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Journal articles on the topic 'Nurse Staff'

Author: Grafiati

Published: 29 July 2024

Last updated: 30 July 2024

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1

Abdulmalik, Paida P., and Hamdoni Pangandaman. "LEADERSHIP TRAITS OF NURSE MANAGERS AND NURSE STAFF COMMITMENT IN THE PHILIPPINES HOSPITALS." Jurnal Administrasi Kesehatan Indonesia 12, no. 1 (June 25, 2024): 49–61. http://dx.doi.org/10.20473/jaki.v12i1.2024.49-61.

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Background: Effective nurse leadership significantly influences healthcare service quality. Nurse managers' leadership impacts staff nurse commitment, patient outcomes, and organizational success. Aims: To examine nurse manager leadership traits and their relationship with staff nurse commitment in a government hospital. Methods: Descriptive-inferential correlation research with stratified and randomized nurse managers (n = 21) and staff nurses (n = 117) as participants from five selected hospitals at Lanao del Norte. Adopted questionnaires on leadership traits and commitment were used and data were analyzed using frequency, percentage, mean, and standard deviation in SPSS v.25. Results: The result shows that nurse manager leadership qualities are usually valid for a leader who encourages others to do what is right, gives subordinates continuing education, and is an ethical and self-confident leader. Their staff nurses believed positive components of the leadership traits of nurse managers were sometimes true. Staff nurses were generally still deciding whether they were committed to their work effectively, continuously, or normatively. Nurse managers' leadership traits are significantly related to the staff nurses' affective, continuance, and normative commitment. Conclusion: Fostering positive leadership through education and supportive environments enhances staff nurse commitment and job satisfaction, reducing nurse turnover and improving nursing care quality. Keywords: commitment, leadership traits, leadership qualities, nurse manager, nurse staff

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Schmieding, Norma Jean. "Relationship Between Head Nurse Responses to Staff Nurses and Staff Nurse Responses to Patients." Western Journal of Nursing Research 13, no. 6 (December 1991): 746–60. http://dx.doi.org/10.1177/019394599101300606.

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Sutcliffe, Susan A. "Nurse-to-Nurse Staff Development." Nursing Management (Springhouse) 20, no. 1 (January 1989): 73. http://dx.doi.org/10.1097/00006247-198901000-00020.

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4

Flores, Ian Flor, Wireen Leila T. Dator, Jennifer Joy Olivar, and Mastoura Khames Gaballah. "Congruence of Effective Leadership Values between Nurse Leaders and Staff Nurses in a Multicultural Medical City in Saudi Arabia: A Sequential Mixed-Methods Study." Healthcare 11, no. 3 (January 25, 2023): 342. http://dx.doi.org/10.3390/healthcare11030342.

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This study explores the perceived congruence of effective values of nursing leadership between the nurse leaders and the staff nurses in a multicultural tertiary hospital. Methods: This is a descriptive sequential mixed-methods study conducted in a multicultural medical city in Saudi Arabia. Purposive sampling was used in the qualitative phase, while stratified sampling was used for the quantitative part. There were 70 participants in the qualitative phase, including 33 nurse leaders and 37 staff nurses. The quantitative phase had 571 participants, including 105 nurse leaders and 466 staff nurses. Results: Congruent values were categorised into six emerging themes: (1) cascading deference; (2) paragon of probity; (3) professional competence; (4) compassionate presence; (5) team diversity and inclusion; (6) calibrated communication. The quantitative survey confirmed that the values identified from the interviews were considered to be vital by both nurse leaders and staff nurses, and there were no statistically significant differences between staff nurses’ and nurse leaders’ perceptions, regardless of their nationality, as demonstrated by one-way ANOVA, with p-values less than 0.05 deemed to be statistically significant. Conclusion: Both nurse leaders and staff nurses in the multicultural institution have congruent leadership values that are perceived as essential to achieve institutional goals and, ultimately, safe and high-quality patient care.

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Mohamed, Fatma R., and Hanaa Mohamed Ahmed. "Clinical supervision factors as perceived by the nursing staff." Journal of Nursing Education and Practice 9, no. 6 (March 6, 2019): 67. http://dx.doi.org/10.5430/jnep.v9n6p67.

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Objective: Assess clinical supervision factors as perceived by nurses and first line nurse managers at Assiut University Hospital, and explore the relationships among personal characteristics and clinical supervision factors of studied nurses and first line nurse managers.Methods: A descriptive design was utilized in Medical and Surgical departments at Assiut University Hospital for A convenience sample of first line nurse managers (N = 30) and nurses (N = 151) by using study tools for nurses included two parts: 1) personal characteristics data sheet; 2) clinical supervision factors, and Study tool for first line nurse managers included two parts: 1) personal characteristics data sheet; 2) clinical supervision factors.Results: The highest mean scores were in trust and rapport & Supervisor advice and support of clinical supervision factors among the studied nurses. While among first line nurse managers' the highest mean scores were in improved care and skills & personal issues and reflection of clinical supervision factors.Conclusions: The most important clinical supervision factors which had the positive correlations were between finding time and ward atmosphere with age & years of experience with importance and value of clinical supervision among the studied first line nurse managers, while there was a negative significant correlation between age and trust and rapport & leadership style of the ward manager among the studied nurses. Nurse Managers should direct, monitor and evaluate the staff nurses through scientific standards of supervision as recommendation for the study results.

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K. U., Dr Vinay. "Duties and Responsibilities of Staff Nurse- A Study." International Journal for Research in Applied Science and Engineering Technology 9, no. 11 (November 30, 2021): 1965–69. http://dx.doi.org/10.22214/ijraset.2021.39139.

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Abstract: Nursing has come a very, very long way in the past century. However, some of the challenges highlighted by nurse leaders in the late 1800’s to early 1900’s, still face the profession a century later even though their exact nature might be somewhat different. Throughout the history of nursing, most of the challenges can be linked to the gender and class barriers faced by women in society and the ever-present economic demands of the healthcare industry.The Staff Nurse is the first level professional Nurse in the hospital set up. Therefore by appearance and by word she will be professional at all time. Taking a walk through the history of nursing, the shortage of nurses appears to have been a problem from the time when the value of trained nurses in hospitals and the community was recognized. From the mid-1800’s, when scientific developments in Western medicine increasingly led to successful treatment, hospitals changed from places where the sick and destitute were cared for to institutions where the ill were admitted for treatment. The time was ripe when Florence Nightingale introduced formal training of nurses, and since then, it appears that the demand for qualified nurses increased exponentially. The objective of obtaining state registration for nurses was the priority issue for nurse activists from the 1880’s. At the Chicago World’s Fair, British nurses introduced the nurse leaders from all over the world to the idea of state registration for nurses as well as the issue of standards for nurse training schools, which would satisfy a requirement to introduce registration. The struggle for state registration was at the time also the main driving force behind the establishment of nursing organizations in various countries. Keywords: Staff Nurse, Hospital Stress, Tolerance Adjustment, Florence Nightigale. Demand, Shipt System.

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Winland, Julie, and Amy Shannon. "School Staff’s Satisfaction With School Health Services." Journal of School Nursing 20, no. 2 (April 2004): 101–6. http://dx.doi.org/10.1177/10598405040200020801.

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The School Nurse Impact Committee of the Columbus Public Schools in Columbus, Ohio, initiated a survey to determine staff satisfaction with the delivery of health services. School nurses need the cooperation and support of the staff to successfully deliver school health services, therefore, the staff’s satisfaction with school health services is crucial to the school nurses’ ability to fulfill their role. The objectives of the survey were to (a) determine staff satisfaction with school nurse interventions, (b) determine staff satisfaction with the effectiveness of interventions, (c) identify areas of health service delivery which may need improvement, and (d) determine areas of school health services where school nurses may need to more effectively communicate their involvement. Critical elements of school nurse practice included staff health, safety and environment, classroom education, medication, school system collaboration, and program management. Several key issues were identified through the survey. School system collaboration issues need more school nurse involvement. School nurses also need to improve their visibility regarding school system collaboration, and in classroom and individual pupil education. Traditional school nurse functions were adequately covered. Results indicate that staff would be more satisfied if they had more nursing support in the classroom and more nurse time in their building.

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Johnson, Jancy, and Bindu Shaiju. "Leadership Competencies of Frontline Nurse Leaders and its Effect on the Job Satisfaction and Performance of Staff Nurses." Nursing Journal of India CVIII, no. 02 (2017): 57–60. http://dx.doi.org/10.48029/nji.2017.cviii201.

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A descriptive corelational study was conducted in a selected hospital of Delhi to determine the relationship of the leadership competencies of the frontline nurse leaders with the job satisfaction and performance of staff nurses. The sample consisted of 19 nurse leaders and131 staff nurses with over one year of experience, selected through total enumeration technique. Data collection was done for a period of two weeks. The study showed that there was a significant positive correlation between the leadership competency of frontline nurse leaders and the job satisfaction of the staff nurses working under them. The study suggested that effective leadership training be instituted for prospective nurse managers before appointments are made into management and administrative positions. It also emphasises that the nurse managers at all levels must find innovative ways to retain staff by enhancing work environment and ensuring high job satisfaction

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Biancuzzo, Marie. "Staff Nurse Preceptors." Clinical Nurse Specialist 8, no. 2 (March 1994): 97–103. http://dx.doi.org/10.1097/00002800-199403000-00012.

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Stull, Mary K. "Staff Nurse Performance." JONA: The Journal of Nursing Administration 16, no. 7 (July 1986): 26???30. http://dx.doi.org/10.1097/00005110-198607000-00005.

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Griffiths, Matt. "Staff nurse numeracy." Nursing Standard 32, no. 30 (March 21, 2018): 30. http://dx.doi.org/10.7748/ns.32.30.30.s21.

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Vernon, J. L. "Staff nurse programme." Nursing Standard 4, no. 12 (December 19, 1989): 43. http://dx.doi.org/10.7748/ns.4.12.43.s44.

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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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Fowler, John. "From staff nurse to nurse consultant." British Journal of Nursing 30, no. 20 (November 11, 2021): 1213. http://dx.doi.org/10.12968/bjon.2021.30.20.1213.

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Fowler, John. "From staff nurse to nurse consultant." British Journal of Nursing 25, no. 1 (January 14, 2016): 66. http://dx.doi.org/10.12968/bjon.2016.25.1.66.

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Fowler, John. "From staff nurse to nurse consultant." British Journal of Nursing 25, no. 11 (June 9, 2016): 628. http://dx.doi.org/10.12968/bjon.2016.25.11.628.

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Fowler, John. "From staff nurse to nurse consultant." British Journal of Nursing 25, no. 13 (July 14, 2016): 772. http://dx.doi.org/10.12968/bjon.2016.25.13.772.

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Fowler, John. "From staff nurse to nurse consultant." British Journal of Nursing 25, no. 15 (August 11, 2016): 880. http://dx.doi.org/10.12968/bjon.2016.25.15.880.

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Fowler, John. "From staff nurse to nurse consultant." British Journal of Nursing 25, no. 16 (September 8, 2016): 938. http://dx.doi.org/10.12968/bjon.2016.25.16.938.

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Fowler, John. "From staff nurse to nurse consultant." British Journal of Nursing 25, no. 18 (October 13, 2016): 1034. http://dx.doi.org/10.12968/bjon.2016.25.18.1034.

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Fowler, John. "From staff nurse to nurse consultant." British Journal of Nursing 25, no. 2 (January 28, 2016): 124. http://dx.doi.org/10.12968/bjon.2016.25.2.124.

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Fowler, John. "From staff nurse to nurse consultant." British Journal of Nursing 25, no. 20 (November 10, 2016): 1148. http://dx.doi.org/10.12968/bjon.2016.25.20.1148.

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Fowler, John. "From staff nurse to nurse consultant." British Journal of Nursing 25, no. 22 (December 8, 2016): 1272. http://dx.doi.org/10.12968/bjon.2016.25.22.1272.

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Fowler, John. "From staff nurse to nurse consultant." British Journal of Nursing 25, no. 3 (February 11, 2016): 177. http://dx.doi.org/10.12968/bjon.2016.25.3.177.

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Fowler, John. "From staff nurse to nurse consultant." British Journal of Nursing 25, no. 5 (March 10, 2016): 278. http://dx.doi.org/10.12968/bjon.2016.25.5.278.

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Fowler, John. "From staff nurse to nurse consultant." British Journal of Nursing 25, no. 6 (March 24, 2016): 341. http://dx.doi.org/10.12968/bjon.2016.25.6.341.

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Fowler, John. "From staff nurse to nurse consultant." British Journal of Nursing 25, no. 7 (April 14, 2016): 367. http://dx.doi.org/10.12968/bjon.2016.25.7.367.

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Fowler, John. "From staff nurse to nurse consultant." British Journal of Nursing 26, no. 12 (June 22, 2017): 710. http://dx.doi.org/10.12968/bjon.2017.26.12.710.

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Fowler, John. "From staff nurse to nurse consultant." British Journal of Nursing 26, no. 17 (September 28, 2017): 996. http://dx.doi.org/10.12968/bjon.2017.26.17.996.

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Fowler, John. "From staff nurse to nurse consultant." British Journal of Nursing 26, no. 2 (January 26, 2017): 120. http://dx.doi.org/10.12968/bjon.2017.26.2.120.

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Fowler, John. "From staff nurse to nurse consultant." British Journal of Nursing 26, no. 8 (April 27, 2017): 478. http://dx.doi.org/10.12968/bjon.2017.26.8.478.

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Fowler, John. "From staff nurse to nurse consultant." British Journal of Nursing 27, no. 20 (November 8, 2018): 1201. http://dx.doi.org/10.12968/bjon.2018.27.20.1201.

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Fowler, John. "From staff nurse to nurse consultant." British Journal of Nursing 27, no. 22 (December 13, 2018): 1340. http://dx.doi.org/10.12968/bjon.2018.27.22.1340.

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Fowler, John. "From staff nurse to nurse consultant." British Journal of Nursing 27, no. 6 (March 22, 2018): 338. http://dx.doi.org/10.12968/bjon.2018.27.6.338.

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Fowler, John. "From staff nurse to nurse consultant." British Journal of Nursing 28, no. 10 (May 23, 2019): 652. http://dx.doi.org/10.12968/bjon.2019.28.10.652.

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Fowler, John. "From staff nurse to nurse consultant." British Journal of Nursing 28, no. 4 (February 28, 2019): 262. http://dx.doi.org/10.12968/bjon.2019.28.4.262.

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Forde-Johnston, Carol, and Florian Stoermer. "Giving nurses a voice through ‘listening to staff’ conversations to inform nurse retention and reduce turnover." British Journal of Nursing 31, no. 12 (June 23, 2022): 632–38. http://dx.doi.org/10.12968/bjon.2022.31.12.632.

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Health and social care employers in the UK cannot afford to lose nurses given the current nursing workforce crisis. A variety of staff engagement initiatives aim to improve employee retention. This article describes how Listening to Staff (L2S) events were used as part of a service review to inform nurse retention strategies in one acute hospital trust. Over a 3-year period, 576 nurses took part in L2S events that examined nurses' perspectives of teamworking and support as well as career plans in areas with high nurse turnover rates. Comparative content analysis was used to analyse narrative data, which informed managers' retention plans. Examination of retention data before and after L2S events showed nursing turnover decreased, suggesting a variety of strategies to retain staff may have improved nurse retention. Findings imply capturing nurses' perceptions through staff engagement events may offer solutions for nurse retention.

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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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Wolf, Zane Robinson, Mary Ellen Wright, Claudia C. Grobbel, and Nancy Hilton. "Critical Incidents of Nimble, Caring Leaders: A Descriptive Qualitative Study." International Journal for Human Caring 28, no. 2 (May 1, 2024): 98–108. http://dx.doi.org/10.20467/ijhc-2022-0035.

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The story needs to be told of nurse leaders’ caring actions when responding quickly to challenging situations experienced by staff nurses. This descriptive design study used qualitative methods to analyze leaders’ nimble, caring actions during critical incidents reported by 12 registered nurses (RNs). Leaders supported nurses by rapidly identifying patients in crisis and RNs in stress. They shared RN assignments and averted crises. Leaders taught nursing staff and influenced reduced nurse–patient ratios. Recorders described nurse leaders’ rapid assessment of unit flow and consistent support of nursing staff. RNs respected leaders for doing more than expected. Leaders’ contributions need to be increasingly recognized.

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Lagura, Grace Ann Lim, Evalynn M. Rondilla, Reynita B. Saguban, Bedowr Khalid Alotibi, Petelyne P. Pangket, Ma Christina B. Celdran, Maria Fe Tano, et al. "Exploring the views of nurses and supervisors on leadership competencies for enhanced primary healthcare services." International Journal of ADVANCED AND APPLIED SCIENCES 10, no. 11 (November 2023): 136–41. http://dx.doi.org/10.21833/ijaas.2023.11.017.

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High-quality patient care in primary healthcare (PHC) settings depends on the professional skills of nurse supervisors. Competent nurse supervisors can efficiently manage resources such as staff, tools, and workflows to provide the best possible patient care. The purpose of this study was to determine the perspectives of nurse supervisors and nurse managers on the competencies required of nurse supervisors for improved service delivery in PHC settings. This study used a descriptive-quantitative design and was conducted in the north-central regions of Saudi Arabia. The researchers used convenience sampling to recruit 107 PHC nurse supervisors and 110 nurses. The study found that most of the respondents were female supervisors (93%), staff aged between 20 and 44 years (88%), graduate staff (48%), and supervisors with more than five years of hospital experience (44.4%). According to the nurses' perception, the communication skills of the supervisors were low (M=8.42, SD=1.12). On the other hand, nurse managers rated themselves as having low communication skills (mean=7.64, SD=2.00) and financial management skills (mean=7.87, SD=1.95). The study found that nurses believed their supervisors were competent. However, both staff and supervisors identified a need for improvement in communication skills. Financial management skills were perceived as weak by nurse supervisors.

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Choi, Pin-Pin, Wai-Man Lee, Suet-Shan Wong, and Mei-Ha Tiu. "Competencies of Nurse Managers as Predictors of Staff Nurses’ Job Satisfaction and Turnover Intention." International Journal of Environmental Research and Public Health 19, no. 18 (September 12, 2022): 11461. http://dx.doi.org/10.3390/ijerph191811461.

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Nurse managers have played an integral role in stabilizing the nursing work environment and workforce in the face of the COVID-19 pandemic, yet the competencies required for such a feat are largely unknown. This study was conducted during the pandemic to identify the specific domains of nurse manager competencies that associate with nurse outcomes. A cross-sectional survey was conducted on a convenience sample of 698 staff nurses to measure the perceived competence of their nurse managers and their job satisfaction and turnover intention levels. The overall perceived nurse manager competency level in our sample was 3.15 out of 5 (SD = 0.859). The findings indicated that 34.3% of nurses were dissatisfied with their current jobs, and 36.3% of nurses were considering leaving their current workplace. Regression analyses identified “Team Communication and Collaboration” (β = 0.289; p = 0.002), “Staff Advocacy and Development” (β = 0.229; p = 0.019), and “Quality Monitoring and Pursuance” (β = 0.213; p = 0.031) as significant predictors of staff nurses’ job satisfaction and “Staff Advocacy and Development” (β = −0.347; p < 0.000) and “Team Communication and Collaboration” (β = −0.243; p = 0.012) as significant predictors of nurses’ turnover intention. The findings of the study have implications for the future recruitment, training, and performance evaluation of nurse managers.

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Taie, Eman Salman, Nessma Nehmedo Amine, and Amira Fathy Akeel. "Emerging Nurse Manager’s Resilience and Their Empowering Behavior during COVID-19." Psych 4, no. 4 (October 11, 2022): 788–802. http://dx.doi.org/10.3390/psych4040058.

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Background: The COVID-19 pandemic exacerbated tensions and tested the resiliency of many nursing leaders. Resilience enables head nurses to cope with their work environment challenges, and maintain healthy psychological activity. Moreover, their empowering behavior represents the vehicle to transform traumatic events such as the COVID-19 pandemic to create a high-quality work environment. Aim: To explore the relationship between nurse manager resilience and empowering leader behavior during COVID-19. Method: This is a descriptive correlational study. The study subjects consisted of two groups: head nurses (44) and staff nurses (284). The study was conducted at Benisuef University Hospital. Two tools were used for collecting data; nurse managers’ resilience scale, and staff nurses’ perceived empowering behavior during the COVID-19 pandemic via questionnaire. Results: In total, 50% of nurse managers had high resilience skills levels, about one-third of them (34.1%) had moderate levels and only 15.9% had low resilience skills levels. Furthermore, with regard to empowering leadership behavior levels as perceived by staff nurses during COVID-19; 66.9% of them perceived it high, 29.2% reported a moderate level of empowering behavior, and only 3.9% perceived low levels. Finally, there was a highly statistically significant positive correlation between nurse manager’s resilience skills levels and staff nurses’ perception of empowering behavior during COVID-19. Conclusions: Half of the nurse managers had high resilience skills, and only 15.9% had low levels. Two-thirds of staff nurses perceived high levels of their nurse manager’s empowering behavior during COVID-19, in comparison to only 3.9% who perceived low levels. There was a highly statistically significant positive correlation between nurse manager’s resilience skills levels and perceived empowering behavior during COVID-19.

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LIN, Yu-Wen, Chung-Fan NI, Shu-Fen HSU, Shiow-Luan TSAY, and Heng-Hsin TUNG. "Effects of Length of Employment and Head Nurse Leadership Style on the Clinical Competency of Staff Nurses in Taiwan." Journal of Nursing Research 32, no. 3 (June 2024): e331. http://dx.doi.org/10.1097/jnr.0000000000000617.

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ABSTRACT Background High-quality patient care requires nurses with strong clinical competency. Thus, it is essential to examine the factors associated with clinical competency. Purpose This study was designed to (a) investigate head nurse leadership, staff nurse demographics, and clinical competency; (b) examine the impact of demographics on the clinical competency of staff nurses; (c) analyze the correlation between head nurse leadership and staff nurse clinical competency; and (d) examine the effects of demographics on clinical competency after controlling for the head nurse leadership. Methods A cluster sampling method was used to collect data from 200 staff nurses at a national medical center in Taiwan. Questionnaires were used to gather information on head nurse leadership style and staff nurse clinical competency. Descriptive and inferential statistical analyses were conducted, including Mann–Whitney U test, Kruskal–Wallis test, Spearman's rank correlation coefficient, and multivariate analysis of covariance. Results The average score for transformational leadership style among the head nurses was 2.89, whereas transactional leadership style scored an average of 2.49. The average scores for the components of clinical competency, listed from highest to lowest, were as follows: patient care (3.35), professionalism (3.28), communication skills (3.18), management (2.84), and knowledge (2.73). In addition, statistically significant differences were found in clinical competency based on demographic factors, including age, marital status, educational level, job title, and length of employment. Also, a statistically significant, positive correlation between the head nurse transformational leadership style and nurse clinical competency was found. The main effect of length of employment on the five competency components was statistically significant after controlling for transformational leadership. Furthermore, post hoc analysis of covariance revealed a significant effect of length of employment on patient care, knowledge, communication skills, and management. Conclusions The findings of this study indicate transformational leadership and employment length impact the clinical competency of staff nurses, particularly in terms of patient care, communication skills, management, and knowledge. Providing education and training in leadership and management to current and prospective head nurses may be expected to enhance clinical competency in staff nurses and create a more nurturing work environment. Moreover, targeted training may help current head nurses gain insight into their leadership styles and acquire skills to promote transformational leadership. In addition, leadership development may help equip prospective head nurses with critical competencies before assuming leadership responsibilities.

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Doctolero, Rn, Liberty V. "NURSES’ MENTORING PRACTICES IN A DISTRICT HOSPITAL IN CUENCA BATANGAS: BASIS FOR PROGRAM DEVELOPMENT." JOURNAL OF HEALTHCARE IN DEVELOPING COUNTRIES 3, no. 2 (2023): 67–75. http://dx.doi.org/10.26480/jhcdc.02.2023.67.75.

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The main problem of the study is to determine the mentoring practices of nurses in the district hospital in Cuenca, Batangas. Specifically, the study dealt with the mentoring practices in the hospital as perceived by the staff nurses and the nurse supervisors in interactive mentoring, task-oriented mentoring, and transformative mentoring in the different nursing areas. A quantitative research design was utilized in the study. The statistical treatment of data of frequency and percentage distribution, weighted mean, and ANOVA were calculated. The participants of the study were 20 nursing staff including the chief nurse, nurse supervisors, and registered nurses who have direct responsibility for giving nursing care. In general, the mentoring practices in the hospital as perceived by the staff nurses and the nurse supervisors are described as to “great extent”. However, the extent of the need for mentorship in the Nursing Service areas revealed: “Very Great Extent”. Test results showed that there is no significant difference in the assessments of the respondents when they are grouped according to profile. From the results, the need for training and continuous professional improvement should be encouraged among staff nurse and their supervisors. A development program for the nursing staff of the nursing services department is recommended to provide the opportunity for nurses to continuously acquire and develop the knowledge skill, attitudes ideals, and values essential for the maintenance of high-quality nursing care.

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Azwar, Azwar, Nur Hidayah, Andi Adriana Amal, and Syamsiah Rauf. "Career Path to Nurse Job Satisfaction In The Hospital." Journal of Health Science and Prevention 3, no. 3S (December 5, 2019): 107–9. http://dx.doi.org/10.29080/jhsp.v3i3s.298.

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The high number of nurses who work can illustrate that nurses have an important role in improving health status so that strategic steps are needed in managing nursing staff in a better direction. As for the impact caused by uncontrolled nursing staff is dissatisfaction with nurses nurses so that the decline in nurse performance in providing nursing care to patients so that nurse satisfaction is an indicator that must be considered by all parties concerned. The solution to this problem is the issuance of the Government Regulation of the Republic of Indonesia through the ministry of health which has issued a policy regarding nurses' career paths as an embodiment in improving the quality of nursing staff and is expected to be able to increase nursing staff satisfaction. The writing of this article aims to see how the career path influences the satisfaction of nurses in the hospital. Literature and research review was carried out using several databases: 12 articles from Google Scholar and Pubmed with key words in nurse careers, performance, nurses and nurse satisfaction with career paths. From the results of a review of several journals included in the inclusion criteria, it was found that nurses' career paths had good effectiveness towards increasing nurse satisfaction, this can be seen by the existence of a continuous education system and work rewards that are owned by the career level system.

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Challenger, Kathryn Lynch. "Transitioning from staff nurse to nurse educator." Nursing 43, no. 2 (February 2013): 13. http://dx.doi.org/10.1097/01.nurse.0000426542.05311.9d.

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Coia, Fiona. "From senior staff nurse to nurse adviser." Emergency Nurse 12, no. 4 (July 2004): 14–15. http://dx.doi.org/10.7748/en.12.4.14.s16.

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Ferlise, Pamela, and Deirdre Baggot. "Improving Staff Nurse Satisfaction and Nurse Turnover." JONA: The Journal of Nursing Administration 39, no. 7/8 (July 2009): 318–20. http://dx.doi.org/10.1097/nna.0b013e3181ae967f.

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Avent, Susan, and B. Beggerly. "Head Nurse Education vs. Staff Nurse Turnover." Nursing Management (Springhouse) 19, no. 3 (March 1988): 116???117. http://dx.doi.org/10.1097/00006247-198803000-00025.

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Rice, Janet M. "Transition From Staff Nurse to Head Nurse." Nursing Management (Springhouse) 19, no. 4 (April 1988): 102. http://dx.doi.org/10.1097/00006247-198804000-00026.

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