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

Background: Nurses' job satisfaction is a crucial component of a safe and efficient healthcare environment.

Aim: To understand the level of job satisfaction among migrant nurses working in intensive and critical care in Saudi Arabia.

Method: This study used a quantitative descriptive design. A total of 421 migrant nurses working in intensive and critical care units in two teaching hospitals in Saudi Arabia completed a questionnaire based on the McCloskey/Mueller Satisfaction Scale.

Findings: Participating migrant nurses had moderate levels of job satisfaction overall, except for salary, holiday allowance and maternity leave, which attracted low satisfaction scores, and nursing peers, which attracted a high satisfaction score. There were no statistically significant differences in job satisfaction scores according to demographic variables except marital status, with a significantly higher job satisfaction among married respondents.

Conclusion: Promoting job satisfaction among nurses could improve the efficiency and quality of nursing care. There is a range of strategies that can be used to enhance nurses' job satisfaction, including improving working conditions and promoting career development.

Nurse managers in charge of a post-anaesthesia care unit (PACU) face the task of optimising staffing levels and must be able to justify staffing needs to the wider operational team. The high variability in patient numbers and acuity that characterises the PACU, as well as the broader factors that affect patient flow to and from the PACU, make it challenging to quantify staffing requirements. Staffing models often fail to reflect accurately the needs of patients and therefore the needs of the unit and there is no recommended model for quantifying PACU staffing requirements. In this article, the author describes the challenges of quantifying PACU staffing requirements and the suitability of different types of data. The author also discusses factors to consider when developing model for quantifying PACU staffing requirements.

Background: Evidence suggests that stress and anxiety are commonly experienced by nursing students. Cognitive distortions, or negative thinking styles, are linked to stress and anxiety and have been shown to have a detrimental effect on mental health. Therefore, identification of cognitive distortions among nursing students may serve to prevent the development of mental health issues among this population.

Aim: To explore the prevalence of cognitive distortions among a sample of nursing students, identify which types were more common and determine how these types varied by sociodemographic characteristics.

Method: A cross-sectional online questionnaire survey was conducted with undergraduate nursing students at a university in Palestine. All students enrolled during the 2020-21 academic year ( n =305) were invited to participate, of whom 176 responded.

Results: Of the 176 students who responded, 9 (5%) had severe levels of cognitive distortion, 58 (33%) had moderate levels, 83 (47%) had mild levels and 26 (15%) had healthy levels. Of the nine types cognitive distortions described in the questionnaire, respondents engaged most in emotional reasoning, followed by perfectionist thinking and 'What if?'

Questions: The cognitive distortions that respondents were least likely to engage in were polarised thinking and overgeneralising. Single, first-year and younger respondents had a significantly higher level of cognitive distortions.

Conclusion: The results emphasise the importance of identifying and managing cognitive distortions in nursing students, not only in the mental health clinics at the university where the study took place, but also in preventive well-being services. Universities should prioritise nursing students' mental health.

Employees are entitled to work in an environment that upholds their dignity and respect, but bullying still exists in many disciplines, including in nurse education and nursing practice. Researchers have suggested that to address bullying employers need to intervene at team and/or organisational level rather than focusing solely on the individuals involved. To reduce the incidence of bullying and other adverse social behaviours in the workplace, many higher education institutions and healthcare organisations have developed dignity and respect (D&R) policies. In this article, the authors describe the development and implementation of several small-scale initiatives designed to increase awareness of bullying and D&R policy among staff and students at the School of Nursing and Midwifery at Trinity College Dublin. The interventions were informed by the concepts of distributed leadership and implementation science.

Healthcare is continually evolving in response to new global challenges, changes in society, limitations on resources and the growing use of technology. In light of these changes and challenges, this article discusses the benefits for nurse leaders to explore a new approach known as quantum leadership. This is a relationship-focused and value-based leadership style in which leaders understand that healthcare organisations have been in a state of flux and recognise how to respond constructively to change in the future. Quantum leadership enables nurse leaders to create and maintain synergistic team working, whereby the team works together towards the common goal of delivering optimal person-centred care. The author suggests that quantum leadership is an engaging and realistic approach to adopt, with benefits of all staff delivering healthcare services and ultimately for patients.

Innovation, creativity and leadership in nursing are essential to meet healthcare's constantly growing demands and to improve health and well-being. However, improvement initiatives require leadership and innovation support to make a positive impact ( Knol and van Linge 2009 ).

Effective talent management is vital to retain skilled and experienced nurses and midwives in the NHS. In 2019, a group of NHS organisations in London set up a talent management support network (TMSN) aimed at helping specific groups of nurses and midwives facing challenges in fulfilling their professional potential. The network started by supporting nurses and midwives from minority ethnic backgrounds, later also offering the programme to dental nurses across England and to healthcare workers in Brazil. The network uses the power of action learning and networking in a framework that nurtures staff's talents. This article describes the London TMSN team's experience of setting up and running the network. It also explains how nursing and midwifery managers and leaders can create a business case for the development of a similar network in their setting.

Nurses who are responsible for a clinical area do not only have a management role but also, crucially, a leadership role. The role of ward leader is complex and demanding. Ward leaders are accountable for patient safety and the quality of patient care, act as role models, motivate staff and cascade organisational goals to them. They also ensure the correct skill mix on the ward, alleviate pressures on staff and provide opportunities for staff development. This article describes several leadership models which all have something to offer to nurses looking to develop their ward leadership skills. It discusses core elements of effective ward leadership, notably providing support and direction to the team through coaching and mentoring, developing the ward as a learning environment, understanding the wider care context and taking time for self-care.

Co-production is a process adopted in health, social care, research, policy development and higher education that aims to bring together the skills and experiences of service users and professionals. It has a range of advantages, such as enabling users of a service to have a voice and to equalise power among service users, professionals and leaders. Co-production is continually developing and is often referred to in contemporary health and social care policy. When designed well, co-production can create a variety of advantages for service users, professionals and the wider community. This article demonstrates that co-production can be an effective framework to improve experiences for service users and healthcare staff. It is an empowering process that can happen in varying degrees and can be a key part of nurse managers' practice. The article explores how co-production can be successfully used in a range of healthcare and higher education environments. Ideas about how nurse managers can use co-production to address diversity and inclusion in services are explored.

Lifelong learning is an expectation of all nurses and nursing associates. However, after preceptorship there is limited guidance on how junior nurses can progress in their careers. Formal training programmes were limited by pressures associated with the coronavirus disease 2019 (COVID-19) pandemic, as well as long-term financial and resource restrictions across the NHS. Nurses' expectations of professional development and well-being have also been affected by their experiences during the pandemic. This article explores how nurses in management positions can create professional development opportunities for nurses, particularly in leadership. The author identifies how leaders can support their staff to broaden their skills and knowledge despite pressures on staffing and resources.