Learning Objective #1: Relate administrative caring behaviors to staff satisfaction

Learning Objective #2: Relate staff satisfaction to increased retention and decreased sick time

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Nursing shortages, decreasing reimbursements, shortened length of stay, and increasing patient acuities exist in every institution. To increase staff retention and recruitment, increase patient satisfaction, maintain the highest standards of patient care, and achieve all this on a decreasing budget, is a challenge every nurse manager confronts every day. Jean Watson's Human Caring Theory was implemented at the managerial level. Since transpersonal caring relationships are one of the major conceptual elements we intentionally focused on developing caring relationships with the nursing staff. In turn, caring relationships were promoted and encouraged among all contacts. We promote giving 100% of our attention in every person to person interaction, not just physical presence, but our mind and spirit as well. Caring moments, another conceptual element of the theory, occur when two people are interconnected with each other at the spirit level. These caring moments happen among staff and supervision, as well as between nurses and patients. By applying Watson's 10 caritas processes to all aspects of managerial functions, caring is conveyed on all levels and goals are achieved. When staff nurses feel valued and cared for by their supervisor, goal setting is mutual. When employees feel valued and empowered, they enthusiastically participate in achieving organizational goals. Applying Jean Watson's Human Caring Theory at the managerial level has helped to increase recruitment and retention of staff nurses at our institution. It promoted creative problem solving, and facilitated goal attainment. Application of the Human Caring Theory can help to meet the challenges facing today's nurse manager.