Aims The study was conducted to evaluate the effects of nurses' work‐related variables and colleague solidarity on their job motivation. Background The motivation of nurses is an important measure in effective and efficient provision of health care services. Methods The sample of this descriptive study included 172 nurses working at a private hospital in Turkey. The Colleague Solidarity Scale for Nurses, Nurses' Job Motivation Scale, and Demographic and Work‐Related Variables Questionnaire were used for data collection. Data were analysed using descriptive statistics, Pearson's correlation and backward multiple regression analysis. Results There was a positive correlation between the scores on the Colleague Solidarity Scale for Nurses and the Nurses' Job Motivation Scale (r: .56, p < .001). Of the nine independent variables evaluated in the multiple regression analysis, five had a significant effect on the job motivation of nurses (R2: .39, p < .001, Durbin–Watson: 2.12). Conclusion The results of the study show that the three sub‐dimensions of the Colleague Solidarity Scale for Nurses, salary and career opportunities were important factors affecting job motivation. Implications for Nursing Management In order to increase nurses' job motivation, nurse managers should work to improve collegial solidarity, create career opportunities and develop salary policies.
Using high-fidelity simulations to facilitate student learning is an uncommon practice in Turkish nursing programs. The aim of the present study was to understand students' perceptions of the use of simulation in nursing courses. Subjects included 36 senior nursing students taking an intensive care course. This study revealed that high-fidelity simulation is an ideal method of promoting learning by helping students transfer theory into practice, build confidence and teamwork, and raise professional awareness.
Team-based learning (TBL) is a learner-centered method widely used in health sciences education. The aim of this action research study was to determine the contribution of TBL to the learning experience of students participating in a nursing leadership course. The study was conducted in 2 cycles over 2 semesters, and TBL was embedded in regular class hours. Results suggest that TBL made positive contributions to student learning.
Organizational silence maintained by professionals working in the healthcare sector could result in various moral dilemmas and might negatively affect patient care. The aim of this methodological study was to develop a scale that measured the organizational silence behaviors of healthcare professionals. During the development of the scale, researchers conducted in-depth interviews with 30 healthcare professionals in order to create a draft pool of 66 scale items. After content validity, a 62 item scale was drafted. In the second stage of development, psychometric properties of the scale were evaluated. The results of the confirmatory factor analysis indicated that adequate fit indices (χ 2 value to degrees of freedom = 3.54; goodness-of-fit index = .92; root mean square error of approximation = .90) were achieved and resulted in a 32 item scale with four subscales. These subscales were assessed using a 5 point Likert scale. The Cronbach's alpha for the scale was .93, and for the subscales, it was as follows: silence climate: α = .91, silence based on fear: = .91, acquiesce silence: α = .93, and silence based on protecting the organization: α = .85. The Organizational Silence Behavior Scale was successfully developed and showed satisfactory validity and reliability. It is usable among healthcare professionals. K E Y W O R D S organizational silence, reliability, scale development, validity
Aim This study aimed to explore nurses' views and experiences regarding remaining silent. Background Silence is a barrier for organizational improvement and can occur for many reasons; it cannot be simply defined as the opposite of speaking out. Method An exploratory qualitative design was used for this study. Data were collected using semi‐structured interviews in 2016 with 24 nurses who were recruited by using a snowball sampling method. Results Three themes emerged as a result of the thematic analysis: fear, silence climate and disengagement. The first theme contained three subthemes: avoidance of being seen as a troublemaker, financial loss and reluctance to reveal lack of ability or knowledge. The results indicated that nurses remained silent when they felt unsupported or psychologically unsafe in their work environment. Conclusion Encouraging nurses to express their opinions is essential for creating a psychologically safe nursing work environment and an organizational climate that supports open communication. Because the majority of healthcare professionals are nurses, they can act as role models and change agents for other nurses if they are encouraged to share their ideas and opinions without fear of retribution.
To define nurse managers' organizational silence behaviors and examine the demographic, occupational, and practice environment factors that may influence their silence. Background: Organizational silence is affected by organizational structures, policies and procedures, team structures, and practice environments. Whether nurse managers' behaviors affect the organizational silence and practice environment in particular has not been thoroughly studied. Methods: This cross-sectional study was conducted using an online survey of 169 nurse managers working in a group of private hospitals in Turkey. Data were collected using the Nurse Manager Practice Environment Scale, the Organizational Silence Behavior Scale, and a questionnaire with 16 sociodemographic and job-related questions, and descriptive statistics, correlations, and regression analyses were used to analyze the data. Results: Nurse managers exhibited acquiescent silence and silence for the protection of the organization. There was a negative correlation between scores on the two scales. Regression analysis showed that nurse managers' organizational silence was affected by the two subscales of nurse managers' practice environment and the ability to express opinions openly. Conclusion:Positive work environment and being able to express opinions comfortably decrease the level of organizational silence of nurse managers. Implications for nursing and health policy: In order to reduce organizational silence behaviors, along with open-door policies and a corporate culture where ideas can be expressed freely, health institutions should implement measures to ensure a positive work environment that empowers administrative leaders to create a culture of patient safety and culture of generativity. Regulating the roles and responsibilities of nurse managers at the institutional level and implementing appropriate nursing laws and regulations at the national level will facilitate changes to improve their management practices.
Aim: The aim of this study is to examine the effect of nurses’ individual, professional and work environment characteristics on their perceptions of quality of care. Method: This cross-sectional study was conducted in a university hospital where 400 nurses were employed, and conducted with 154 nurses who have been working in this hospital for at least one year and volunteered to participate in the study. The data were collected with an online questionnaire consisting of three parts. The survey form contained questions about the personal, professional characteristics, and workplace environment of the nurses, and their satisfaction levels about their perceptions of quality of nursing care, the Practice Environment Scale of the Nursing Work Index. Descriptive statistics and logistic regression analysis were used in data analysis. Results: Nurses rated their perceptions of quality of nursing care (mean score: 7.53±1.85; range: 0-10). The mean score of nursing work environment scale was 2.77±0.54. In the logistic regression analysis, it was determined that nurses’ perception of quality of nursing care was affected by “provision of necessary funding sources for quality of nursing care, competency level, staffing and resource adequacy total professional experience, nurse participation in hospital affairs (Nagelkerke R2=58%, p<.05). Conclusion: The nurses’ perception of the quality of care is closely related with nursing work environment in the hospital, their perceived self-competence and duration of their professional experience. Support provided by the managers about participation in management processes, providing opportunities for employees to develop their competencies, as well as providing adequate human and other resources in the working environment, will contribute and increase the quality of care.
Aim: This study used descriptive, exploratory design and conducted to determine nurses organizational silence behavior levels and affecting factors. Method: This study was conducted with 105 nurses working in a private university hospital. In the study, the Organizational Silence Behavior Scale and twelve socio-demographic and job-related questions were used to collect the data. The data were analyzed using the SPPS 26 program. In descriptive statistical analysis, number, percentage, mean, and standard deviation were used. Independent variables that have an effect on silence behavior subscale scores in primary analyzes were analyzed by using multiple regression analysis. Results: The average age of the nurses participating in the study was 27.9 ± 4.6. It was determined that 83.8% were women, 70.5% had bachelor’s degree and 60% worked as nurses. The organizational Silence Behavior Scale total score arithmetic mean is 2.59 (SD = .66) (min =1, max = 4.26), and the highest score in the subscale was found to be in the acquiesce silence subscale with 3.03 (SD = 1.00). While more than half of the nurses (55.2%) stated that their managers had an influence on their silence behavior, according to the result of regression analysis, being unable to speak comfortably with the manager in the silence climate (R2 : .10, Durbin Watson: 1.82, p = .001) and not being able to speak comfortably with the manager in the acquiesce silence subscale. It was found that being under 30 years old (R2 : .23, Durbin Watson: 1.49, p < .001) was effective. Conclusion: The results obtained from the research indicated that the nurses who can speak easily with his/her manager nurse and who are older, exhibit less silence behavior. Manager Nurses who are supporting open communication and feedback processes will prevent ‘ silence behavior and support positive work environment
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