Appearance of Nurses and Perceived Professionalism

Abstract

Background: After completing a literature review on the topic of appearance and professionalism a knowledge gap was identified, relating to how individuals perceive professionalism based on appearance. First impressions are how patients form opinions of their nurses. Professionalism is influenced by many variables, such as hair, make-up, uniform, behavior, and image. Purpose: The purpose of this study was to explore perceptions of a nurse’s appearance and projected professionalism. Method: A total of 120 students volunteered to participate in the study. The research question was: “How do college students perceive the professional appearance of the nurse?” This was a quantitative, cross-sectional, non-experimental study with a descriptive design. A qualitative question was also asked to complement the quantitative data. The survey contained 3 demographic questions and 18 items based on the participant’s perception of the perceived professionalism using the given images. The data collected were analyzed using descriptive statistics. Orem’s theory of self-care was used to guide this study. Results: The results confirmed the complex nature of the nursing image. Participants perceived a nurse who took extra time to improve appearance to be professional, trustworthy and least lazy. A not so prepared nurse was perceived to lack confidence and also to be less compassionate.

The Relationship between the COVID-19 Pandemic and Nursing Students’ Sense of Belonging: The Experiences and Nursing Education Management of Pre-Service Nursing Professionals

“…Appendix B lists the interview questions. It is worth noting that the interview questions were developed based on the recommendations and guidelines of SCCT [ 1 , 2 , 3 , 4 , 5 , 6 , 7 , 8 , 9 , 10 , 11 , 12 , 13 , 14 ], recent studies [ 6 , 7 ], and the objectives of the study.…”

“…In general, nursing occupations are stable and come with a higher social status, but are also characterised by work and responsibility overloads, usually causing their practitioners to be tired, and are low-paying in order to broaden opportunities across occupational disciplines for those entering the workforce [ 8 ]. Although work–life responsibilities are not balanced due to human resource shortages, it is important to increase the overall enrolment and experience of nursing students and in-service nursing professionals in order to ensure adequate workforce management [ 9 ]. A previous study [ 2 , 10 ] indicated that a large number of mid-level and senior-level nursing professionals decided to leave the profession due to poor administrative management, overloaded working responsibilities, insufficient salaries, and regular overtime.…”

“…The development of the SCCT [ 1 , 2 , 3 , 4 , 5 , 6 , 7 , 8 , 9 , 10 , 11 , 12 , 13 , 14 ] was based on the foundation of social cognitive theory [ 31 , 32 ], with the additional conceptions of career decision, development, and perspective, focusing on the individual’s understanding, behaviour, financial consideration, and external/environmental factors. Both Bandura [ 31 , 32 ] and Lent et al [ 24 , 25 ] believed that individuals’ behaviours and thinking should not be a direction and single element but multiple connections and interactions [ 33 ].…”

“…SCCT [ 1 , 2 , 3 , 4 , 5 , 6 , 7 , 8 , 9 , 10 , 11 , 12 , 13 , 14 ] argues that the theory has categorised the differences and directions between personal intentions and wants (i.e., personal beliefs, personal goals and purposes, internal desires, dreams) and behaviours (i.e., activities, movements, actions, conducts, ways and decision-making processes), as individuals tended to base their conduct on what they usually believe and advocate. In other words, individuals tend to conduct and practice their career decisions and selection based on what they advocate instead of human resources management and practices from other individuals, groups, and government leadership [ 1 , 2 , 3 , 4 , 5 , 6 , 7 , 8 , 9 , 10 , 11 , 12 , 13 , 14 ]. To illustrate, please refer to Figure 1 .…”

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