Violence against nurses in emergency departments (EDs) has become a widespread phenomenon affecting nurses' job satisfaction and work performance. Literature is scarce regarding prevalence rates and causes of violence directed toward nurses in Jordan. The present study investigated violence experienced by Jordanian nurses in EDs and causes of violence from their perspectives. This descriptive study collected data from 174 Jordanian ED nurses. The majority of the participants (91.4%) reported experiencing violence (verbal 95.3% vs. physical 23.3%). According to participants, the most common causes of violence in the ED were crowding and workload (75.9%), and the least was care of patients with dementia or Alzheimer's disease (35.6%). Violence is common in Jordanian EDs, giving rise to many heath and behavioral consequences. Health care administrators are obligated to protect nurses from violent incidents by providing adequate safety measures, beneficial administrative procedures, and sincere efforts to overcome the causes of this phenomenon.

The objectives of this study were to examine nurses' perceptions of the hospital safety culture in Jordan and to identify the relationships between aspects of hospital safety culture and selected safety outcomes. Data from 242 registered nurses in five Jordanian hospitals were analyzed. Aspects of hospital safety culture and outcomes were measured using the Hospital Survey on Patient Safety Culture. Among various aspects of hospital safety culture, teamwork within units had the highest average percentage of positive responses (49.8%). Additionally, participants reported deficits in other aspects of safety culture, particularly in staffing and nonpunitive response to errors, with average percentages of positive responses of 30.4% and 30.7%, respectively. Pearson correlation analysis revealed that 9 of 10 subscales of hospital safety culture were significantly correlated to one or more of the hospital safety outcomes. The findings of this study can help policymakers and healthcare administrators identify the weaknesses and strengths of hospital safety issues in order to propose effective strategies to improve patient safety and quality of care.

Promoting continuing education in diabetes for nurses requires continuous effort and creativity. Healthcare system administrators must acknowledge and prioritize the need for this education.

The purpose of this paper is to examine the impact of demographic variables, organizational commitment levels, perception of health and quality of work on turnover intentions. A self-reported cross-sectional survey design was used to collect data from Jordanian registered nurses who were working between June 2011 and November 2011. The findings showed strong effects of the quality of work, perception of health and normative organizational commitments on turnover intentions. This study sheds the light on the important work outcomes in health-care organizations. Increasing nursing quality of work and normative organizational commitment are good strategies for reducing turnover intentions.

Shared governance is the set of practices under which faculty members and other staff participates in the decision-making process concerning the operation of their institution and may interfere with the everyday work and activities. The perception of academic nursing staff toward “shared governance” was assessed in a nonexperimental survey research design. Using a nonprobability sampling method, all academic nursing staff had the opportunity to respond to the Collaborative Behavior Scale (CBS) at the pre-implementation of shared governance model. Four universities, including public and private universities were included in the study. Both surveys contained a short demographic section and the Collaborative Behavior Scale CBS adapted from Stickler 1991. Results showed a low level of perception which presented by the collaborative behaviors toward shared governance. Interestingly, commitment to shared governance was neither sufficient nor satisfied during this time. Long experiences with advanced ages for MSc and PhD holders' had significantly higher scores on perception than other groups. The results of the survey indicated that academic staff members recognized shared governance as a process, not a project, and that it takes time to share responsibility, accountability, and authority for faculty members. Overall, Jordanian academic nursing staff have not enough willingness nor commitment to shared governance principles.