Nursing management (Harrow, London, England : 1994)最新文献

Needle insertion, for example for venepuncture or intravenous (IV) cannulation, is a common intervention experienced by patients. However, up to half of venepuncture and IV cannulation procedures fail on the first attempt, resulting in further attempts. Multiple needle insertion attempts can lead to pain and other complications for patients and can take up staff time and increase equipment costs for hospitals, so it is important to ensure that needle insertion practices and outcomes are optimised. This article reports the results of a US survey that aimed to provide an insight into patients' and nurses' perspectives on and experiences of needle insertion. The results show that multiple needle insertion attempts are common and that associated complications have a detrimental effect on patients' satisfaction with the procedure. The results also suggest that patients and nurses are interested in alternatives to needle insertion, such as ultrasound guided IV cannulation or needle-free blood collection. Nurse leaders should be aware of these technologies and consider the implementation of sustainable initiatives to evolve practice.

Various styles and models of leadership can be used in nursing practice, with transformational leadership generally considered to be the most effective style. This article explores the application of Kouzes and Posner's Five Practices of Exemplary Leadership framework to the safeguarding of residents from abuse in residential care settings in the Republic of Ireland. The authors outline and critically evaluate Kouzes and Posner's five fundamental leadership practices in this context. While this transformational leadership framework offers a comprehensive approach, emphasising emotional connection and empowerment, the authors consider its practical applicability in a highly regulated healthcare environment. The authors' analysis highlights the strengths and limitations of the model in this context, particularly in fostering a culture of safety and accountability among nursing teams. They conclude that while Kouzes and Posner's model provides valuable insights, its idealistic nature may require adaptation to effectively address the complex realities of safeguarding older adults living in residential care settings.

Feedback is essential for promoting nurses' professional development and enhancing the quality of patient care. Effective feedback, in terms of delivery, content and receipt, can support nurses to identify their strengths and areas for improvement, enhance patient care and strengthen teamwork and communication. Despite its importance, however, delivering feedback can be challenging, notably due to concerns about how it will be received. Creating a supportive environment, using a structured framework and fostering self-reflection among staff can support nurse managers to deliver feedback effectively. This article explores the importance of feedback in nursing practice, examines some of the barriers to providing feedback and suggests strategies for delivering effective feedback.

There is a wealth of evidence that demonstrates a link between inadequate nurse staffing levels and suboptimal patient care. Over the last decade, policies and legislation on safe nurse staffing levels have been developed for specific settings and countries in the UK, all of which emphasise employers' responsibility in responding to staff's concerns about unsafe staffing. However, the effectiveness of mechanisms for monitoring and responding to such concerns is unclear. This article provides an overview of some of the results of a union-led pilot survey of acute hospital staff that aimed to explore the prevalence of unsafe staffing levels and employers' responses to concerns raised by staff about staffing levels. Overall, the results demonstrate that hospital staff working in clinical roles often regarded staffing levels as unsafe and that the delivery of nursing interventions was often disrupted on shifts reported as unsafe. In addition, most staff who had raised concerns about staffing levels perceived their employer's response as unsatisfactory. Employers appeared to rely on staff redeployment or temporary staff to address staffing shortfalls, but these are not always effective or viable options. Employers need to explore alternative means of alleviating staffing shortfalls and of supporting their staff.

The shortfall of nurses in the UK has led to concerns that there are insufficient staff to ensure safe and high-quality care. To address this shortfall, one group to focus on for recruiting nursing students is school-leavers. This article reports on an integrative literature review that was conducted to explore the educational strategies used to attract school-leavers to undergraduate nurse education programmes. The review identified that a variety of educational strategies were used, and all of the included studies reported positive effects on school pupils' intention to undertake nursing studies. These strategies often included interactions with nursing staff and/or nursing students, as well as observing and practising clinical skills, for example via simulation. However, most participants likely had a pre-existing interest in healthcare or nursing, the interventions were delivered predominantly to young women, and the included studies lacked longer-term follow-up. This highlights a need to conduct further research to assess the longitudinal impact of recruitment strategies aimed at broader audiences.

Nurses frequently experience multiple challenges and face numerous demands in their professional role, which may lead to adverse effects such as stress, depression, anxiety and burnout. Therefore, it is important to identify effective and accessible strategies that can support them. This article explores how nurses can use journalling as a tool for navigating the challenges they experience in their practice. It offers a step-by-step guide that provides nurses with an accessible and effective approach to journalling, which they can use to support their mental well-being and self-care.

Rationale and key points: Bullying has existed in health and social care organisations for many years. Although researchers have examined the effects of bullying on nurses and nursing students, there has been too little focus on bullying behaviours inflicted directly or indirectly on nurse leaders and managers. This article provides concise and practical guidance for nurses in leadership or management roles on how to identify and manage bullying behaviours directed at themselves. • Overt or covert bullying in nursing can happen at every level of the organisation. • Bullying negatively affects practice, teamwork, staff morale and patient care. • Identifying bullying is the first step in addressing unacceptable behaviours. • Admitting that you may be being bullied and seeking support to manage bullying is a hallmark of an effective nurse leader. REFLECTIVE ACTIVITY: 'How to' articles can help to update your practice and ensure it remains evidence-based. Apply this article to your practice. Reflect on and write a short account of: • How this article might improve your practice when managing being bullied as a nurse leader. • How you could use this information to educate your peers about managing being bullied as a nurse leader.

This article explores the critical role the nursing information officer (NIO)'s team played in facilitating the transition to an electronic health record system (EHR) at two NHS trusts in London. The article highlights that with the increasing importance of digital leadership in nursing, it is necessary to prepare nursing staff for the implementation of an EHR to enhance patient care and staff experience. It discusses various methodologies the NIO's team adopted, including 'show and tells', demos, walkabouts, induction sessions, 'CopyCat' charting, and a 'change and engagement' document. These engagement strategies are aimed at addressing diverse learning needs, increasing nurses' confidence and ensuring effective use of the new EHR. The successful implementation of an EHR depends on collaborative efforts among nursing staff, leadership and NIO teams. This emphasises the importance of embracing digital transformation and innovative strategies in navigating healthcare technology complexities.

For the individual nurse, professionalism includes attributes such as ethical practice, accountability, empathy and a commitment to ongoing professional development. A lack of nursing professionalism can negatively affect public trust, patient satisfaction and healthcare outcomes. This article examines whether professionalism is a reality in UK nursing or simply a perception. The author argues that professionalism in UK nursing is generally supported by education, adherence to standards and ethical conduct. However, challenges such as workload pressures, staffing shortages and negative portrayals of nursing in the media can undermine both the perception and the practice of nursing professionalism. Addressing these challenges requires comprehensive strategies from policymakers, healthcare leaders and nurse educators. While professionalism in UK nursing is a reality, continuous efforts are needed to maintain standards, including from nurses themselves.

The vital role of nurses in the delivery of safe and effective patient care is widely recognised. However, due to the significant stress associated with the role and its responsibilities, including ongoing challenges in healthcare organisations, there are high burnout rates among nurses. Burnout is defined as unmanaged workplace stress that causes physical, mental and emotional fatigue, and it has been recognised as an occupational phenomenon. It is essential to identify the early warning signs of nurse burnout so that it can be addressed in a timely manner. Resilience has an important role in supporting nurses to cope with and adapt to adverse experiences, thereby supporting them to improve their health and well-being and subsequently to provide high-quality patient care. This article outlines the support and strategies that nurse managers and organisational leaders can put in place to manage burnout and develop resilience among nurses.