Administrative Rounds

Haas, Sheila; Gold, Carrol

doi:10.1097/00005110-199309000-00013

Cited by 3 publications

(2 citation statements)

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“…The interviewer’s use of ‘rounds’ enabled the research team to assess expectations and perceptions of mental health nurses about professional development and career pathways in a collegial and timely way (Haas & Gold 1993). This personal approach to collecting and verifying information involves face‐to‐face contact to facilitate access and negotiation of a time and place for individual nurses convenient for them in their practice on that day (Lee & Manley 2008).…”

Section: Discussionmentioning

confidence: 99%

The views of mental health nurses on continuing professional development

Cleary

Horsfall

O’Hara-Aarons

et al. 2011

Journal of Clinical Nursing

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Section: Discussionmentioning

confidence: 99%

The views of mental health nurses on continuing professional development

Cleary

Horsfall

O’Hara-Aarons

et al. 2011

Journal of Clinical Nursing

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“…Scott, 2003), future studies are suggested to also include them. Additionally, studies including executive roles (Kline & McNett, 2019) and roles of administrators (Haas & Gold, 1993) were also excluded, suggesting that an overview of different managerial roles involved in rounding might be interesting. Moreover, in evaluating the methodological quality, articles not reporting indications about the study design (e.g.…”

Section: Discussionmentioning

confidence: 99%

Nurse manager intentional rounding and outcomes: Findings of a systematic review

Bayram

Özsaban

Longhini

et al. 2022

Journal of Advanced Nursing

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Aim To summarize the evidence available on Nurse Manager Intentional Rounding (NMIR) describing the main characteristics and methodological quality of studies available, the features of rounding and the outcomes as measured to date. Design A systematic review. Data Sources Electronic databases, including MEDLINE‐EBSCHOST, PubMed, CINAHL, Scopus, Cochrane, Clinicalkey, ScienceDirect, OVID, Sage Journals and Web of Science, were searched up to June 2021. Review Methods The Preferred Reporting Items for Systematic Reviews and Meta‐Analyses statement guideline was used to summarize methods and report findings. The Joanna Briggs Institute Critical Appraisal tools were used to evaluate the methodology quality of the studies included. Results Seven studies were included with pre‐post‐test (n = 3), longitudinal, two‐group post‐tests, quasi‐experimental, and retrospective study designs (n = 1, respectively). In five studies, the nurse managers were trained to conduct the rounding, which was shaped according to three main features: a structured (n = 4), a semi‐structured (n = 1) and an unstructured rounding (n = 2) delivered from high (twice a day 7/7) to low intensity (once a day, 5/7). Two main outcomes have been measured to date, the patient satisfaction and some aspects related to the care quality. Five studies reported that the satisfaction scores of patients who received rounding were significantly higher than that perceived by patients not receiving rounding. About the other aspects of the quality of care, two studies documented significant improvements as a consequence of the NMIR (e.g. information accessibility, discharge instructions, coordination of care after discharge). Conclusion Studies available report in general a low methodological quality, mainly due to their pragmatic nature as quality improvement projects. Therefore, transforming this field of research by establishing a methodological rigour and a theoretical foundation in both interventions and outcomes and by designing experimental approaches, might expand the evidence available on the effects of nurse managers intentional rounding.

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Improving the patient experience through nurse leader rounds

Morton¹,

Brekhus²,

Reynolds³

et al. 2014

Patient Experience Journal

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Improving the patient experience through nurse leader rounds Cover Page Footnote We would first like to acknowledge the incredible work and leadership of the teams and leaders of the regions, hospitals and emergency departments who implemented nurse leader rounds and achieved such positive results. Without their dedication and effort, this article could not have been written. We would also like to express our appreciation to the board and executive leaders whose oversight and guidance maintains patient experience and the work related to it as a high priority. We are particularly thankful to librarians Kathryn Gibbs and Basia Delawska-Elliott for their assistance in securing literature needed to inform this research. Advice provided by Tom French regarding statistical analyses was most valuable, and we are extremely grateful to have benefited from it. Michele Bedford deserves our eternal gratitude for her constant assistance to coordinate, support, and improve our efforts. Special thanks are extended to Michele Nafziger and Press Ganey for generous and ongoing support of our data analysis, reporting, and improvement work. This article is associated with the Culture & Leadership lens of The Beryl Institute Experience Framework.

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Administrative Rounds

Cited by 3 publications

References 0 publications

The views of mental health nurses on continuing professional development

The views of mental health nurses on continuing professional development

Nurse manager intentional rounding and outcomes: Findings of a systematic review

Improving the patient experience through nurse leader rounds

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