The health and wellbeing of registered nurses is a significant, contributing factor to quality patient care and safety (Burke, Koyuncu, & Fiksenbaum, 2011). Periods of acute, episodic, or chronic poor health or impairment in nurses have been reported to negatively alter levels of physical, emotional, and cognitive engagement in patient care and job performance (Hilton, Scuffham, Sheridan, Cleary, & Whiteford, 2008; Johns, 2010; Love, Grimby-Ekman, Eklof, Hagberg, & Dellve, 2010). Another contributing factor to diminished job performance is the stress of balancing work and personal life demands (McMillan, Morris, & Atchley, 2011). Reported costs of decreased job productivity, related to impaired health, of nurses are estimated at $36.6 billion (Kessler et al., 2006), and $1.2 billion annually for work-related injury (Lack, 2011). Thus, the health and wellbeing of nurses significantly influence individual, organizational, and societal outcomes.
Thus, to improve performance, employee wellbeing, and quality outcomes, nurse leaders need a toolbox of strategies and a conceptual framework to promote joy in practice (clinical or academic). The Institute for Healthcare Improvement recently published a white paper outlining a framework for improving joy in work, which may be used as a guide to accomplish both.
Approach:
The presentation will highlight four steps nurse leaders can take to improve joy in practice (the how), and the nine critical components of the IHI Framework for Improving Joy in Work (the what) that may be used to facilitate a joyful and flourishing practice environment to impact organizational performance, staff and customer (e.g. patient or student) satisfaction, and the bottom line. An appreciative inquiry approach, focusing on strengths and positivity, as compared to deficits and negativity, is used as an alternative way of reframing burnout to a vision of a joyful healing or learning environment. Nursing clinical practice, leadership, teaching, and learning should be joyful.
Findings/Implications:
Social exchange theory suggest antecedents, such as lack of joy in practice, influence the nurse’s job-related affect, including professional efficacy, organizational commitment, and perceived organizational support. The consequences of this social exchange and related job affect result in the nurse’s perception of job well-being on a continuum of job enjoyment (JOY) or job strain, and influence quality of care. Thus, evidence- based practices, four key steps, and resources will be shared that nurse leaders may add to their Joy Toolbox as their department’s Chief Joy Officers (CJO).