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Staff Retention (staff + retention)
Selected AbstractsThe phenomenon of resilience in crisis care mental health cliniciansINTERNATIONAL JOURNAL OF MENTAL HEALTH NURSING, Issue 2 2005Karen-leigh Edward ABSTRACT:, The purpose of this study, undertaken in 2003, was to explore the phenomenon of resilience as experienced by Australian crisis care mental health clinicians working in a highly demanding, complex, specialized and stressful environment. For the purpose of this research, the term ,resilience' was defined as the ability of an individual to bounce back from adversity and persevere through difficult times. The six participants for this study were drawn from Melbourne metropolitan mental health organizations , the disciplines of nursing, allied health and medicine. A number of themes were explicated from the participants' interview transcripts , Participants identified the experience of resilience through five exhaustive descriptions, which included: ,The team is a protective veneer to the stress of the work'; Sense of self; Faith and hope; Having insight; and Looking after yourself. These exhaustive descriptions were integrated into a fundamental structure of resilience for clinicians in this role. The study's findings have the potential to inform organizations in mental health to promote resilience in clinicians, with the potential to reduce the risk of burnout and hence staff attrition, and promote staff retention and occupational mental health. [source] Perceptions of internal marketing and organizational commitment by nursesJOURNAL OF ADVANCED NURSING, Issue 1 2009Ching Sheng Chang Abstract Title.,Perceptions of internal marketing and organizational commitment by nurses. Aim., This paper is a report of a study to determine whether a favourable perception of internal marketing is associated with increased organizational commitment. Background., The role of nurses in healthcare treatment is expanding, and becoming more important as time progresses. Therefore, the primary concern of business of health care is to use internal marketing strategies effectively to enhance and develop nurses' organizational commitment and reduce turnover to promote competitive advantages for the organization. Methods., A cross-sectional design was used. Questionnaires were distributed in 2006 to a convenience sample of 450 Registered Nurses in two teaching hospitals in Taiwan, and 318 questionnaires were returned. Eighteen were excluded because of incomplete answers, which left 300 usable questionnaires (response rate 66·7%). Validity and reliability testing of the questionnaire proved satisfactory and Structural Equation Modeling was used to analyse the data. Results., A favourable perception of internal marketing was associated with increased organizational commitment. Communication management had the greatest influence on organizational commitment and external activity had the smallest impact. Conclusion., Hospital managers need to recognize the importance of internal marketing for staff retention and the survival of their organizations as competitive pressure increases. As a great deal of time and costs are involved in educating nurses, the best way to retain outstanding nurses and reduce turnover costs and personnel problems is for employers to understand the needs and expectations of their nursing staff. [source] Juggling multiple temporalities: the shift work story of mid-life nursesJOURNAL OF NURSING MANAGEMENT, Issue 1 2009PhD (Macq), SANDRA WEST BSc (Macq) Aim, To explore the theme of multiple temporalities revealed through a phenomenological study of the experience of mid-life shift-working nurses. Background, There are few data on the experience of mid-life women working rotating shift systems that change frequently. Concomitantly, the age profile of the current nursing workforce demands exploration of such issues. Method, This phenomenological study sought the perspectives of 13 shift-working mid-life women. Results, Sociological discussion of the temporal nature of work describes temporality as the clock time associated with an individual as determined by the constraints of their life. Transcript analysis identified the numerous temporalities surrounding a shift-working mid-life woman and a sense of disjunction between the temporalities of individuals important to them which resulted in feelings of regret and guilt. The concept of juggling is introduced to illustrate the participants' need to ,keep everything going' for important individuals in their lives. Conclusion, The personal cost of effective juggling may be high for the jugglers themselves but also for health systems that provide the mid-life shift-working nurse with no alternative than a reduction in working hours. Implications for nursing management, The development of a personal ,time map' framed within the concept of multiple temporalities is suggested for use as a staff development tool to assist with staff retention by facilitating both group and individual discussions of rostering and the complexities of managing an intergenerational work force undertaking shift work. [source] Interdisciplinary teamwork: is the influence of emotional intelligence fully appreciated?JOURNAL OF NURSING MANAGEMENT, Issue 4 2007ANTOINETTE McCALLIN BA, MA (Hons) Aim, The purpose of this study is to discuss how emotional intelligence affects interdisciplinary team effectiveness. Some findings from a larger study on interdisciplinary teamworking are discussed. Background, Teams are often evaluated for complementary skill mix and expertise that are integrated for specialist service delivery. Interactional skills and emotional intelligence also affect team behaviour and performance. An effective team needs both emotional intelligence and expertise, including technical, clinical, social and interactional skills, so that teamwork becomes greater or lesser than the whole, depending on how well individuals work together. Key issues, Team diversity, individuality and personality differences, and interprofessional safety are analysed to raise awareness for nurse managers of the complexity of interdisciplinary working relationships. Conclusion, If nursing input into interdisciplinary work is to be maximized, nurse managers might consider the role of emotional intelligence in influencing team effectiveness, the quality of client care, staff retention and job satisfaction. [source] Profile of occupational therapy practice in rural and remote South AustraliaAUSTRALIAN JOURNAL OF RURAL HEALTH, Issue 5 2008Kobie Boshoff Abstract Objective:,The aim of this report is to discuss the results of a questionnaire conducted with occupational therapists providing services in rural and remote South Australia. It is envisaged that the results will be of interest to health professionals working in country areas of Australia. The questionnaire aimed at capturing descriptive information from these therapists in regards to the type of services they deliver and the strategies they employ to deliver services, including information on human resources and staff retention. Design and methods:,A questionnaire sent to occupational therapy managers and yielded a 44% response rate. Results:,Results provide descriptive information on the services provided, for example, the vast geographical areas covered. Respondents described the challenges they face in service delivery and these include the wide range of services to diverse client groups, high client,therapist ratio and limited human resources. Examples of strategies used are less labour-intensive service delivery models, multi-skilling of staff, networking and use of problem-solving techniques. Most perceived their services to be addressing client needs and they felt supported in their roles by other occupational therapists and their organisations. Conclusions:,Occupational therapists working in rural and remote South Australia are overcoming the challenges identified in this questionnaire by implementing innovative strategies. [source] A case study of occupational therapy managers in NSW: Roles, responsibilities and work satisfactionAUSTRALIAN OCCUPATIONAL THERAPY JOURNAL, Issue 2 2009Jane E. Gamble Abstract Background: Job satisfaction has been shown to affect levels of staff retention and productivity, but few studies have been conducted on the work of occupational therapy managers and their job satisfaction. This study explores the roles and responsibilities of occupational therapy managers who are clinician-managers or manager-administrators, and sources of their work satisfaction. Methods: A collective case study involved telephone interviews with 16 occupational therapy managers. Semistructured interview questions were based on an earlier discussion with a separate group of occupational therapy managers. Interview transcripts were analysed for emerging themes. Results: There were no clear differences in the roles and responsibilities of the two types of managers (manager-administrators and clinician-managers); however, manager-administrators tended to be responsible for larger numbers of staff. Managers reported that taking a clinical caseload is often at their own discretion. A common challenge for managers is the balancing of priorities as a clinician and a manager. Managing people was a common source of joy and sometimes a source of frustration. Mediating between staff and senior management and the need for budget control and efficiencies was an important aspect of managers' work, as was their autonomy to make decisions. Conclusions: Occupational therapy managers assume responsibilities consistent with clinician managers across disciplines. The main sources of work satisfaction related to people management particularly when staff were working effectively as a team and there was respect from senior management. Further research will confirm whether there are no obvious differences between clinician-manager and manager-administrators, and whether there are clear differences in work-related frustration across sectors. [source] | ||||||||||