Hospital performance plus: a tool to shift paradigms in nursing roles.

Abstract

A project was initiated by the Vice-President, Nursing at The Queen Elizabeth Hospital, Toronto, to clarify the role of the Nurse Manager. The strategy undertaken involved the Staff Development department, and an outside consulting firm, Richard Kemerer and Associates Ltd. The facilitated process resulted in alignment of job expectations, management development strategy, and performance accountability. The model used behavioral statements of what should be done based on a vision of the role at least two to three years ahead of the present time. Each nurse manager accountability was elaborated by a small group of nurse managers considered most competent in that area of practice. Ultimately all management team members reviewed the Job Profile for validation. The result of the process has been better performance plus higher morale and a paradigm shift for the nursing division at The Queen Elizabeth Hospital, Toronto, Ontario.