An Integrative Review of How Healthcare Organizations Can Support Hospital Nurses to Thrive at Work

Moloney, Willoughby; Fieldes, Jessica; Jacobs, Stephen

doi:10.3390/ijerph17238757

Cited by 43 publications

(57 citation statements)

References 55 publications

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“…Data indicated that these barriers to accessing the support led to frustration from staff and potentially a sense that they were less valued by the organisation although this is not directly referenced. Whilst the authors acknowledge the difficulties of implementing individual support interventions so that they were geographically accessible to all, the potential impact on staff’s sense of being cared for or valued by their organisation is useful to understand as it has consequences for retention and staff wellbeing [ 30 , 34 ].…”

Section: Discussionmentioning

confidence: 99%

‘Fix the issues at the coalface and mental wellbeing will be improved’: a framework analysis of frontline NHS staff experiences and use of health and wellbeing resources in a Scottish health board area during the COVID-19 pandemic

Clarissa

Quinn

Stenhouse

2021

BMC Health Serv Res

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Background Frontline healthcare staff working in pandemics have been reported to experience mental health issues during the early and post-peak stages. To alleviate these problems, healthcare organisations have been providing support for their staff, including organisational, cognitive behavioural and physical and mental relaxation interventions. This paper reports the findings of a study commissioned by a Scottish NHS health board area during the initial outbreak of COVID-19. The study aimed to understand the experience of NHS staff relating to the provision of wellbeing interventions between March and August 2020. Methods Data were gathered from free-text comments of eight surveys completed by a wide range of staff across sites within one NHS health board in Scotland. We conducted a framework analysis of the data. Results Our findings show that despite the provision of relaxational and cognitive behavioural interventions to support staff wellbeing during the early months of the COVID-19 pandemic, there were barriers to access, including heavy workload, understaffing, inconvenient locations and the stigma of being judged. Organisational factors were the most frequently reported support need amongst frontline staff across sites. Conclusions While relaxational and cognitive behavioural interventions were well received by staff, barriers to accessing them still existed. Staff support in the context of organisational factors, such as engagement with managers was deemed as the most important for staff wellbeing. Managers play a key role in everyday organisational processes and therefore are in the right position to meet increasing frontline staff demands due to the pandemic and removing barriers to accessing wellbeing support. Healthcare managers should be aware of organisational factors that might increase job demands and protect organisational resources that can promote wellbeing for frontline staff.

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Section: Discussionmentioning

confidence: 99%

‘Fix the issues at the coalface and mental wellbeing will be improved’: a framework analysis of frontline NHS staff experiences and use of health and wellbeing resources in a Scottish health board area during the COVID-19 pandemic

Clarissa

Quinn

Stenhouse

2021

BMC Health Serv Res

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“…Furthermore, thriving has also been found to be a mediator between structural and psychological empowerment together with personcentred care and climate (Silén et al, 2019). A conclusion from a review of thriving at work was that the model could guide managers towards creating a healthy nursing workforce (Moloney et al, 2020).…”

Section: Introductionmentioning

confidence: 99%

What relationships can be found between nurses' working life and turnover? A mixed‐methods approach

Engström

Mårtensson

Pålsson

et al. 2021

J Nursing Management

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Aim: This study aimed to describe why registered nurses decide to leave their work and to investigate relationships between registered nurses' working life and turnover (leaving the unit vs. leaving the profession).Background: Much research has explored nurses' intention to leave, whereas less research has looked at turnover and especially leaving the profession.Methods: Data were collected using questionnaires and interviews. Results:The three most common reasons for both groups (leaving the profession, n = 40; leaving unit but not profession, n = 256) were high workload, low salary and applied for and got a new job. Multivariate logistic regression analysis revealed statistically significant relationships between turnover and empowering structures, such as access to resources and informal power as well as the factor learning in thriving. Conclusions:Structural empowerment, such as good access to resources and informal power, is important to keeping nurses in the profession, whereas learning seems to increase the risk of leaving the profession when variables such as vitality, resources, informal power and age are held constant.Implications for Nursing Management: To counteract nurses leaving the profession, managers must provide nurses with good access to resources and informal power, such as networks within and outside the organisation, and focus on nurses' vitality.

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“…Accordingly, the nurses at SMS of NHSL show a satisfactory level of Normative Commitment. Normative commitment refers to employees' feelings of obligation to their superiors, peers, subordinates, and other third parties to remain within the organization [20][21][22][23]. Therefore, in order to effectively motivate nurses to improve work commitment, intrinsic and extrinsic rewards should be made regularly so that the rigor to work hard is equally facilitated.…”

Section: Discussionmentioning

confidence: 99%

The Effect of Rewards on Work Commitment of Nurses at Surgical and Medical Section (SMS) of National Hospital

Senanayake

2021

SciMed. J.

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Background: Nurses are an essential component of health workforce. Therefore rewarding nurses is important to provide better service to the clients. The main purpose was to describe the effect of rewards on the work commitment of nurses at the SMS of National hospital. Objectives: to identify intrinsic and extrinsic rewards cause to the level of work commitment of nurses at SMS of National hospital, to determine the level of work commitment of nurses at SMS of National hospital, to measure the effect of socio-demographic factors on work commitment of nurses at SMS of National hospital and to describe the effect of rewards on work commitment of nurses at SMS of National hospital. Methodology: Descriptive, hospital-based, cross-sectional study design was used. Simple random sampling used to select 384 nurses. Data was collected using a self-administered questionnaire. Results: The mean value for composite intrinsic rewards was 3.34 (SD = 0.57). There is a moderately positive Correlation (r = 0.327, p< 0.000) between intrinsic rewards and the work commitment. The mean value for composite extrinsic rewards was 2.54 (SD = 0.71) and it shows a very weak positive Correlation (r = 0.167, p< 0.002) between extrinsic rewards and work commitment. As Socio-demographic factors, gender (0.016**), age group (0.117*), position (0.114*), working experience at current work place (0.154*), and working section (0.014**) have association with the overall work commitment of nurses. Level of work commitment of nurses was moderate (Mean = 3.13, SD = 0.35). Conclusion: Moderate correlation means, when increases intrinsic rewards, nurses’ work commitment can be increased. Extrinsic rewards also cause to increase the commitment. Socio-demographic factors have an association with overall work commitment. These results help nurse managers to improve existing intrinsic rewards for nurses to enhance work commitment. Nurse Managers should suggest and plan a good reward system for nurses. Further research wants to conduct in government and private hospitals to find out ways to make nurses more committed. Moderate work commitment may be due to inadequate rewards or actually their dedication to the service without expecting rewards. Doi: 10.28991/SciMedJ-2021-0303-4 Full Text: PDF

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An Integrative Review of How Healthcare Organizations Can Support Hospital Nurses to Thrive at Work

Cited by 43 publications

References 55 publications

‘Fix the issues at the coalface and mental wellbeing will be improved’: a framework analysis of frontline NHS staff experiences and use of health and wellbeing resources in a Scottish health board area during the COVID-19 pandemic

‘Fix the issues at the coalface and mental wellbeing will be improved’: a framework analysis of frontline NHS staff experiences and use of health and wellbeing resources in a Scottish health board area during the COVID-19 pandemic

What relationships can be found between nurses' working life and turnover? A mixed‐methods approach

The Effect of Rewards on Work Commitment of Nurses at Surgical and Medical Section (SMS) of National Hospital

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