Nurse Decision-Making Reference Sample Design Topic Recommendations Strength and Quality Frith, K., & Montgomery, 687 RNs, LPN, Nonexperimental, survey Explore the perceptions, 1. Results showed a decrease in M. care technicians, research design where pre- knowledge, and commitment of perception and knowledge of medical implementation responses clinical staff to shared governance shared governance between the 2 Perceptions, knowledge, receptionists in were compared to post- survey periods –contributed to the and commitment of the pre - implementation responses. A idealism of shared governance clinical staff to shared implementation nonprobability sampling compared to the reality of governance. Nursing survey and 961 method was used. implementing shared governance. Administration Quarterly, staff members in 2. Commitment to shared 2006, 30(5): 273-284. the post- governance increased during the implementation same time. survey. 3. Overall, the participants and non-participants were committed to shared governance. The clinical staff recognized shared governance as a process, not a project, and that it takes time to share responsibility, accountability, and authority for nursing practice. Krairiksh, M., & 647 RNs Cross-sectional descriptive Investigate the relations among 1. Nurse-physician collaboration Anthony, M.K. working on 28 study. Secondary analysis of staff nurses’ participation in phases contributed to greater adult medical the Variations in Nursing of the decision-making process participation in all phases of both Benefits and outcomes of and surgical Practice Model study. related to decisions in nursing care giving and condition- of - staff nurses’ participation units in 3 practice, competencies of nurse work design. in decision-making. hospitals The data was derived from the manager leadership, and nurse- 2. The competency of nurse JONA, 2001, 31(1): 16- responses of staff nurses in a physician collaboration manager leadership had a small 33. questionnaire asking about but significantly positive their participation in decision- correlation with participation in making, their perception of the both types of decision-making, competency of nurse manager but did not have a significant leadership, and their effect on phases of participation in collaboration with physicians. both types of decisions. Reference Sample Design Topic Recommendations Strength and Quality 3. Conclusions: Evidence supports the relations among an organizational structure, an organizational process, and a provide process of healthcare. Mangold, K.L., Pearson, 196 RNs Convenience sample Determine the level of actual and A statistically significant K.K., Schmitz, J.J, & preferred decisional involvement; difference was found between Specht, J.P. and ascertain whether there is RNs’ actual and preferred decisional dissonance among RNs decisional involvement, with RNs Perceptions and preferring more decisional characteristics of involvement than they actually registered nurses’ experienced. involvement in decision- making. Nursing Administration Quarterly, 2006, 30(3): 266-272. Cox, K., Teasley, S., Convenience Data collection tools requested Assess whether pediatric nurse 1. Nurse perception of manager Lacey, S., & Sexton, K. sample of 4,584 demographic info from the perceptions of the work support was low across all groups RNs working respondents and the environment differed (1) from evaluated in the study. Enhanced Work environment direct patient completion of the Individual nurses employed in non-pediatric communication and visibility of perceptions of pediatric care in either Workload Perception Scale settings, (2) by the type of nurse managers may be an nurses. Journal of pediatric or non- (IWPS). Data were analyzed pediatric practice setting, or (3) by important strategy for improving Pediatric Nursing, 2007, pediatric practice using descriptive statistics and year of birth. nurse perceptions of manager 22(1): 9-14 settings in inferential statistics. support. multiple 2. Pediatric nurses report more facilities across positive perceptions of unit multiple states. support than nurses in non- Data were pediatric settings. collected 3. Pediatric nurses report more throughout 2003, positive perceptions of overall 2004, and 2005 nursing satisfaction. 4. Nurses employed in critical care units and younger pediatric Reference Sample Design Topic Recommendations Strength and Quality nurses appear to report the most positive perceptions of key aspects of the work environment. 5. Opportunities may exist to address work environment issues for mid-career nurses and those working in non-critical care areas. Cullen, L. & Titler, M. Convenience Program evaluation has both An evidence-based practice staff 1. Classroom days have been sample. qualitative and quantitative nurse internship was developed at condensed to allow more Promoting evidence- components the University of Iowa Hospitals facilitated work sessions based practice: An Evaluation and Clinics to offer support to 2. Program was extended from 12 internship for staff nurses. questionnaire nurses in making it a reality in care months to 18-24 months to allow Worldviews on Evidence- (N=6); Focus delivery. Article focused on the time for project evaluation and Based Nursing, 2004, group findings: evaluation of the internship and integration into unit quality 1(4): 215-223 Staff nurse pertinent implications. improvement and educational (N=6); Nurse programs Manager (N=5); 3. Team coordination and APN (N=8) communicating project developments with colleagues in the clinical area are challenging and important. 4. Best projects come from topics identified by staff nurses. Need identified for additional expertise in mentoring others in evidence-based practice. Lacey, S., Cox, K., 3337 nurses from Individual Workload To examine the differences The Magnet program is meeting Lorfing, K., Teasley, S., 11 states, 15 Perception Scale. between nurses’ scores on its intended goal to provide a Carroll, C., and Sexton, institutions, and organizational support, workload, professional practice environment K. 292 diverse satisfaction, and intent to stay for staff nurses. Nursing support, units. between Magnet, Magnet-aspiring, workload, and intent to and non-Magnet Hospitals. stay in Magnet, Magnet- Reference Sample Design Topic Recommendations Strength and Quality Aspiring, and non-Magnet hospitals. JONA, 2007, 37(4) 199-205. Erickson, J., Hamilton, Convenience Descriptive, comparative Collaborative governance was 1. The collaborative structure G., Jones, D., & sample of 657 design introduced as one of nine appears to influence Ditomassi, M. RNs and other structures within the patient care empowerment. healthcare services’ professional practice 2. Initiating collaborative The value of collaborative professionals model to facilitate communication governance requires support governance / staff over a 3.5 year and optimize staff participation in and the presence of the vice empowerment. JONA, period decision-making across disciplines. president for patient care 2003, 33(2): 96-104 The committee structure allows the services, director of the center disciplines to interface with each for clinical and professional other and bring the unique development, committee co- perspective of each group to chairs and coaches. discussions of mutual concern. 3. Experienced growing unity The concept of empowerment was within each group and a used to evaluate the impact of the visible respect for unique collaborative governance structure perspectives. on members. 4. Collaborative governance committees are an effective forum for aligning clinicians’ efforts with patient care services’ strategic plan.
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