This study sought to explore the perceptions of health care workers about engaging patients as partners on care redesign teams under a program called Transforming Care at the Bedside (TCAB), and to examine the facilitating factors, barriers, and effects of such engagement.This descriptive, qualitative study collected data through focus groups and individual interviews. Participants included health care providers and managers from five units at three hospitals in a university-affiliated health care center in Canada.A total of nine focus groups and 13 individual interviews were conducted in April 2012, 18 months after the TCAB program began in September 2010. Content analysis was used to analyze the qualitative data.Health care providers and managers benefited from engaging patients in the decision-making process because the patients brought a new point of view. Involving the patients exposed team members to valuable information that they hadn't previously thought about during decision making.Health care teams stand to benefit from engaging patients in the change process. Patients contribute a different point of view, and this helps to ensure that the changes proposed and implemented address their needs.
Background The relevance of improving quality worklife in implementing healthy workplaces successfully has been demonstrated by both the Canadian Health Services Research Foundation and Accreditation Canada. In partnership with Accreditation Canada, this article focuses on two issues: the relationships between quality worklife and healthy work environment, and the prediction of healthy work environments using Accreditation Canada’s revalidated Quality Worklife Model. Methods Using the 2008 and 2010 de-identified worklife data gathered among staff in organisations participating in the Qmentum accreditation program from all Canadian provinces (9,578 French speaking and 16,398 English-speaking respondents), this article attempts to demonstrate how the Quality Worklife revalidated Model predicts healthy work environments. The revalidation of the Quality Worklife Model was done using first principal component factor analysis (FA) with direct oblimin rotations (using SPSS 16.0), followed by a confirmatory factor analyses (using LISREL 8.80) on the French and the English samples. Furthermore, multivariate analyses of variance were conducted in order to detect mean differences between the different work environment groups linked to the psychological and physical consequences. Results The results suggest that the healthy work environment group is associated with high work adjustment, good physical and mental health as well as low absenteeism and health-related presenteeism. On the other hand, the results suggest that the poor work environment group and to a less significant extent the subthreshold work environment is associated with low work adjustment, poor physical and mental health and high absenteeism and health-related presenteeism. Conclusion The proposed model suggests that by categorising the Quality Worklife scores in three work environment groups based on a sample set of 11 quality worklife items, it becomes possible to predict employees’ risk of having poor work adjustment, poor mental and physical health, and poor work-related behaviours.
ABSTRACT Background Different initiatives have been implemented in healthcare organizations to improve efficiency, such as transforming care at the bedside (TCAB). However, there are important gaps in understanding the effect of TCAB on healthcare teams’ work environments. Aim The specific aim of the study is to describe findings regarding the TCAB initiative effects on healthcare teams’ work environments. Methods A pretest and posttest study design was used for this study. The TCAB initiative was implemented in fall 2010 in a university health center in Montreal, Canada. The sample consisted of healthcare workers from four different care units. Results Statistically significant improvement was observed with the communicating specific information subscale from the measure of processes of care variable, and a significant difference was found between the support from colleagues variable, which was higher at baseline than postprogram. The differences for psychological demand, decisional latitude, and effort–reward were not significant. Conclusions TCAB is an intervention that allows healthcare teams to implement change to improve patients’ and families’ outcomes. Ongoing energy should focus on how to improve communication among all members of the team and ensure their support.
How to Obtain Contact Hours by Reading This Issue Instructions: 1.3 contact hours will be awarded by Villanova University College of Nursing upon successful completion of this activity. A contact hour is a unit of measurement that denotes 60 minutes of an organized learning activity. This is a learner-based activity. Villanova University College of Nursing does not require submission of your answers to the quiz. A contact hour certificate will be awarded after you register, pay the registration fee, and complete the evaluation form online at http://goo.gl/gMfXaf . In order to obtain contact hours you must: 1. Read the article, “Advanced Beginner to Competent Practitioner: New Graduate Nurses’ Perceptions of Strategies That Facilitate or Hinder Development,” found on pages 392–400, carefully noting any tables and other illustrative materials that are included to enhance your knowledge and understanding of the content. Be sure to keep track of the amount of time (number of minutes) you spend reading the article and completing the quiz. 2. Read and answer each question on the quiz. After completing all of the questions, compare your answers to those provided within this issue. If you have incorrect answers, return to the article for further study. 3. Go to the Villanova website to register for contact hour credit. You will be asked to provide your name, contact information, and a VISA, MasterCard, or Discover card number for payment of the $20.00 fee. Once you complete the online evaluation, a certificate will be automatically generated. This activity is valid for continuing education credit until August 31, 2018 . Contact Hours This activity is co-provided by Villanova University College of Nursing and SLACK Incorporated. Villanova University College of Nursing is accredited as a provider of continuing nursing education by the American Nurses Credentialing Center’s Commission on Accreditation. Objectives Review the findings from a study that explored new graduate nurses’ perceptions of strategies that influenced their development in their first 2 years of employment. Explain two major factors that play a role in transforming from an advanced beginner to a competent nurse. Disclosure Statement Neither the planners nor the authors have any conflicts of interest to disclose. Background: New graduate nurses (NGNs) are a precious resource, but their development from advanced beginners to competent nurses is challenging. Method: This qualitative descriptive study explored NGNs’ perceptions of strategies that influenced their development in the first 2 years of employment. Semistructured interviews were conducted with a sample of 13 nurses. Results: The study revealed that NGNs learn to master aspects of the nursing role as they construct a professional identity. They identified organizational, educational, and personal strategies as being important to their development, including tailored orientation, opportunities for skill acquisition, and personal support. Few strategies supported the development of professional identity. Conclusion: Mastering the nursing role and constructing a professional identity is central to NGNs’ development. Further attention from nursing leaders is needed to promote concurrent development in both dimensions. Nurses with a strong professional identity are more likely to remain in the profession. J Contin Educ Nurs. 2015;46(9):392–400.
This article reports results from a systematic review used to inform the development of a best practice guideline to assist nurses in understanding their roles and responsibilities in promoting safe and effective client care transitions. A care transition is a set of actions designed to ensure safe and effective coordination and continuity of care as clients experience a change in health status, care needs, health care providers, or location.
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