Health Care Providers’ Spirit at Work Within a Restructured Workplace

Abstract

Spirit at work (SAW) research emerged as a response to care provider determination to maintain a healthy and productive health care work environment, despite restructuring. The aim of this descriptive mixed-methods research is to present the care provider's perceptions of SAW. SAW is a holistic measure of care provider workplace outcomes, defined as the unique experience of individuals who are passionate about and energized by their work. A mixed group of licensed and unlicensed care providers in a continuing care workplace were surveyed. Eighteen Likert-type scale survey questions were further informed by two open-ended questions. Results indicated that unlicensed continuing care providers' perceptions of SAW are lower than licensed care providers. Responses suggest that open discussion between managers and team members, combined with structured workplace interventions, will lead to enhanced SAW and improved patient care. Further research on SAW within the continuing care workplace is required.

Facilitators and Barriers Surrounding the Role of Administration in Employee Job Satisfaction in Long-Term Care Facilities: A Systematic Review

“…The findings of this study relative to the long-term care environment reinforced the importance of leaders providing positive and empowering guidance, setting up systems to support team members, providing robust orientation and training on the specific needs of the medically complex population, and reinforcing the positive aspects both in the staff and in the environment, consistent with literature and findings in hospital and healthcare systems [7][8][9][10][11][12][13][14][15]. Supportive leadership was the most cited, influential, and positive facilitator in long-term care settings, along with setting up systems, processes, and tools to better support associates [22,23,25,29,30,34,41,45,47,[65][66][67][68], setting a positive culture [22][23][24]29,[31][32][33]48,51,53,54,57,[60][61][62][63][64], and inspiring employees [22,26,30,32,35,…”

“…Six of the eighteen barriers accounted for 61.22% of the total barriers. Condescending management style occurred 15 times (15.31%) [27,34,35,38,41,42,46,51,66,71,77]. High job demands, which included factors such as physical and psychological burdens [25], understaffing [38,46,67], heavy workloads [38,78], lack of time to complete tasks [40,43], limited staffing resources [46], reduced teamwork [46], unfair hours [67,71], regulations on nurse roll flexibility [72], and physical exhaustion [65], occurred 13 times (13.27%) [25,38,40,43,46,65,67,71,72,77,78].…”

“…Administrators have the opportunity to further demonstrate their commitment to supportive leadership, empowerment of team members, positive organizational values, and social support mechanisms through managing the barriers in long-term care facilities. The 98 occurrences of barriers noted in this study fell into 18 categories, including condescending management style [27,34,35,38,41,42,48,51,66,71,77], high job demands [25,38,40,43,46,65,67,71,72,77,78], lack of self-care by employees [30,32,33,46,47,54,59], lack of training with medically complex patients [22,24,25,65,75,79], lack of leadership training [22,24,[27][28][29]31], prohibitive environmental characteristics [22,32,54,68,78], high coworker conflicts…”

“…The 162 occurrences were grouped into 11 different themes for the facilitators. The eleven "facilitator" themes as demonstrated in Table 2 and represented in Figure 1 included supportive leadership , capable and motivated employees [22,27,30,32,35,45,[49][50][51][52][53][54][55][56][57][58][59][60], positive organizational values [22][23][24]29,[31][32][33]48,51,53,54,57,[61][62][63][64], social support mechanisms, adequate job resources [32,38,45,47,54,55,[69][70][71], career/professional development [25,35,37,38,…”

Psychometric assessment of the Spiritual Climate Scale Arabic version for nurses in Saudi Arabia

“…However, supporting the current findings with previous reports is difficult because the concept of spiritual climate in hospitals is relatively new and only one study (Doram et al., ) has focused specifically on this concept. Nevertheless, several studies have been conducted on workplace spirituality among nurses and other health professionals (Kazemipour et al., ; Wagner, Brooks, & Urban, ) that are closely related to the concept of spiritual climate. Pirkola et al.…”