Staff Nurses 'Perception about Teamwork and its Effect on their Job Performance at Menoufia University Hospitals

2021 ◽  
Vol 6 (1) ◽  
pp. 131-145
Author(s):  
Safaa Gad ◽  
Sanaa Safan ◽  
Amal Gaballah
Keyword(s):  
Job Performance ◽  
Staff Nurses ◽  
University Hospitals

scholarly journals Implementing structured model of clinical handover (SHARED): Its influence on nurses’ satisfaction

2018 ◽  
Vol 7 (1) ◽  
pp. 71
Author(s):  
Sohair Mabrouk Mohammed ◽  
Sanaa Moustafa Safan
Keyword(s):  
Staff Nurses ◽  
University Hospitals ◽  
Structured Model ◽  
Clinical Handover ◽  
Healthcare Settings ◽  
Knowledge Questionnaire ◽  
Refresher Training ◽  
Quasi Experimental ◽  
Training Courses ◽  
Knowledge And Practice

Objective: Clinical handover is acting an important role which nurses are usually involved numerous times in daily working for providing patient care. In spite of the importance of clinical handover, there is no standardized handover practice in our healthcare settings. This study aimed to explore the effect of implementing a structured model of clinical handover (SHARED), and its influence on nurses’ satisfaction.Methods: Design: The quasi-experimental design was utilized. Settings: Conducted at Menoufia University Hospitals at inpatient departments/units. Subjects: A convenient sample of 167 staff nurses who had at least a year of experience and accept to participate in this study. Tools: Tool I, Handover Knowledge Questionnaire; Tool II: clinical handover questionnaire; and Tool III, nurses’ satisfaction questionnaire.Results: Nurses’ levels of total knowledge regarding practices of the current clinical handover were poor at pre-implementation and improved after implementation of the structured model as SHARED. Additionally, there was an improvement of clinical handover attitude after implementation of a SHARED framework among studied subjects and had a good level of attitude than pre-implementation phases.Conclusions: There was the highest level of nurses’ satisfaction regarding clinical handover practice at the post-implementation of SHARD model than pre-implementation.Recommendations: Ongoing educational sessions for nurses and periodic refresher training courses should be provided in order to keep nurses updating knowledge and practice regarding structured and standardized handover models.

scholarly journals The Relation among Shared Governance, Empowerment and Job Involvement as Perceived by Medical-Surgical Nursing Staff

2019 ◽  
Vol 1 (3) ◽  
pp. 12
Author(s):  
Howida H. E. Mahfouz ◽  
Shaimaa M. A. Ebraheem ◽  
Abeer Y. Mahdy
Keyword(s):  
Nursing Staff ◽  
Shared Governance ◽  
Management Practices ◽  
Job Involvement ◽  
Staff Nurses ◽  
Nursing Management ◽  
University Hospitals ◽  
Management Staff ◽  
Educational Training Program ◽  
Medical Surgical Nursing

Background: In recent days, organizations continuously concentrate on applying human resource management practices to improve nursing performance, productivity, quality of care. Therefore, it is essential for nursing staff in health organizations to implement several management practices and techniques such as shared governance, empowerment, and job involvement training, performance appraisal, compensation, career advancement, and team working involvement.Aim: Assess the relation among shared governance, empowerment, and job involvement as perceived by medical-surgical nursing staff.Methods:  A descriptive correlational design used for carrying out this study. The current study was conducted in all units of medical-surgical departments and operating rooms at Benha University Hospitals, Qaliobia Governorate, Egypt. The convenient sample consisted of 250 staff nurses and 100 nursing management staff. Three tools used to collect data, namely; Index Professional Nursing Governance Questionnaire (IPNG), Nursing Staff Empowerment Questionnaire, and Job Involvement Questionnaire.Result: The present study was revealed that the highest mean percent (50.93% & 53%) of nursing staff were related to official authority, while the lowest mean percent (43.91% & 47.33%) of them were related to the ability to set goals and conflict resolution of shared governance. Also, highest mean percent (83.42% & 85.04%) of nursing staff were related to resources and supplies, while the lowest mean percent (82.7% & 80.28%) of nursing management staff and staff nurses were related to support in work and nurses' information respectively. In addition to highest mean percent (79.82% & 81.77%) of nursing staff were related to emotional job involvement, while the lowest mean percent (72.94% & 79.61%) of them were related to behavioral job involvement.Conclusion: The present study concluded that the nursing staff reported a high level of perception regarding shared governance, empowerment, and job involvement. Also, staff nurses had higher mean scores than nursing management staff regarding shared governance model and job involvement, while the nursing management staff had higher mean scores than staff nurses related to all dimensions of nurses' empowerment except resources and supplies. Besides, there was a statistically significant positive correlation among shared governance, nurses' empowerment, and job involvement for nursing staff. Also, it was evident that when shared governance increased this enhances nurses' empowerment, and it will improve job involvement among nursing. The study recommended create a supporting work environment, keeping open lines of communication through periodical staff meeting, seeking for opinion, and treating them with respect also for nursing management staff should be trained about empowerment, and shared governance models that reflected to develop nurses' involvement and skills to help them to be mastering in doing tasks effectively and efficiently. Also, further research study needs to conduct on the effect of an educational training program about shared governance, empowerment, and job involvement on nurses' outcomes, and organizational progress.

Can high performance work practices and satisfaction predict job performance?An examination of the Malaysian private health-care sector

2020 ◽  
Vol 12 (4) ◽  
pp. 521-540
Author(s):  
Aizzat Mohd Nasurdin ◽  
Cheng Ling Tan ◽  
Sabrina Naseer Khan
Keyword(s):  
Job Satisfaction ◽  
Health Care ◽  
Job Performance ◽  
High Performance ◽  
Staff Nurses ◽  
Private Health Care ◽  
Performance Task ◽  
Private Hospitals ◽  
Content Type ◽  
High Performance Work Practices

Purpose This paper aims to examine the effects of high-performance work practices (HPWPs) (participation, training and compensation) on nurses’ job performance (task and contextual) through the mediating role of job satisfaction. As nurses form the bulk of health-care professionals, their performance at work is crucial in determining patient satisfaction regarding care quality. HPWPs have been recognized as having the ability to affect employees’ work attitudes and behaviours positively. Specifically, these practices foster job performance. Design/methodology/approach Self-administered questionnaires were used to collect the survey data on 639 staff nurses working in large private hospitals in Malaysia. Data were subsequently analysed using the partial least squares method. Findings The findings indicate that job satisfaction serves to mediate the relationships between the three HPWPs (participation, training and compensation) and the two dimensions of job performance (task performance and contextual performance). Research limitations/implications First, as all variables were measured using self-reports, a common-method bias could exist (Podsakoff et al., 2003). Hence, future researchers may want to combine self-assessments and supervisory or peer assessment to improve the validity of the outcomes. Second, the cross-sectional nature of this study limits our ability to make causal inferences. Bias could happen because the study examined both exogenous and endogenous variables at the same time. Thus, a longitudinal approach taken in the future could cross-validate the current findings and provide additional support regarding the causality of the HPWPs-job performance relationship. Third, the data were collected from staff nurses working in large private hospitals in Peninsular Malaysia. Thus, one should be careful to generalize the findings to different health-care professional groups and organizations. Practical implications From the practical perspective, it is evident from the findings that as job satisfaction is able to enhance job performance and given the need for nurses to provide quality health-care services, private hospital authorities concerned with encouraging greater job performance among their nursing workforce need to provide adequate support to their employees. This could be achieved through the implementation of HPWPs. Perceptions of the extent of a hospital’s HPWPs in terms of participation, training and compensation, have significant and positive effects on nurses’ level of job satisfaction. Therefore, it would be worthwhile for private hospitals to encourage more opportunities for nurses to participate in decision-making regarding their work. In addition, frequent training activities will be able to enhance nurses’ knowledge, skills and abilities, resulting in greater satisfaction Originality/value To the best of the authors’ knowledge, this is the first attempt to investigate the effects of HPWPs on nurses’ job performance in the Malaysian private health-care context. As studies using Eastern samples are relatively limited, the findings from this study would serve to expand the extant literature from a cross-cultural perspective.

scholarly journals Organizational change readiness and manager' behavior in managing change

2018 ◽  
Vol 8 (7) ◽  
pp. 68
Author(s):  
Gehan Mohammed Diab ◽  
Sanaa M. Safan ◽  
Huda M. Bakeer
Keyword(s):  
Organizational Change ◽  
Teaching Hospital ◽  
Nurse Managers ◽  
Change Readiness ◽  
Organizational Readiness ◽  
Staff Nurses ◽  
University Hospital ◽  
University Hospitals ◽  
Managing Change ◽  
Readiness Level

Background and objective: Organizational readiness refers to organizational members’ change commitment and change efficacy to implement organizational change and confidence in their accumulative abilities to do so. The aim of the study was to assess the nurse managers’ behavior in managing change, and the level of the organizational change readiness at selected hospitals at Menofia Governorate.Methods: Design: A descriptive cross-sectional design was used. Setting: The study was conducted at two hospitals, namely University Hospital and Shebin El-Kom Teaching Hospital, in Menofia Governorate, Egypt. Subjects: It consisted of two groups, Group 1: A convenience sample of 136 staff nurses (67 staff nurses from Menofia University Hospital, and 69 from Shebin El-Kom Teaching Hospital), Group 2: All nurse manager available on the time of the study (31 from Menofia University Hospitals, and 30 from Shebin El-Kom Teaching Hospital). Tools: a) Tool one: Change management process Questionnaire, b) Tool two: Change Readiness Assessment Scale.Results: More than half of the nurse managers reported that they have a good behavior in managing change in the organization, while the staff nurses reported that their managers had a bad behavior during the change process. Organizational readiness level was higher in University hospitals than in Teaching hospital as perceived by the study subjects.Conclusions: The nurse managers and staff nurses reported that the organization had a bad readiness level to change. Additionally there was a positive correlation between organizational readiness and manager behavior in managing change. Recommendations: Organization should have a readiness for change to support the change process by possessing the right resources and conditions, a clear insights and goals for the intended change and have the inventiveness, behavior to participate with the change and develop work. Also, agents of change chiefs and management must need to drive a strong reaction for change from the stakeholders that leads to highest performance improvement. 

scholarly journals Work-Related Stressors, Coping Strategies: Its Relation to Job Performance and Perceived Organizational Support among Critical Care Nurses

2020 ◽  
Vol 2 (3) ◽  
Author(s):  
Mahdia M. E. Morsy ◽  
Shaimaa M. A. Ebraheem
Keyword(s):  
Critical Care ◽  
Job Performance ◽  
Coping Strategies ◽  
Organizational Support ◽  
Perceived Organizational Support ◽  
Staff Nurses ◽  
University Hospital ◽  
Work Related ◽  
High Level ◽  
Work Related Stressors

Context: Work-related stressors are a world phenomenon. It results in a variety of diseases or disorders in terms of physical, psychological, and behavioral. It is commonly associated with jobs that require a lot of direct interactions with clients such as nurses that could affect nurses' job performance and cause high costs for the hospital. A problem needs a sense of support from the organization. Aim: The present study was aimed to assess work-related stressors, coping strategies, and its relation to job performance and perceived organizational support among critical care nurses. Methods: The study was conducted at Critical Care Units at Benha University Hospital. Subjects: All staff nurses (235) who working at Critical Care Units at Benha University Hospital.  A descriptive correlational design was utilized. Four tools were employed in this study, Work-Related Stressors Assessment Questionnaire, The Coping and Adaptation Processing Scale (CAPS), Nurses' job Performance evaluation (observational checklist), and Perceived Organizational Support Questionnaire. Results: This study's findings indicated that nearly three-fifths (60.4%) of staff nurses had a moderate level of the work-related stressor. Also, about two-thirds (63.90%) of them had a high level of coping strategies and, about two-thirds (65.90%) of staff nurses had a moderate level of perception of organizational support and nearly half (49.80%) of nurses had a low level of performance. Conclusions: The present study concluded that nurses reported a moderate perception level regarding work-related stressors and organizational support. While nurses reported a high level of coping strategies and a low level of job performance, there was a statistically significant negative correlation between the total score of work-related stressors and nurses' job performance. There was a statistically significant positive correlation between coping strategies and nurses' job performance. A statistically significant positive correlation was revealed between total perceived organizational support and total level of nurses' job performance. The study recommended that hospital administration organize seminars and workshops for nurses targeted at specific sources of stress like conflict resolution, workload, and time management. Efforts to improve nurses' performance must be performed, aiming to increase nurses' ability to complete tasks assigned to them through education and training.

scholarly journals FACTORS AFFECTING NURSES' CAREER DEVELOPMENT AND ITS RELATION TO TURNOVER INTENTION

2020 ◽  
Vol 5 (1) ◽  
pp. 25-42
Author(s):  
Nahed Shawkat Abo Elmagd ◽  
Ebtsam Ahmed Mohamed
Keyword(s):  
Career Development ◽  
Turnover Intention ◽  
Comparative Research ◽  
Intention To Leave ◽  
Staff Nurses ◽  
University Hospitals ◽  
Administrative Authority ◽  
Factors Affecting ◽  
Effective Strategies ◽  
Positive Correlations

Purpose: The aim of the study was to identify factors affecting nurses' career development and its relation to turnover intention.Methodology: Correlation comparative research design was done to fulfill the aim of this study. The study was conducted at Assiut university Hospitals and Minia university Hospitals. A representative sample 50% from staff nurses at Assiut university Hospitals and Minia university Hospitals (n=938). Two tools was used for collecting data for this study, career Development Questionnaire and Modified Anticipated Turnover Scale (ATS).Results: Affirmed that the majority of staff nurses at the Assiut university hospitals had the highest percentage regarding factors affecting career development, and had the lowest percentage regarding turnover intention than the staff nurses at Minia university hospital.Conclusion: There were negative correlations between factors affecting nurses' career development and turnover intention among Assiut staff nurses. While, there were positive correlations between factors affecting nurses' career development and turnover intention among Minia staff nurse.Recommendation: Administrative authority should provide support and resources, in-services training programs; opportunities to upgrade career development; and develop effective strategies to improve the staff nurses satisfaction and reduce their intention to leave.

Clinical Update: Functional Capacity Evaluations—An Update

1999 ◽  
Vol 4 (5) ◽  
pp. 4-7 ◽  
Author(s):  
Laura Welch
Keyword(s):  
Job Performance ◽  
Functional Capacity ◽  
Injury Risk ◽  
Disability Evaluation ◽  
Time Period ◽  
Submaximal Effort ◽  
Lack Of Sleep ◽  
Overall Performance ◽  
Time Required ◽  
Specific Limitation

Abstract Functional capacity evaluations (FCEs) have become an important component of disability evaluation during the past 10 years to assess an individual's ability to perform the essential or specific functions of a job, both preplacement and during rehabilitation. Evaluating both job performance and physical ability is a complex assessment, and some practitioners are not yet certain that an FCE can achieve these goals. An FCE is useful only if it predicts job performance, and factors that should be assessed include overall performance; consistency of performance across similar areas of the FCE; consistency between observed behaviors during the FCE and limitations or abilities reported by the worker; objective changes (eg, blood pressure and pulse) that are appropriate relative to performance; external factors (illness, lack of sleep, or medication); and a coefficient of variation that can be measured and assessed. FCEs can identify specific movement patterns or weaknesses; measure improvement during rehabilitation; identify a specific limitation that is amenable to accommodation; and identify a worker who appears to be providing a submaximal effort. FCEs are less reliable at predicting injury risk; they cannot tell us much about endurance over a time period longer than the time required for the FCE; and the FCE may measure simple muscular functions when the job requires more complex ones.

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