Paper
Thursday, July 22, 2004
This presentation is part of : Nursing Work Environment
Innovative Process for Work Environment Enhancement
Theresa Wurmser, PhD, MPH, RN, Ann May Center for Nursing, Meridian Health, Neptune, NJ, USA and Jane Bliss-Holtz, DNSc, BC, Ann May Center for Nursing, Jersey Shore Medical Center, Neptune, NJ, USA.
Learning Objective #1: Describe the development of a standardized innovative process by which selected Magnet hospital components are incorporated into the work environment
Learning Objective #2: Identify facilitators/barriers to successful implementation of Magnet components in the work environment
Purpose: This poster will present information about a grant proposal funded through Robert Wood Johnson Foundation New Jersey Initiatives Program, which addresses the shortage of hospital-based nurses through the successful incorporation of an environment of practice that best supports professional nursing. The ideal practice environment is one that accentuates core Magnet hospital components, empowers nurses’ participation in clinical decision-making, recognizes the contribution of nurses’ knowledge and expertise to organizational and patient outcomes, and emphasizes quality, safety, interdisciplinary collaboration, continuity of care and professional accountability. Using model units at three hospitals in central NJ, the process of cultivating greater professional accountability, empowerment, clinical expertise and clinical decision making among the nursing staff will be identified, standardized and replicated and the application of these innovations will be evaluated by using nursing sensitive quality indicators.

Objectives: Outcome objectives include an increase above baseline in: a) perception of nurse autonomy; b) perception of control; c) perception of organizational support; d) satisfaction with nurse-physician relationships; e) job satisfaction and f) patient satisfaction. The program objectives include: a) identification of facilitators/barriers to successful implementation of components, c) articulation and evaluation of the innovative process, and d) successful replication of the magnet process on 3 additional units.

Population: Staff nurses in a three hospital system

Methods: Baseline data on job satisfaction, autonomy, organizational support, and nurse-physician relationships using the Pennsylvania Registered Nurse Survey (Aiken & Patrician, 2000) from three model units and six control units will be presented.

Implications: The hospital nursing shortage will be addressed through the development of a standardized innovative process where selected Magnet hospital components are incorporated, evaluated and replicated in a practice environment that best supports professional nursing.

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Sigma Theta Tau International
July 22-24, 2004