Practice patterns and organizational commitment of inpatient nurse practitioners

Abstract

Purpose Nurse practitioners (NPs) deliver a wide array of healthcare services in a variety of settings. The purpose of this study was to examine the practice patterns and organizational commitment of inpatient NPs. Methods A quantitative design was used with a convenience sample (n = 183) of NPs who attended the American Association of Nurse Practitioners (AANP) national conference. The NPs were asked to complete a demographic questionnaire, the Practice Patterns of Acute Nurse Practitioners tool and the Organizational Commitment Questionnaire. Conclusions Over 85% of inpatient practice time consists of direct and indirect patient care activities. The remaining nonclinical activities of education, research, and administration were less evident in the NP's workweek. This indicates that the major role of inpatient NPs continues to be management of acutely ill patients. Moderate commitment was noted in the Organizational Commitment Questionnaire. Implications for practice Supportive hospital/nursing leadership should acknowledge the value of the clinical and nonclinical roles of inpatient NPs as they can contribute to the operational effectiveness of their organization. By fostering the organizational commitment behaviors of identification, loyalty, and involvement, management can reap the benefits of these professionally dedicated providers.

An inductive qualitative approach to explore Nurse Practitioners views on leadership and research: An international perspective

“…This study also identified that research did not strongly feature in NPs work. This supports the literature which claimed that research activity in the NP role has consumed less than 4% of work time (Johnson, Brennan, Musil, & Fitzpatrick, 2016;Middleton, Gardner, Gardner, & Della, 2011). Yet, NPs are the proposed leaders in healthcare transformation (Delamaire & Lafortune, 2010;Elliott, 2017;Ford, 2015).…”

Effect of organizational citizenship behavior on family-centered care: Mediating role of multiple commitment

“…Strong organizational commitment encourages staff and makes them familiar with organizational goals and customer’s satisfaction through exhibiting better customer-oriented behaviors [ 12 ]. Organizational commitment can directly influence the quality of care and indirectly affect the healthcare organization [ 11 ].…”

“…In addition to above two constructs, commitment influences the quality of healthcare [ 11 ] and behaviors at the organizational level. Committed staff feel more satisfied with their job and endeavor to achieve organizational objectives [ 12 ].…”

Time use of advanced practice nurses in hospitals: A cross‐sectional study

“…Several studies have examined the professional time use of CNSs (Darmody, , ; Kilpatrick et al, ; Leary et al, ; Mayo et al, ; Norton, Sigsworth, Heywood, & Oke, ; Oddsdóttir & Sveinsdottir, ; Ream et al, ; Wickham, ), NPs (Johnson, Brennan, Musil, & Fitzpatrick, ; Kleinpell & Goolsby, ; Martin‐Misener et al, ; Rosenfeld, McEvoy, & Glassman, ; Woo, Zhou, Lim, & Tam, ), or both (Becker, Kaplow, Muenzen, & Hartigan, ; Lincoln, ). These studies investigated the time investment of APNs using self‐reporting methods, such as diaries (Ream et al, ; Norton et al, ; Oddsdóttir & Sveinsdottir, ), instruments to register the frequency of activities (Becker et al, ; Leary et al, ; Martin‐Misener et al, ; Wickham, ), or the estimated proportion of time spent on APN roles (Darmody, ; Johnson et al, ; Kilpatrick et al, ; Kleinpell et al, ; Lincoln, ; Mayo et al, ; Rosenfeld et al, ; Wickham, ; Woo et al, ). However, recurring limitations in these studies are as follows: no random selection of the sample, unclear inclusion criteria, a lack of reasons explaining attrition, and a risk of self‐reporting bias.…”