice nurses’ work environment impede effective use in acute care settings, reduce job satisfaction, and increase intent to leave. Fostering psychological ownership for work through improved work design has increased satisfaction, motivation, and productivity, and lowered turnover in other fields, and may have similar effects for advanced practice nurses. This multilevel cross-sectional survey study examined the relationship between advanced practice nurse work environment and psychological ownership using data from a survey of advanced practice nurses and nurse executives in Florida hospitals. Barriers in scope of practice and exclusion from hospital governance were common. Advanced practice nurses reported good relations with physicians and moderate organizational climate but poor relations with administrators and limited control over work. Organizational climate had a strong positive relationship with psychological ownership. Fostering advanced practice nurse psychological ownership could improve job satisfaction and decrease turnover leading to increased effectiveness in acute care settings.

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Tustin, Jane, Gloria Canham, Joanne Berridge, Deborah Braden, and Thora Starke. "Professional Development and Appraisal System for School Nurses." Journal of School Nursing 18, no. 4 (August 2002): 229–36. http://dx.doi.org/10.1177/10598405020180041801.

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Dissatisfied with current school nurse evaluation instruments, school nurse administrators sought to develop an appraisal system that would emphasize the professional role of the school nurse and provide a means to enhance individual practice. The newly revised Standards of Professional School Nursing Practice and the creation of a state teacher evaluation model presented the opportunity to produce an instrument that could be adapted within the educational setting for school nursing practice. The appraisal system included not only the methods to evaluate practice, but the means to involve the individual school nurse through goal setting. The process also included a structured intervention plan that facilitated remediation. This article describes the development of the appraisal system, the components, and the implementation of an evaluation system for school nurses.

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Tustin, Jane, Gloria Canham, Joanne Berridge, Deborah Braden, and Thora Starke. "Professional Development and Appraisal System for School Nurses." Journal of School Nursing 18, no. 4 (August 2002): 229–36. http://dx.doi.org/10.1177/10598405020180041901.

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Dissatisfied with current school nurse evaluation instruments, school nurse administrators sought to develop an appraisal system that would emphasize the professional role of the school nurse and provide a means to enhance individual practice. The newly revised Standards of Professional School Nursing Practice and the creation of a state teacher evaluation model presented the opportunity to produce an instrument that could be adapted within the educational setting for school nursing practice. The appraisal system included not only the methods to evaluate practice, but the means to involve the individual school nurse through goal setting. The process also included a structured intervention plan that facilitated remediation. This article describes the development of the appraisal system, the components, and the implementation of an evaluation system for school nurses.

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Tarsitano, Betty J., Elizabeth B. Brophy, and Dona J. Snyder. "A Demystification of the Clinical Nurse Specialist Role: Perceptions of Clinical Nurse Specialists and Nurse Administrators." Journal of Nursing Education 25, no. 1 (January 1986): 4–9. http://dx.doi.org/10.3928/0148-4834-19860101-04.

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Armstrong-Stassen, Marjorie, Michelle Freeman, Sheila Cameron, and Dale Rajacic. "Nurse managers’ role in older nurses’ intention to stay." Journal of Health Organization and Management 29, no. 1 (March 16, 2015): 55–74. http://dx.doi.org/10.1108/jhom-02-2013-0028.

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Purpose – The purpose of this paper is to propose and test a model of the underlying mechanisms linking perceived availability of human resource (HR) practices relevant to older nurses and older nurses’ intentions to stay with their hospitals. Design/methodology/approach – Quantitative data were collected from randomly selected older registered nurses (N=660) engaged in direct patient care in hospitals in Canada. Structural equation modelling was used to test the hypothesized model. Findings – The relationship between perceptions of HR practices (performance evaluation, recognition/respect) and intentions to stay was mediated by the perceived fairness with which nurse managers managed these HR practices and nurse manager satisfaction. When nurse managers were perceived to administer the HR practices fairly (high perceived procedural justice), older nurses were more satisfied with their nurse manager and, in turn, more likely to intend to stay. Research limitations/implications – The cross-sectional research design does not allow determination of causality. Practical implications – It is important that nurse managers receive training to increase their awareness of the needs of older nurses and that nurse managers be educated on how to manage HR practices relevant to older nurses in a fair manner. Equally important is that hospital administrators and HR managers recognize the importance of providing such HR practices and supporting nurse managers in managing these practices. Originality/value – The findings increase the understanding of how HR practices tailored to older nurses are related to the intentions of these nurses to remain with their hospital, and especially the crucial role that first-line nurse managers play in this process.

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