Transformation to an Excellent Nursing Organization: A Chief Nursing Officer’s Vision and Experience

Aken, Paul Van

doi:10.1007/978-3-319-71042-6_4

Cited by 1 publication

(2 citation statements)

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“…The UK National Health Service (NHS) Institute has developed the PW program for Innovation and Improvement, a program that was launched in 2007 [ 32 ]. Meanwhile the hospital provided structural support for data-driven improvement projects through project management approach and Plan-Do-Study-Act based projects [ 7 ] for all clinical as well as technical units such outpatient clinic, OR and ER. In the same period, nurse-sensitive patient outcomes were quarterly reported to the US National Database of Nursing Quality Indicators [ 33 ] to benchmark outcome indicators such as central line associated blood stream infection (CLABSI), catheter associated urinary tract infections (CAUTI), hospitals acquired pressure injuries (HAPI) and falls with injury.…”

Section: Methodsmentioning

confidence: 99%

“…Observation suggests that each generation holds different values and that some of these values may be in conflict as well among these differences are alternative views on work–life balance that affects a person’s sense of how much work is reasonable [ 5 ]. Therefore, hospitals need the governance and policy as well as the staff that can adapt necessary and inevitable changes and transformations accurately focusing on patient and families’ needs [ 6 , 7 ]. The effort and work that hospitals perform internationally to improve patient care processes and patient outcomes through an accountable and visible process such as accreditation and certification by external bodies is remarkable [ 8 , 9 ].…”

Section: Introductionmentioning

confidence: 99%

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Staff empowerment and engagement in a magnet® recognized and joint commission international accredited academic centre in Belgium: a cross-sectional survey

Bogaert

heusden

Slootmans

et al. 2018

BMC Health Serv Res

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BackgroundA substantial number of studies linked aspects of a balanced, healthy and supportive nurse practice environment with quality and patient safety. To what extent balanced work characteristics such as social capital, decision latitude and workload are relevant for all staff engaged in patient care including healthcare and medical staff in a Magnet Recognized and Joint Commission International accredited academic centre is unclear. The study aim is to investigate associations between work characteristics such as social capital, decision latitude and workload, work engagement and feelings of burnout as explanatory variables and job satisfaction, turnover intentions and perceived quality of care as dependent variables in a study population of nursing, healthcare and medical staff taken in account generation differences.MethodsHierarchical regression analysis estimated strength of associations with demographic characteristics (block-1), professional category (block-2), work characteristics (block-3) and work engagement or burnout dimensions (block-4) as explanatory variables of job satisfaction and turnover intention and quality of care as outcome variables.ResultsThe study confirmed and extended previous study findings demonstrating positive impact on staff’ job outcomes and assessed quality of care by balanced work characteristics such as social capital, decision latitude and workload in nursing staff (N = 864), healthcare staff (N = 131) and medical staff (N = 241). Generational characteristics and professional category were associated with turnover intentions and less favorable assessed quality of care, respectively. Explained variances of studied models ranged from 14.4 to 45.7%.ConclusionEngaging and committing staff to promote excellent patient outcomes in daily interdisciplinary practice works through clear frameworks, methods and resources supported by governance and policy structure that makes outcomes visible and accountable.

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Section: Methodsmentioning

confidence: 99%