The Relationship of Clinical Nurses’ Perceptions of Structural and Psychological Empowerment and Engagement on Their Unit

DiNapoli, Jean Marie; O'Flaherty, Deirdre; Musil, Carol M.; Clavelle, Joanne T.; Fitzpatrick, Joyce J.

doi:10.1097/nna.0000000000000302

Cited by 42 publications

(43 citation statements)

References 3 publications

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“…In this study, the sample of nurses was predominantly female, with a partner. These are similar results to other national (12)(13) and international (17)(18) surveys.…”

Section: Discussionsupporting

confidence: 91%

“…In this study, the results showed that nurses have opportunities to learn and grow professionally, within the work environment. Similar results are described in previous studies using the same instrument, reinforcing that the opportunity to learn and grow at work implies the use of personal skills, promoting a sense of selfefficacy and autonomy (17)(18)(19) .…”

Section: Discussionsupporting

confidence: 86%

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Structural empowerment of nurses in the hospital setting

Moura

Camponogara

Santos

et al. 2020

Rev. Latino-Am. Enfermagem

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Objective: to measure the level of structural empowerment of nurses working in a university hospital. Method: a descriptive, analytical, and cross-sectional study, carried out with 237 nurses, who developed care and management activities. Data collection took place through a self-administered questionnaire with questions on the personal and professional characterization and the Work Effectiveness Conditions Questionnaire II. Data analysis used descriptive and inferential statistics. Results: it was identified that nurses have a moderate level of structural empowerment (18.06±SD 0.9). The greatest value was obtained in the Opportunity dimension (4.08±SD 0.8), followed by the Resources (3.17±SD 0.8) and Informal power (3,04±SD 0.9) dimensions; while the scores of Support (2.67±SD 1.0), Formal power (2.59±SD 0.9), and Information (2.51±SD 0.9) were lower. Conclusion: the level of structural empowerment of the nurses was moderate, which means partial access to opportunities, resources, support, and information of the institution.

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“…In this study, the sample of nurses was predominantly female, with a partner. These are similar results to other national (12)(13) and international (17)(18) surveys.…”

Section: Discussionsupporting

confidence: 91%

Section: Discussionsupporting

confidence: 86%

Structural empowerment of nurses in the hospital setting

Moura

Camponogara

Santos

et al. 2020

Rev. Latino-Am. Enfermagem

View full text Add to dashboard Cite

show abstract

“…The empowerment and work engagement plays a main role in retention of health care providers in clinical nurses. The results showed that structural empowerment and psychological empowerment perception is interconnected and have positive relationship between structural and psychological empowerment (DiNapoli, O'Flaherty, Musil, Clavelle, & Fitzpatrick, 2016).…”

Section: Literature Reviewmentioning

confidence: 94%

Initials Impact of Nursing Manager Perception of Empowerment and Years of Experience on Resistance to Change in Practice

2019

JHMN

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Introduction: Nurse Managers play a vital role to maintain an organization. They are responsible for nursing employment, ward management and other routine managerial activities. The nation is divided between knowledge and ignorance. Human resources management plays a significant role in any organization. The main challenge in human resources management is capable and knowledgeable employee. Today it is a world of competition and day by day new policies are made and implemented in any business. Changes are inevitable in any organization. During the process of change every organization has to face resistance by the employees.Objective: The objective of study to check Impact of Nursing Manager Perception of Empowerment and Years of Experience on Resistance to Change in PracticeMaterial and methods: a descriptive correlational study was conducted to the impact of nursing manager perception of empowerment and years of experience on resistance to change in practice. The target population 150 and the study was conducted on head nurses of different hospitals. Participants were asked to fill demographic and conditions for work effectiveness questionnaire (CWEQ-II) and resistance to change scale. Conclusion: according to this study the perception of empowerment in nursing managers has significant relationship with resistance to change. As the perception of empowerment increases the degree of resistance decreases. In current health system, it is necessary to develop perception empowerment that has proven to effective to decrease resistance to change in practice among nurses.

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“…In view of the growing economic strains on healthcare systems worldwide, it is a positive aspect that many of the implemented measures do not cost money but personal effort. Under this aspect, it has been shown that especially team members who are subject to directions (in our context, for example, junior physicians in training, nurses, radiology and laboratory technicians) are more engaged with the purpose of their work and quality improvement projects far better if they involve all disciplines that will be concerned by the actions taken [15, 16]. …”

Section: Discussionmentioning

confidence: 99%

A Network-Wide Stroke Team Program Reduces Time to Treatment for Endovascular Stroke Therapy in a Regional Stroke-Network

et al. 2018

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Background and Purpose: Driven by the positive results of randomized, controlled trials of endovascular stroke therapies (EVT) in stroke patients with large vessel occlusion, different approaches to speed up the workflow for EVT candidates are currently being implemented worldwide. We aimed to assess the effect of a simple stroke network-wide workflow improvement project, primarily focusing on i.v. thrombolysis, on process times for patients undergoing EVT. Methods: In 2015, we conducted a network-wide, peer-to-peer acute stroke workflow improvement program for i.v. thrombolysis with the main components of implementing a binding team-based algorithm at every stroke unit of the regional network, educating all stroke teams about non-technical skills and providing a stroke-specific simulation training. Before and after the intervention we recorded periprocedural process times, including patients undergoing EVT at the 3 EVT-capable centers (January – June 2015, n = 80 vs. July 2015 – June 2016, n = 184). Results: In this multi-centric evaluation of 268 patients receiving EVT, we observed a relevant shortening of the median time from symptom onset to EVT specifically in patients requiring secondary transfer by almost an hour (300 min, 25–75% interquartile range [IQR] 231–381 min to 254 min, IQR 215.25–341 min; p = 0.117), including a reduction of the median door-to-groin time at the EVT-capable center in this patient group by 15.5 min (59 min, IQR 35–102 min to 43.5 min, IQR 27.75–81.25 min; p = 0.063). In patients directly admitted to an EVT-capable center, the median door-to-groin interval was reduced by 10.5 min (125 min, IQR 83.5–170.5 min to 114.5 min, IQR 66.5–151 min; p = 0.167), but a considerable heterogeneity between the centers was observed (p < 0.001). Conclusions: We show that a simple network-wide workflow improvement program primarily directed at fast i.v. thrombolysis also accelerates process times for EVT candidates and is a promising measure to improve the performance of an entire stroke network.

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The Relationship of Clinical Nurses’ Perceptions of Structural and Psychological Empowerment and Engagement on Their Unit

Abstract: Results show positive correlations between empowerment and perceived engagement among clinical nurses.

Cited by 42 publications

References 3 publications

Structural empowerment of nurses in the hospital setting

Structural empowerment of nurses in the hospital setting

Initials Impact of Nursing Manager Perception of Empowerment and Years of Experience on Resistance to Change in Practice

A Network-Wide Stroke Team Program Reduces Time to Treatment for Endovascular Stroke Therapy in a Regional Stroke-Network

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