A Cost???Benefit Analysis of Shared Governance

DeBaca, Vicki; Jones, Katherine; Tornabeni, Jolene

doi:10.1097/00005110-199307000-00014

Cited by 15 publications

(5 citation statements)

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“…Transforming the organizational culture to support and integrate a model of professional nursing practice can be a valuable investment for hospitals (DeBaca, Jones, & Tornabeni, 1993; Mark, Lindley, & Jones, 2009; Needleman & Hassmiller, 2009; Zelauskas & Howes, 1992), but it requires organizational willingness and commitment. The Magnet Recognition Program is one approach offering a concrete model for creating a good work environment for nurses.…”

Section: Discussionmentioning

confidence: 99%

Wage, Work Environment, and Staffing: Effects on Nurse Outcomes

McHugh

Ma²

2014

Policy, Politics, & Nursing Practice

120

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Research has shown that hospitals with better nurse staffing and work environments have better nurse outcomes—less burnout, job dissatisfaction, and intention to leave the job. Many studies, however, have not accounted for wage effects, which may confound findings. By using a secondary analysis with cross-sectional administrative data and a four-state survey of nurses, we investigated how wage, work environment, and staffing were associated with nurse outcomes. Logistic regression models, with and without wage, were used to estimate the effects of work environment and staffing on burnout, job dissatisfaction, and intent to leave. We discovered that wage was associated with job dissatisfaction and intent to leave but had little influence on burnout, while work environment and average patient-to-nurse ratio still have considerable effects on nurse outcomes. Wage is important for good nurse outcomes, but it does not diminish the significant influence of work environment and staffing on nurse outcomes.

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Section: Discussionmentioning

confidence: 99%

Wage, Work Environment, and Staffing: Effects on Nurse Outcomes

McHugh

Ma²

2014

Policy, Politics, & Nursing Practice

120

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“…Many studies-self reports, time series designs before and after inauguration of SG, and comparison of nurses in SG versus traditional settingsreport positive effects of professional practice/SG models on variables such as job satisfaction (Vilardo, 1993), job satisfaction and actual and anticipated turnover (Ethridge, 1987;Jones & Sparki, 1989;McDonagh, Rhodes, Sharkey, & Goodroe, 1989;Pinkerton, 1988), increased productivity (McDonagh et al, 1989;Nakata & Saylor, 1994), involvement in nursing and patient care policy (Relf, 1995), and decreased cost (Blaufuss, Maynard, & Schollars, 1992;deBaca, Jones, & Tornabeni, 1993;Pinkerton, 1988;Relf, 1995). Kennerly (1996), on the other hand, found that job satisfaction, anticipated turnover, and perceived effectiveness were not significantly influenced by SG.…”

Section: What Is the Literature Definition Of C/np?mentioning

confidence: 99%

Magnet Hospital Nurses Describe Control Over Nursing Practice

Kramer¹,

Schmalenberg²

2003

West J Nurs Res

109

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Staff nurses describe control over nursing practice (C/NP) as a professional nursing function made up of a variety of activities and outcomes. Greater acclaim, status, and prestige for nursing in the organization are viewed as a result, not a precursor, of C/NP. Interviews with 279 staff nurses working in 14 magnet hospitals indicated that effective C/NP requires some kind of empowered, formal organizational structure, extends beyond clinical decision making at the patient care interface, and is the same as or highly similar to what the literature describes as professional autonomy. From constant comparative analysis of nurses' descriptions of C/NP activities, five ranked categories of this real-life event emerged. The basis for the categories and ranking was "who owned the problem, issue, and solution" and the "degree of effectiveness of control" as reflected in visibility, viability, and recognition of a formal structure allowing and encouraging nurses' control over practice. Hospital mergers and structural reorganization were reported to negatively affect the structure needed for effective C/NP. Almost 60% of these magnet hospital staff nurses stated and/or described little or no C/NP.

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“…5 Implementing shared governance requires a large financial commitment from the institution, but the payback can be significant in monetary terms and staff satisfaction. 5 Implementing shared governance requires a large financial commitment from the institution, but the payback can be significant in monetary terms and staff satisfaction.…”

Section: Cost-effectiveness Of Shared Governancementioning

confidence: 99%

DNP-prepared APRNs

Sonson

2013

Nursing Management

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A Cost???Benefit Analysis of Shared Governance

Cited by 15 publications

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Wage, Work Environment, and Staffing: Effects on Nurse Outcomes

Wage, Work Environment, and Staffing: Effects on Nurse Outcomes

Magnet Hospital Nurses Describe Control Over Nursing Practice

DNP-prepared APRNs

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