Gotowe bibliografie tematyczne / Nurse administrators

Gotowa bibliografia na temat „Nurse administrators”

Autor: Grafiati
Data publikacji: 4 czerwca 2021
Data aktualizacji: 31 lipca 2024

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Artykuły w czasopismach na temat "Nurse administrators"

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Tullai-McGuinness, Susan, Karen A. Ballard, Rita Munley Gallagher i Holly Carpenter. "Nurse Administrators". Nursing Administration Quarterly 34, nr 4 (2010): 282–88. http://dx.doi.org/10.1097/naq.0b013e3181f56300.

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Bautista, John Robert, Trisha T. C. Lin i 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, nr 1 (10.01.2020): 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 i Weixing Haung. "Racism and Nursing Leadership in Massachusetts". JONA: The Journal of Nursing Administration 54, nr 3 (marzec 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 i Sung-Suk Han. "Ethical dilemmas and Resources used by Nurse Administrators". Korean Journal of Medical Ethics 5, nr 1 (czerwiec 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, i 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, nr 2 (2.05.2019): 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, nr 1 (luty 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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McManus, Elaine M. "Nurse Administrators Experience Job Satisfaction". Nursing Management (Springhouse) 20, nr 9 (wrzesień 1989): 83???85. http://dx.doi.org/10.1097/00006247-198909000-00023.

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GIERLOFF, MARYANN, DIANE BIORDI, KARYN HOLM i BIRNADETTE BISKUP. "VA Nurse Administrators?? Information Needs". Nursing Management (Springhouse) 21, nr 7 (lipiec 1990): 70???72. http://dx.doi.org/10.1097/00006247-199007000-00029.

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Carroll, Theresa L. "Educating Nurse Administrators for Tomorrow". Nursing Management (Springhouse) 23, nr 4 (kwiecień 1992): 80–81. http://dx.doi.org/10.1097/00006247-199204000-00022.

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Blouin, Ann Scott, i Nancy J. Brent. "Nurse Administrators in Job Transition". JONA: The Journal of Nursing Administration 22, nr 5 (maj 1992): 8–10. http://dx.doi.org/10.1097/00005110-199205000-00004.

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Rozprawy doktorskie na temat "Nurse administrators"

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Cole, Sandra L. "Differences in managers' and staff nurses' job satisfaction in public health offices in a rural state". Laramie, Wyo. : University of Wyoming, 2007. http://proquest.umi.com/pqdweb?did=1313920481&sid=1&Fmt=2&clientId=18949&RQT=309&VName=PQD.

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Iro, Elizabeth. "The leadership experience of first line nurse managers working in the Cook Islands a qualitative descriptive study : a thesis submitted to Auckland University of Technology in partial fulfillment of the requirements for the degree of Master of Health Science (MHSc), 2007 /". Click here to acces resource online, 2007. http://aut.researchgateway.ac.nz/handle/10292/79.

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Thesis (MHSc--Health Science) -- AUT University, 2007.
Includes bibliographical references. Also held in print (xi, 107 leaves : ill. ; 30 cm.) in North Shore Campus Theses Collection (T 610.73099623 IRO)
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Desir, Johanna E. "A Phenomenological Study of Nurse Administrators: Leading the Multigenerational Workforce of Registered Nurses". Thesis, NSUWorks, 2017. https://nsuworks.nova.edu/fse_etd/122.

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Nurse shortages and nurse turnover are major issues in the health care industry. As 4 generations of nurses are working side by side for the first time in history in the health care industry, nurse leaders need to understand the generational differences in order to bridge the gap on retaining the nurses in the workforce. The primary focus of this applied dissertation study was to explore and obtain the lived experiences of leading the nursing intergenerational cohorts, as well as the strategies that nurse leaders or nurse managers can utilize to meritoriously attract, retain, and motivate the generational nursing workforce. The Leadership Questionnaire, designed in 2008 by Dr. Nelson, was utilized to interview 5 nurse administrators of the phenomenon to comprehend how the health care nurse administrators can utilize productive techniques of leading the nursing generational cohorts. The target population was members of a professional long-term care association. Once the nurse administrators agreed to participate on the study and signed the consent form, the researcher scheduled an initial 45-minute interview of three 15- to 30-minute interviews over a 3-month period. The data collected as a result of this study revealed findings: (a) the intergenerational educational gap in the nursing workforce, (b) the needs of the intergenerational nurses, (c) the critical aspect of continuing of professional education training development for the nurses, and (d) the critical leadership values on leading the intergenerational nursing cohorts. This applied research study dissertation intended to assist nurse leaders to reframe perceptions regarding the nurses’ intergenerational group (e.g., Baby Boomers, Generation X, and Generation Y) differences and to view these differences in attitudes and behaviors as potential strengths.
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Clevenger, Pamela L. "Managerial leadership behaviors and nurse retention". Muncie, Ind. : Ball State University, 2009. http://cardinalscholar.bsu.edu/699.

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Moss, Rita J. "The relationship of staff nurse job satisfaction and head nurse management style". Virtual Press, 1994. http://liblink.bsu.edu/uhtbin/catkey/935941.

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America's health care industry is in a state of crisis. Nursing administrators are in the position to facilitate change in institutions. One aspect of nursing which has remained constant is high turnover rates. The high turnover rates have been linked to job dissatisfaction. One method of reducing turnover is to provide greater job satisfaction to staff nurses. Job satisfaction has been connected with management style (Lucas, 1991; Price & Mueller, 1981; Volk & Lucas, 1991).This study described the impact of head nurse management style on staff nurse job satisfaction. Likert's (1967) System 4 management theory was utilized as the framework in the study. All staff nurses and head nurses from three Central Indiana hospitals were given the opportunity to participate in the study. Participants completed two questionnaires, one from Price and Mueller's (1981) work on turnover to determine job satisfaction and one from Likert and Likert's (1976) work to determine management style.Data analysis was conducted to describe any variations between staff nurse experience of head nurse management style and staff nurse job satisfaction. Differences between head nurse and staff nurse description of management style were also examined. There were no identified risks as participation was voluntary and did not affect the employment status of any individual.Results of the study demonstrated agreement with previous research findings. When management style is closer to participative (system 4), greater job satisfaction is expressed. Recommendations are to provide management training and training in communication and self-awareness for head nurses, and to form unit based committees designed to achieve greater staff input in decisions affecting the unit functioning.Benefits of the study include identification of the management style which leads to improved staff nurse job satisfaction. Equipping nurse administrators with information regarding desirable management style to employ for staff nurses to experience greater job satisfaction, and training present managers in that management style are also possible benefits from the study.
School of Nursing
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McCarty, Judith A. "A study of the relationship between leadership behavior of hospital nurse administrators and selected demographic variables : a North-Central study". Virtual Press, 1985. http://liblink.bsu.edu/uhtbin/catkey/440944.

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The primary purpose of the study was to determine relationships between the variables of institution size, age, experience and education of nursing service administrators and self-perceived leadership behaviors of Initiating Structure and Consideration. A secondary purpose was to collect current demographic data of nurse administrators.The population of the study was 290 nurse administrators from all public and private JCAH hospitals of 300 or more beds located in the north-central division of the United States.A questionnaire requesting demographic information and containing two subscales, Initiating Structure and Consideration, of the LBDQ-Form XII was mailed to the nursediiri-nis trators . One hundred eighty-eight questionnaires were returned for a response rate of 65 percent. Analysis of data utilized both descriptive and inferential statistics.The demographic profile depicts the nurse administrator as a 40 to 49 year old married female vice-president of nursing, reporting to the hospital president, earning over $60,000 a year and having had experience as a staff nurse, head nurse, supervisor, assistant or associate director of nursing.The administrator graduated from a diploma program, received a master's degree, belongs to professional organizations, participates in priority setting and planning of the overall hospital budget, has major responsibility for establishing and managing the nursing service budget, works in a decentralized nursing service with responsibility for all nursing departments, and practices in a hospital with a computerized management information system.Statistical analysis of the hypotheses revealed no significant relationships between institution size, age, education and experience of the nurse administrators and leadership behaviors of Initiating Structure and Consideration.Additional analysis of data revealed significant (.05) relationships between the leadership behavior of Initiating Structure and: (1) title of the nurse administrator, and (2) accountability for all nursing departments decentralized system. Also significant (.05) were the relationships between the leadership behavior of Consideration and: (1) membership in the NLN, (2) participation in overall hospital budget planning and priority setting, and (3) the presence of computerized scheduling and computerized patient care.
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Davis, Ruby T. "Occupational Stress Among Nurse Administrators in General Hospitals in Tennessee". Digital Commons @ East Tennessee State University, 1992. https://dc.etsu.edu/etd/2903.

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The purpose of this study was to determine the level of occupational stress among nurse administrators and to identify the types of strategies used by nurse administrators to deal with or manage occupational stress. The study examined the relationship between selected demographic variables, occupational stress, and strategies. The research design included five research questions along with seven null hypotheses testing the relationship between occupational stress and demographic variables--age, gender, marital status, years of professional nursing experience, years as a nurse administrator, educational attainment, and hospital bed capacity. There were seven additional hypotheses testing the relationship between the same demographic variables and three categories of coping strategies. The instrument used included the researcher-designed Demographic Questionnaire, the Health Professions Stress Inventory (HPSI), and a listing of 17 coping strategies. Nurse administrator's HPSI overall mean stress score was lower than the HPSI mean stress level scores reported for nurses in previous studies. Five subscales of stressors (Stress Factors) were identified by analyzing the HPSI using Principal Components Factor Analysis. A statistical significant difference (p $<$.05) was revealed for nurse administrators for: (1) overall stress level when tested by three of the demographic variables, years as a nurse administrator, educational attainment, and hospital bed capacity; (2) subscale level of stress when testing the HPSI five stress factors by marital status, years as a nurse administrator, and educational attainment. A statistical significant difference (p $<$.05) for strategies used by nurse administrators was revealed with testing: (1) Avoidance strategy by demographic variables--age, number of years of professional experience, number of years as a nurse administrator, and hospital bed capacity and, (2) Active Cognitive strategy by demographic--gender. The Spearman Rho correlation coefficient procedures used to correlate the HPSI five Stress Factors with Active Cognitive, Active Behavioral, and Avoidance strategies revealed: (1) Stress Factor 1, Professional Conflicts was significantly related to Avoidance strategy (r$\sb{\rm s}$ =.24). (2) Stress Factor 2, Lack of Recognition as a Professional, was negatively significantly correlated with Active Cognitive Strategy (r$\sb{\rm s}$ = $-$.22). (3) Stress Factor 3, Work Overload, was significantly related to Active Cognitive strategy (r$\sb{\rm s}$ =.23). (4) Nurse administrators overall stress was significantly related to Avoidance Strategy (r$\sb{\rm s}$ =.28).
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Smith, Bonnie Lee Barbara. "Expectations for the role of head nurse held by head nurses, nurses, directors of nursing, and doctors : a survey in four teaching hospitals". Thesis, McGill University, 1985. http://digitool.Library.McGill.CA:80/R/?func=dbin-jump-full&object_id=72038.

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Expectations and perceptions of expectations for the role of Head Nurse were investigated in four teaching hospitals of McGill University, Montreal, Canada. Head Nurses, nurses, Directors of Nursing, and doctors were respondents. The study examined three questions: What are the expectations held for the Head Nurse within groups? Are there differences in expectations held for the Head Nurse across groups? Are there differences between expectations of nurses and doctors for the Head Nurse, and Head Nurse perceptions of expectations of nurses and doctors?
Factor analysis was performed on responses of Head Nurses, nurses, and doctors separately. Expectations within groups were determined by frequencies, means, and standard deviations. Differences in expectations between groups were tested by chi-squares.
Conceptualizations of the Head Nurse as manager, clinician, patient care co-ordinator, and teacher were supported. Five factors, identified as doctor's helper, clinical leader, communication link, determiner of quality of care, and manager, accounted for 67 to 82% of variance in all groups. All groups agreed that the Head Nurse should be a determiner of quality of care given. Significant differences in expectations between groups were found in regard to the Head Nurse as doctor's helper, and clinical leader, and in regard to other activities related to patients, staff, and the unit. Head Nurses tended to overestimate nurse expectations for the Head Nurse, and underestimate doctor expectations for the Head Nurse.
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Anglin, Linda Tannert Cohen Ira. "The roles of nurses a history, 1900 to 1988 /". Normal, Ill. Illinois State University, 1990. http://wwwlib.umi.com/cr/ilstu/fullcit?p9101109.

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Thesis (D.A.)--Illinois State University, 1990.
Title from title page screen, viewed November 1, 2005. Dissertation Committee: Ira Cohen (chair), Lawrence W. McBride, M. Paul Holsinger, David C. Eaton, Leslie M. Thom. Includes bibliographical references (leaves 198-217) and abstract. Also available in print.
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Treihart, Rose. "Competency ratings of BSN, AD, and diploma nurses by hospital administrators/directors of nursing and nurse supervisors". CSUSB ScholarWorks, 1985. https://scholarworks.lib.csusb.edu/etd-project/413.

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Książki na temat "Nurse administrators"

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Turner, Nadine Branson. My journey in nursing. Huntsville, Ala: Publishing Designs, Inc., 1990.

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K, Stull Mary, i Pinkerton SueEllen, red. Current strategies for nurse administrators. Rockville, Md: Aspen Publishers, 1988.

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Barrett, Sue. American Organization of Nurse Executives 1990 national nurse manager study. Chicago, Ill: American Organization of Nurse Executives, 1991.

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Michiko, Kameyama. Taifū no yō ni ikite: Nihon saisho no kangofu Ōzeki Chika monogatari. Tōkyō: Domesu Shuppan, 1992.

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Tine, Hansen-Turton, Sherman Susan 1945-, Ferguson Vernice i Sigma Theta Tau International, red. Conversations with leaders: Frank talk from nurses (and others) on the frontlines of leadership. Indianapolis, IN: Sigma Theta Tau International Honor Society of Nursing, 2007.

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Linda, Roussel, i Swansburg Russell C, red. Management and leadership for nurse administrators. Wyd. 5. Sudbury, Mass: Jones and Bartlett Publishers, 2009.

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American Nurses Association. Task Force on Standards for Organized Nursing Services., red. Scope and standards for nurse administrators. Washington, DC: American Nurses Publishing, 1995.

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Marshall, Elaine Sorensen. Transformational leadership in nursing: From expert clinician to influential leader. New York, NY: Springer, 2011.

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Boulerice, Monique. Reference manual for today's nurse manager. Wyd. 2. Ottawa, Ont: Introduction to Nursing Management, Distance Education Program, 1991.

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Boulerice, Monique. Reference manual for today's nurse manager. Ottawa: Introduction to Nursing Management, Distance Education Program, 1991.

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Części książek na temat "Nurse administrators"

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Gilbreath, Donna, i Linda McConnell. "Reflections of a Nurse/Administrator During COVID-19: Preparedness and Fear in Rural Kentucky Nursing Homes". W COVID-19 and a World of Ad Hoc Geographies, 1679–99. Cham: Springer International Publishing, 2022. http://dx.doi.org/10.1007/978-3-030-94350-9_90.

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Guimaraes, Tor, Maria do Carmo Caccia-Bava i Valerie Guimaraes. "Human Factors Affecting HMS Impact on Nurses Jobs". W Research Anthology on Nursing Education and Overcoming Challenges in the Workplace, 224–43. IGI Global, 2021. http://dx.doi.org/10.4018/978-1-7998-9161-1.ch014.

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To improve and facilitate patient care, hospital administrators have implemented healthcare management systems (HMS). Unfortunately, many hospitals have encountered HMS implementation problems. Some user-related factors have been proposed in the literature as important to system success. This study proposes an integrative model and empirically tests the importance of these variables as determinants of HMS impact on the jobs of nurses. Data from 213 nurses using their hospital HMS has been used to test the relationships between the independent variables and the HMS impact on the nurses' jobs. The results confirm the importance of nurse participation, training, good communication with developers, and lack of conflict regarding system implementation enabling a more desirable effect of HMS on nurses' jobs. Based on the results, recommendations are made for hospital administrators to improve the likelihood of HMS implementation success.
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Wright, Karen A., Arlene Pericak i Cameron W. Hogg. "PA vs. NP". W Advances in Medical Education, Research, and Ethics, 81–110. IGI Global, 2022. http://dx.doi.org/10.4018/978-1-7998-9617-3.ch006.

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Undergraduate administrators, faculty, and staff support pre-health students during their academic preparation. In addition, they provide them with appropriate advisement services and resources to position them to successfully apply to various health professions programs. While there are similarities and differences between physician assistants (PAs) and nurse practitioners (NPs), they play important roles in the provision of healthcare in the United States and abroad. A better understanding of these two professions is needed. This chapter aims to introduce administrators, faculty, and staff to the scope of practice and educational preparation of PAs and NPs, as well as the application processes for their respective programs. The authors also discuss mental health stressors and burnout experienced by both PA and NP students and providers in hopes of encouraging interventions at the undergraduate level.
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Wise, Keely, M. Brooke Schrimpf, Mollie Hobensack, Yihong Zhao, Lusine Poghosyan i Greg Alexander. "A Research Protocol: Mixed-Mode Designs to Optimize Engagement in Clinical Informatics Research". W Studies in Health Technology and Informatics. IOS Press, 2024. http://dx.doi.org/10.3233/shti240291.

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To introduce a research protocol that utilizes mixed-mode methodology (i.e., delayed concurrent and sequential approaches) to optimize response rates of two surveys being administered to U.S. nursing homes (NHs). This protocol is being employed in a cross-sectional survey to assess for HIT maturity and nurse practitioners (NP) care environments. Survey recruitment from 3,000 NHs will be conducted from June 2023 to July 2025. Respondents included NH administrators evaluating facility-wide HIT and NPs in each NH rating their care environment.
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Hall, Robert T. "Employee Relations". W An Introduction to Healthcare Organizational Ethics, 181–205. Oxford University PressNew York, NY, 2000. http://dx.doi.org/10.1093/oso/9780195135602.003.0011.

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Abstract Employment opportunities in the hospital sector increased in the 1990s: by 2.7% for full-time employees and 5.2% for part-time employees between 1992 and 1996 (AHA, 1998). This does not mean that employees’ jobs are secure, however. The rise in outpatient services and home health care during this period must be considered in light of layoffs due to the decline in inpatient utilization. While registered nurse employment increased over this period, licensed practical nurse employment decreased. Recent cuts in federal programs, furthermore, may lead to continued downsizing of staff in certain sectors. In health care, as in other sectors of the economy, employees are nervous about job security (Caudron, 1996). The shift of power from hospitals to managed care plans and insurance companies has exacerbated the problem. Middle-level administrators fear that they may be laid off, and direct care givers worry that they will be short-staffed and overloaded with duties beyond their professional capabilities. Reorganization often moves administrative decision making further away from caregivers and imposes a less personal regime on employees. The more distant management becomes, the more employees feel that decisions are made on the basis of some hidden agenda or that the administration’s agenda is no longer in touch with the daily problems of direct care. All of this results in considerable stress on employee relations.
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Biswas, Pushpa. "Florence Nightingale: Nurse Administrator and Nurse Manager: A Woman of Action". W Florence Nightingale: She Dared to be Different, 26. Jaypee Brothers Medical Publishers (P) Ltd., 2010. http://dx.doi.org/10.5005/jp/books/11627_8.

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"Workplace Bullying and Violence". W Incivility Among Nursing Professionals in Clinical and Academic Environments, 21–47. IGI Global, 2019. http://dx.doi.org/10.4018/978-1-5225-7341-8.ch002.

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Bullying in nursing is not a problem existing only in the United States. Nurses internationally are affected by workplace incivility and bullying. Chapter 2 explores the phenomenon of bullying and incivility in nursing in countries such as Israel, Turkey, and Australia. Uncivil conduct experienced by nursing students, faculty, administrators, clinical nurses, and clinical faculty are discussed through the examination of current issues in various workplace settings that nurses work within. Imbalances of workplace tranquility and disruption influence work-life balance, as nurses attempt to find ways to cope with bullying and incivility. The latter potentially leading to organizational issues with retention and turnover of nursing staff.
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Rodgers, Joann Ellison. "Institutional Communications During Crisis". W A Field Guide for Science Writers. Oxford University Press, 2005. http://dx.doi.org/10.1093/oso/9780195174991.003.0047.

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Shortly after I left daily newspapering in 1984 for a post in Johns Hopkins Medicine's public affairs office, I was called to a meeting of senior administrators at the Johns Hopkins Hospital. The assignment was to decide what to say publicly—or whether to say anything at all—about an outbreak of deadly meningitis in the newborn nursery, and the need to close it until state and hospital epidemiologists had tracked down and eradicated the source of the infection. The right things were already being done to protect the public and the workforce, to take responsibility for the problem, and to investigate and fix what might have gone wrong. The issue was communications. My still-fresh reporter's instincts led me to propose that Hopkins call a press conference to tell the bad news quickly, before it leaked and the press suspected a coverup. We would publicly advise prospective mothers-to-be that Hopkins would arrange for their deliveries at other institutions. Despite worries that press coverage would hurt our reputation, scare patients and visitors, and invite lawsuits, I got the benefit of the doubt and personally broke the news on camera that same day. Hopkins was rewarded with a newspaper editorial praising us for putting patient safety first, a bolstered reputation for credibility, and a sure bet for increased referrals and revenue. Not a bad outcome, although not a great one, either. I might have asked that a physician or nurse deliver the news, putting a bona fide expert's face on the story. (The press corps wasn't exactly thrilled with my “credentials.”) I could have made sure insiders got a “heads-up” advance notice before they saw my face on the 6 p.m. news. (They grumbled—appropriately—about having been blind-sided and ill-equipped to answer follow-up questions from patients, families, and journalists.) And I should have alerted public information officers (PIOs) in the state health department that they would surely get calls from the press as well and should be prepared to respond quickly. Still, 20 years later, the option of whether to communicate or not communicate during a crisis remains widely recognized as no option at all.
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Lewis, Lundy, Ted Metzler i Linda Cook. "An Autonomous Robot-to-Group Exercise Coach at a Senior Living Community". W Rapid Automation, 1145–63. IGI Global, 2019. http://dx.doi.org/10.4018/978-1-5225-8060-7.ch054.

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A NAO humanoid robot is programmed to act as an autonomous exercise instructor at a senior living community. In an on-site session, the robot does (i) a warm-up routine in which the robot directs participants to ask it to perform various tasks such as dancing and reciting poems and (ii) an exercise routine in which the robot guides participants through various physical exercises such as leg, hand, and neck exercises. The participants include six elderly residents, three nurses/caregivers, and two administrators. The elderly group is categorized with respect to cognitive awareness and physical capability. The session is videoed and then analyzed to measure several dimensions of human-robot interaction with these diverse participants, including affective reaction, effective reaction, and group responsiveness. Following the exercise session, a focus group session is conducted with the seniors and a separate focus group session conducted with the nurses and administrators to glean further data.
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Gumasing, Ma Janice J., i Yuan Therense Mari B. Roa. "A Cross-Sectional Study on the Psychological Effects of Work-Shift During the COVID-19 Pandemic: A Case of Nurses in the Philippines". W Advances in Transdisciplinary Engineering. IOS Press, 2023. http://dx.doi.org/10.3233/atde230077.

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This research aims to determine the effects of work-shift on nurses’ psychological and mental condition, as measured through levels of fatigue, anxiety, depression, and sleep quality. The study uses analysis of variance and correlation analysis to evaluate the relationship between work shifts on the psychological condition of nurses. ANOVA analysis shows that factors mentioned in the study significantly differ in age, gender, time of shift, and duration. The results showed a significant association between work shift, duration, and no. of rest days on fatigue, depression, anxiety, and sleep quality of nurses under study. Thus, this study will be beneficial for nurses and hospital administrators since it could serve as the basis for evaluating their workers’ mental and psychological conditions. With this finding, this study recommends that hospital admin should also equalize employees’ workloads and identify the hazards that could trigger the psychological risk for the employees.
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Streszczenia konferencji na temat "Nurse administrators"

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Giat, Eitan, Michael Dreyfuss i Yahel Giat. "Data Analysis of Emergency Department Length of Stay for Patients Presenting with Headaches". W InSITE 2023: Informing Science + IT Education Conferences. Informing Science Institute, 2023. http://dx.doi.org/10.28945/5135.

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Aim/Purpose. Patients’ length of stay in emergency departments (ED) is a widespread problem that poses great hardship on patients and health providers alike. This paper’s purpose is to reduce length of stay (LOS) for patients presenting to the ED with headaches. Background. The increasing number of patients admitted to emergency departments challenges administrators to find ways to reduce the length of stay in the ED. The purpose of this paper is to quantify the potential reduction in LOS by modifying patient flow in the ED, for patients presenting with non-traumatic headache who require a non-contrast head computerized tomography (CT). Methodology. A 41-month retrospective review was performed for all patients presenting to the Sheba ED with non-traumatic headache as the chief complaint and that were referred to CT during their visit. We distinguished between patients that had undergone the standard patient flow of first seeing a physician and only then referred to CT and patients that were sent to CT directly from the triage station, which is run by a triage nurse. For the former group, we identified their main patient flow epochs: arrival, triage nurse, physician referral to CT, performing CT, discharge. Contribution. The contribution is two-fold. First, a practical recommendation for changes in patient workflow to reduce LOS. Second, it demonstrates how medical records can be used to analyze “what-if” scenarios on patient flow. Findings During the period under review, there were 5501 headache patients out of a total of 196681 walk-in ED visits, a ratio of 2.79% (95% confidence interval [95% CI]: 2.72%-2.86%). Of the headache patients, 2961 patients were referred to CT and their LOS was 394 minutes (95% CI: 387-401). Modifying the standard patient flow so that patients are sent from triage immediately to CT will potentially reduce 121 minutes (95% CI: 118-124) from their LOS. These potential savings are concentrated mainly in the p.m. hours. Recommendations for Practitioners. The potential LOS reduction can be achieved by modifying current patient flow for patients presenting to the ED with non-traumatic headache. Modifications should focus on late afternoon and evening hours. Accordingly, different proposals addressing the nature of these proposals are discussed. Recommendations for Researchers. There is a plethora of information available in electronic medical records, which is yet to be harnessed to improve the management of health systems. Researchers could apply techniques used in this paper to benefit the health systems. Impact on Society. Reducing LOS will positively affect not only patients who will receive faster service, but also health provider that are currently are operating in a crowded and stressful environment. Future Research. The research can be expanded to other common patient main complaints such as abdominal pain or orthopedic injuries.
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Özcan, Irfan, Gökhan Aba i Metin Ateş. "The Effect of Organizational Commitment and Job Satisfaction of Nurses on Anticipated Turnover". W International Conference on Eurasian Economies. Eurasian Economists Association, 2016. http://dx.doi.org/10.36880/c07.01592.

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Today, there is an intense competition regarding the provision of private health services. In the context of such competition, it is important to provide that health personnel commit to their jobs and have job satisfaction in order for hospitals to thrive. However, perceptions and cognitions related to leaving employment are affected due to the specific features of health services and due to the heavy workload of personnel. The current study was conducted in order to determine the effect of organizational commitment and job satisfaction on employee turnover rates among health personnel. A total of 415 nurses who were employed in 5 private hospitals located in Istanbul completed questionnaires. In the study, expected employee turnover, organizational commitment, and job satisfaction scales were administered. Data was analyzed using the SPSS 17.0 software. It was found that expected employee turnover levels showed significant differences according to the demographic features of the nurses. In addition, employee turnover rates were negatively related to organizational commitment and job satisfaction. According to this, employee turnover levels decrease as organizational commitment and job satisfaction increase. Based on these results, it is recommended that hospital administrations should place importance on programs that aim to increase organizational commitment and job satisfaction among nurses in order to reduce employee turnover rates.
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S., Tamilmani, Reena Benjamin J i Shiji A S. "Hospital services Management system using Internet of Things (IoT) Techniques". W The International Conference on scientific innovations in Science, Technology, and Management. International Journal of Advanced Trends in Engineering and Management, 2023. http://dx.doi.org/10.59544/gide2793/ngcesi23p98.

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A hospital patient tracking system using RFID technology is a web application developed for medical personnel (doctors and nurses) to monitor the movement of hospitalized patients. A RFID reader placed in each room will detect a patient wearing a registered tag when entering and leaving the room. It is designed to address the problems of long queues, overcrowding, delayed treatments and insufficient beds for patients. The tracking process is used to track all registered patients. At the same time, the duration of the patient process in each room will be recorded and calculated to obtain the range processing times in each room. It can be used to refer to and address the bottlenecks they face at the hospital. All medical personnel must register and be approved by the system administrator before access the system.
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McGarry, Nina, i Gordana Culjak. "A Qualitative Study of Physicians, Surgeons, Nurses, Clinicians, and Administrators Perception of Training to Learn Mandated Healthcare Informatics Tool Conducted at DC Veterans Affair Hospital". W 2008 41st Annual Hawaii International Conference on System Sciences. IEEE, 2008. http://dx.doi.org/10.1109/hicss.2008.35.

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