Buurtzorg Nederland: una propuesta de atención domiciliaria dirigida por enfermeras

Lumillo-Gutiérrez, Iris; Salto, Gabriel Edgardo

doi:10.1016/j.enfcli.2020.08.004

Cited by 3 publications

(4 citation statements)

References 5 publications

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“…The practical implementation of a flat hierarchy created challenges regarding the performance of the traditional tasks of the manager, such as signing for supplies (Hamm & Glyn‐Jones, 2019). Within Buurtzorg teams, this challenge was addressed by a nurse fulfilling the role of financial management (Lumillo‐Gutierrez & Salto, 2020). Regarding the international implementation of SMTs, the local payment structure on homecare services can be a challenge as these systems differ per country and thus need to be considered (Gray et al, 2015).…”

Section: Resultsmentioning

confidence: 99%

“…An SMT is comprised of eight different roles to be fulfilled by the nurses (Lumillo‐Gutierrez & Salto, 2020 ). The roles of patient carer and team player must be fulfilled by all team members.…”

Section: Resultsmentioning

confidence: 99%

“…The user friendliness of Buurtzorg's ICT structure was tested by homecare nurses and back‐office employees and it was aimed to support the nurses' ‘autonomy, networking, communication and documentation’ (Monsen & de Blok, 2018 ). The use of this system resulted in a 30% reduction of administration time and saved approximately 20% of the administration costs (Lumillo‐Gutierrez & Salto, 2020 ; Monsen & de Blok, 2018 ). The necessity of live communication within teams was already stressed by the Visiting Nursing Association Night Nursing Team which used a ‘Client Scheduling Report’ listing the nurses' night schedule (Tennant & Narayan, 1997 ).…”

Section: Resultsmentioning

confidence: 99%

Section: Challenges For Implementationmentioning

confidence: 99%

See 3 more Smart Citations

The implementation and outcomes of self‐managing teams in elderly care: A scoping review

Bruin

Doodkorte

Sinervo

et al. 2022

J Nursing Management

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Aim We aim to map the existing evidence and gaps in research on the implementation and outcomes of self‐managing elderly care teams. Background Due to increasing demand for elderly nursing care and an ageing workforce, recruiting and retaining community nurses have become challenging. Implementing self‐managing teams may be a solution to address this problem. Evaluation This scoping review included 27 studies, varying from narrative reviews to a quantitative cross‐sectional study. The studies' primary focus on self‐managing teams was essential for eligibility. Key issues Nurses' job satisfaction was high in self‐managing teams due to improved relationships with patients and increased autonomy. Continuity of care and patient acceptability were high. Transformation of managers to coaches in a team with a flat hierarchy is needed to empower nurses with responsibility for their own work. Trust and teamwork should be assisted by suitable ICT support systems. Conclusions International interest in self‐managing teams is large, but quantitative research is limited and guidelines for implementation are needed. Recommendations for potential successful implementation were made. Implications for Nursing Management Nurse autonomy and job satisfaction can increase by implementing self‐managing teams. This requires a change in management styles, from managing to coaching nurses.

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Section: Resultsmentioning

confidence: 99%

Section: Resultsmentioning

confidence: 99%