Meaningful Participation and Effective Communication in Shared Governance

Giambra, Barbara K.; Kneflin, Nicole; Morath, Heather; Lee, Julie; Lin, Li; Morris, Edith

doi:10.1016/j.mnl.2017.08.004

Cited by 7 publications

(14 citation statements)

References 14 publications

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“…While some research literature was found that explored barriers to shared governance participation (Frith & Montgomery, 2006; Overcash et al., 2012; Wilson et al, 2014), no literature was identified that explored factors that facilitated participation in either shared governance or attendance at unit meetings. This is consistent with what others have found (Cox Sullivan et al., 2017; Giambra et al., 2018). Although identification of barriers to nursing behaviors is important, some researchers have found that removal of barriers alone is insufficient to bring about behavior change in nurses (Siedlecki & Albert, 2017).…”

Section: Introductionsupporting

confidence: 94%

A descriptive study of factors that facilitate nurses’ participation in shared governance and attendance at unit meetings

2021

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Aim To identify factors that facilitate participation in shared governance and attendance at unit meetings. Background Shared governance and unit meetings are crucial for education and communication. Current literature explores barriers to participation and attendance; however, removal of barriers may be insufficient to bring about behaviour change in nurses. Method Secondary analysis of data from 511 clinical nurses, who worked at one of nine facilities within one large health care system in the Midwest United States, was used to address our aim. Results Shared governance participants and unit meeting attendees were most satisfied with nursing as a career and more likely to be optimistic that nurses could change things, than non‐participants and non‐attendees, and this difference was statistically significant (p < .05). The organizational variable most associated with participation and attendance dealt with paid time‐off to attend meetings. Personal reasons for participation and attendance were the opportunity to express opinions and to hear opinions of others. Conclusion Organizations should encourage nurses to express their opinions and ensure that nurses are paid for the time spent participating in meetings. Implications for nursing management While some variables cannot be controlled by organizations, nursing leadership can provide opportunities for nurses to become more active and participate in decision‐making.

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Section: Introductionsupporting

confidence: 94%

A descriptive study of factors that facilitate nurses’ participation in shared governance and attendance at unit meetings

2021

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“…All articles selected for inclusion in the review originated from the USA and were published between 2001 and 2018. The studies were mainly survey-based and used either longitudinal (Frith and Montgomery, 2006; Brull, 2015; Allen-Gilliam et al , 2016; Ong, 2017; Di Fiore et al , 2018; Weaver, 2018) or cross-sectional designs (Howell et al , 2001; Overcash et al , 2012; Rheingans, 2012; Wilson et al , 2014; Winslow et al , 2015; Gerard et al , 2016; Giambra et al , 2018). One study employed a modified Delphi technique, (Giambra et al , 2018) and four studies utilized mixed methods (Frith and Montgomery, 2006; Winslow et al , 2015; Ong, 2017; Giambra et al , 2018).…”

Section: Resultsmentioning

confidence: 99%

“…The studies were mainly survey-based and used either longitudinal (Frith and Montgomery, 2006; Brull, 2015; Allen-Gilliam et al , 2016; Ong, 2017; Di Fiore et al , 2018; Weaver, 2018) or cross-sectional designs (Howell et al , 2001; Overcash et al , 2012; Rheingans, 2012; Wilson et al , 2014; Winslow et al , 2015; Gerard et al , 2016; Giambra et al , 2018). One study employed a modified Delphi technique, (Giambra et al , 2018) and four studies utilized mixed methods (Frith and Montgomery, 2006; Winslow et al , 2015; Ong, 2017; Giambra et al , 2018). The most widely used survey instrument was IPNG or its upgraded version (Howell et al , 2001; Overcash et al , 2012; Rheingans, 2012; Brull, 2015; Di Fiore et al , 2018; Weaver, 2018).…”

Section: Resultsmentioning

confidence: 99%

“…Three studies accepted participants other than nurses, such as nurse managers and patient-care technicians (Frith and Montgomery, 2006; Wilson et al , 2014; Giambra et al , 2018). In all of the studied settings, SG had originally been established for nurses, but two of the articles examined interdisciplinary models (Allen-Gilliam et al , 2016; Giambra et al , 2018). Studies on organizations that served only the nursing profession strongly emphasized nurse managers' supporting role.…”

Section: Resultsmentioning

confidence: 99%

“…Most of the studies examined models implemented within the last five years (Howell et al , 2001; Frith and Montgomery, 2006; Rheingans, 2012; Wilson et al , 2014; Brull, 2015; Ong, 2017; Di Fiore et al , 2018) or recently redesigned models (Winslow et al , 2015; Allen-Gilliam et al , 2016; Gerard et al , 2016; Giambra et al , 2018; Weaver, 2018). The models frequently had both a unit-level structure and an organization-wide structure (Frith and Montgomery, 2006; Rheingans, 2012; Wilson et al , 2014; Winslow et al , 2015; Brull, 2015; Gerard et al , 2016; Di Fiore et al , 2018; Giambra et al , 2018; Weaver, 2018). Only two articles described models consistent with Porter-O'Grady's (1987) original classification (Overcash et al , 2012; Rheingans, 2012).…”

Section: Resultsmentioning

confidence: 99%

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Research on hospital-based shared governance: a scoping review

Kyytsönen

Tomietto

Huhtakangas

et al. 2020

IJHG

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PurposeThe purpose of this study is to review research on hospital-based shared governance (SG), focussing on its core elements.Design/methodology/approachA scoping review was conducted by searching the Medline (Ovid), CINAHL (EBSCO), Medic, ABI/INFORM Collection (ProQuest) and SveMed+ databases using SG and related concepts in hospital settings as search terms (May 1998–February 2019). Only original research articles examining SG were included. The reference lists of the selected articles were reviewed. Data were extracted from the selected articles by charting and then subjected to a thematic analysis.FindingsThe review included 13 original research articles that examined SG in hospital settings. The studied organizations had implemented SG in different ways, and many struggled to obtain satisfactory results. SG was executed within individual professions or multiple professions and was typically implemented at both unit- and organization-levels. The thematic analysis revealed six core elements of SG as follows: professionalism, shared decision-making, evidence-based practice, continuous quality improvement, collaboration and empowerment.Practical implicationsAn SG framework for hospital settings was developed based on the core elements of SG, the participants and the organizational levels involved. Hospitals considering SG should prepare for a time-consuming process that requires belief in the core elements of SG. The SG framework can be used as a tool to implement and strengthen SG in organizations.Originality/valueThe review resumes the tradition of systematically reviewing SG literature, which had not been done in the 21st century. General tendencies of the research scene and research gaps are pointed out.

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The functionality of unit practice councils and its relationship with nurses' accountability: A cross‐sectional study

et al. 2023

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A positive and healthy work environment is considered an essential and crucial component to increase nurses' satisfaction; therefore, nurses used shared governance and its related Unit Practice Councils (UPCs) as a way to attain it. UPCs are innovative management and leadership process built on shared decision-making among all nurses and focused on nurses' practices and accountability of their care (Lamoureux et al., 2014).Engaging nurses at the service point in raising clinical and operational issues is linked to greater levels of empowerment and confidence pertaining to shared governance and its related UPCs (Al-Marri & Kehyayan, 2018;Brull, 2015). Implementation of professional governance structures can enhance the synergistic work environment between the management and frontline employees, and improve employee work conditions enhancing teamwork, openmindedness and the adventure of finding new solutions to old problems (Fuentes et al., 2019).One of the ways to implement shared governance is through the creation and institutionalization of UPCs which are groups of nurses within units who take lead in implementing, monitoring, evaluating standard and consistent practice among staff nurses and the wider multidisciplinary team (Sloan, 2020). UPCs should be well-structured and functional, with nurses aligning themselves with self-directed work teams and organizational leaders' competencies (Joseph & Bogue, 2016). Optimal functioning of UPCs has been shown to result in nursing empowerment, improved clinical practice, a healthy work environment, improved peer relationships, cultural change, improved perceptions of patients and employees, and improved patient outcomes and satisfaction (Gerard et al., 2016;Wessel, 2012).

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Meaningful Participation and Effective Communication in Shared Governance

Cited by 7 publications

References 14 publications

A descriptive study of factors that facilitate nurses’ participation in shared governance and attendance at unit meetings

A descriptive study of factors that facilitate nurses’ participation in shared governance and attendance at unit meetings

Research on hospital-based shared governance: a scoping review

The functionality of unit practice councils and its relationship with nurses' accountability: A cross‐sectional study

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