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

Over the past four decades, the number of people aged over 60 years has increased worldwide, and within this population there has been a proportional increase in people with diverse sexual orientations and gender identities. Executive nurses have an important leadership role in challenging heterocisnormative care practices in healthcare environments that affect the well-being of older adults who are lesbian, gay, bisexual, transgender, queer or questioning and others (LGBTQ+). This article reports on the findings of a secondary analysis of data extracted from an earlier scoping review to provide recommendations for executive nurses on how to advocate for LGBTQ+ older adults and create safe and inclusive healthcare environments for them.

Stress, suboptimal mental health and an inadequate work-life balance are underlying and serious issues in the nursing profession, affecting staff recruitment and retention and potentially having a detrimental effect on patient care. While compassion towards patients is central to the nursing role, often 'compassion towards the compassionate' is lacking. The need for compassion is even more important now, and in the months ahead, due to the additional stressors experienced by nurses during the COVID-19 pandemic, whether they are on the front line, furloughed or shielding. This article includes reflections from nursing staff and uses their stories to encourage reflection on ethical and moral dilemmas experienced during the pandemic. The Compassion in the Workplace model is suggested as a tool that can be used by nurse managers to examine their compassion levels and to support the development of a compassionate workplace. In addition, this article offers some practical ideas on what compassionate leadership might look like in day-to-day practice.

Background: Nurse turnover is a prevalent and serious issue in Jordan, with many nurses leaving their jobs to search for better opportunities outside the country. It is therefore important to assess anticipated nurse turnover and the factors that may affect this, to prevent the costly and unnecessary loss of staff.

Aim: To assess anticipated nurse turnover and its predictors, and to compare these between public and university-affiliated (teaching) hospitals.

Method: A descriptive, cross-sectional and comparative design was used. Anticipated nurse turnover was measured using the Anticipated Turnover Scale, which consists of 12 items related to a nurse's intention to leave their job that are rated using a seven-point Likert-scale. Questionnaires were distributed to 280 nurses from three public hospitals and one university-affiliated hospital in the north of Jordan. Data were analysed using descriptive statistics, multiple regression and independent t-tests.

Results: Questionnaire responses were received from 250 nurses, yielding a response rate of 89%. This study identified that 68% of respondents intended to leave their job. Being older, more experienced and with a higher level of education increased the likelihood of nurse turnover. Nurses working in the university-affiliated hospital had a higher intent to leave compared with those working in public hospitals.

Conclusion: This study found that a high proportion of nurses working in hospitals in the north of Jordan were considering leaving their jobs, and nurses' characteristics had a significant role in determining anticipated turnover. The results of this study could provide policymakers and stakeholders in Jordan with guidance to develop policies and retention programmes that could improve nurses' work environment and reduce turnover.

Instrument-processing staff work in a fast-paced, high-risk environment and errors in any of their processes can have a significant effect on patient safety. Effective communication is essential to the maintenance of complex processes such as the cleaning, disinfection and sterilisation of surgical instruments. This article details a service improvement project that aimed to evaluate staff members' perceptions of teamwork and communication before and after the implementation of team huddles in an instrument-processing department. A questionnaire was used to survey staff perceptions of teamwork and communication before and after the implementation of team huddles. The huddles included the use of a huddle board to standardise their content. While the survey did not identify any significant differences in staff perceptions before and after the implementation of the huddles, the department leaders noted significant improvements in the attitudes and engagement of staff members. The service improvement project demonstrated that structured team huddles can improve morale and efficiencies within departments through enhanced collaboration and communication.

The executive nurse director role is complex and there is significant variation in the expectations and responsibilities placed on it. The main function of the role is to deliver the nursing agenda and ensure that safety and quality remain the focus of the executive board. However, it is unclear what evidence exists regarding the challenges and opportunities experienced by executive nurse directors. This scoping review, undertaken as part of the Stronger Study, explores the literature published from 2009 onwards on the challenges and opportunities affecting executive nurse directors' ability to deliver the nursing agenda in the UK. Findings from the review suggest that the importance attached to the executive nurse director role is not matched by the amount of research available. Strengthening the executive nurse director role requires a stronger evidence base and an awareness of the benefits of the role.

This article describes how driving evidence-based practice across the paediatric population using outcomes-driven acuity technology led to the formulation of a combined multihospital and health information technology acuity council. The cross-collaboration among acuity experts resulted in a pilot project being undertaken, implementing evidence-based practice using acuity data and expanding newborn and post-partum acuity outcome sets. The newborn acuity outcome set was expanded from four to seven outcomes, and the post-partum outcome set from nine to 12 outcomes. The revised outcome sets facilitate implementation of evidence-based practice to evaluate the effect of nursing care and practice on patient outcomes.

Ward accreditation is fundamental in contemporary healthcare delivery. One NHS trust in southwest England that had been placed in special measures introduced a ward accreditation programme - known as the ASPIRE programme - but the trust's senior nursing leadership team raised concerns about the level of quality assurance provided. Therefore, the trust revised its newly created ward accreditation programme, referring to the evidence base to re-evaluate the metrics used for assessment. Five new elements, including direct registered nurse care time and ward climate, were introduced in the accreditation process. The revision improved confidence in the quality assurance provided by the programme, which became central to the trust's overall improvement plans.

Confirming the patient's identity is one of the most important elements in medicines administration, with research showing that medication errors are one of the most common sources of harm caused to patients. This article discusses the implementation of a barcode medicines administration system using two change management models. A complex project such as the implementation of barcode medicines administration technology, requires staff engagement at all levels. The adoption rates of the new workflow patterns in this project showed the benefits of using various change management models during different phases of a project. The project also demonstrated how nurse leaders must use a range of resources to effectively implement a new project.

The emergence of coronavirus disease 2019 (COVID-19) has meant that nurse leaders need to respond rapidly and decisively to the demands and challenges of a pandemic in a context of increased staff shortages and limited resources. This article suggests essential leadership skills and characteristics that nurses can use to underpin effective leadership in a crisis, emphasising the importance of decision-making and emotional intelligence. It also addresses two important questions: 'what do leaders in a crisis need to do that differs from any other time?' and 'what does effective leadership look like in a crisis?'