Exploring how nurses and managers perceive shared governance

Wilson, Janet; Speroni, Karen Gabel; Jones, Ruth Ann; Daniel, Marlon

doi:10.1097/01.nurse.0000450791.18473.52

Cited by 25 publications

(44 citation statements)

References 4 publications

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“…A recent survey by Wilson et al. () demonstrated consistency with our findings that: (1) leadership support is essential and (2) prioritizing patient coverage to release nurses to participate without increasing the workload on peers and compromising patient care is vital.…”

Section: Discussionsupporting

confidence: 87%

Nurse manager perspective of staff participation in unit level shared governance

Sullivan¹,

Norris

Brown

et al. 2017

J Nurs Manag

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Section: Discussionsupporting

confidence: 87%

Nurse manager perspective of staff participation in unit level shared governance

Sullivan¹,

Norris

Brown

et al. 2017

J Nurs Manag

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“…The result of the present study could be supported by Wilson [13] who stated that shared governance provides the framework for a collaborative environment for nursing leaders and direct care nurses. Together, they can formulate a partnership of shared decision-making for clinical and operational practices.…”

Section: Standardized Regression Weight For the Relationshipsupporting

confidence: 67%

“…[6,10] 1.2 Significance of the study During the last years, several studies have been published in West which focused on assessing nurses' perception of shared governance. [1,[11][12][13] These studies reflected variation in nurses' perception and participation in their professional nursing practice and governance and recommended further investigation and measurement of professional nursing governance in wider and different contexts.…”

Section: Magnet Recognition Programmentioning

confidence: 99%

Assessment of professional nursing governance and hospital magnet components at Alexandria Medical Research Institute, Egypt

Hashish

Fargally

2017

JNEP

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Background and objective: In the context of a rapidly evolving health care system, health care institutions strive to set a path towards an excellent professional practice environment. Since improving clinical nurse work environments is a major issue faced by nurse executives and administrators, they become challenged to establish nursing governance models, and leadership practices so that clinical nurses can engage in the work processes and relationships that are empirically linked to quality patient outcomes. The main aim of this study was to assess the current status of professional nursing governance and hospital magnet components at Alexandria Medical Research Institute, Egypt. Methods: A descriptive research design was conducted at Alexandria Medical Research Institute hospital, using a convenience sample (N = 220) that composed of two groups including; all hospital medical administrators (n = 10) and hospital nursing workforce (n = 210). Index of Professional Nursing Governance Questionnaire (IPNGQ) and Magnet Hospital Forces Interview were proved valid and reliable to measure study variables. Results: The overall mean score of professional nursing governance was (187.59 ± 63.74) reflected that staff nurses practice the first level of nursing shared governance (primarily nursing management who take the decision with some staff input). In addition, both medical administrators and nursing staff identified the hospital has a good structure, nursing leadership practices that support shared governance and magnet recognition. Structural equation model and correlation analysis revealed a positive association between overall professional nursing governance and hospital magnet components (p < .05). Conclusions and recommendations:The study emphasized the hospital administrators' important role for providing supportive organizational structures and leadership practices for increasing participation of nursing staff in work design, problem-solving, conflict resolution, committees and organizational decision-making as "key ingredients to a successful organization" in turn, lead to a healthy and magnet-like work environment. Training programs for nurses' professional development are recommended which enhance and increases their autonomy and empowerment.

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“…They should also encourage unit managers to create a positive nursing work environment through support and recognition. Such strategies have also been suggested in a previous study (Wilson, Speroni, Jones, & Daniel, ) describing the importance of nurses’ perception of managers’ support for participating in governance activities. Giving nurses the power to set council activity goals based on their needs may increase their voluntary engagement in professional governance activities, provide them with a sense of control over their practice and increase their job satisfaction (Al‐Marri & Kehyayan, ).…”

Section: Discussionmentioning

confidence: 76%

Effects of structural empowerment and professional governance on autonomy and job satisfaction of the Korean nurses

Choi

Kim

2019

J Nurs Manag

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Aim To investigate the relationships among structural empowerment, professional governance, autonomy and job satisfaction in the Korean nurses and to provide a more in‐depth explanation of the nature of professional governance as a process. Background Professional governance in nursing is a key component in the Magnet Recognition Program. However, little is known about professional governance in the Korean nursing. Methods A sequential, explanatory, mixed‐method study with the Korean nurses (n = 208). Results The quantitative findings showed that decision‐making among the Korean nurses fell on a continuum of professional governance directed by managers. The mediating effects of professional governance on the relationships between structural empowerment and autonomy and between structural empowerment and job satisfaction were significant. The qualitative findings described the inhibitors and facilitators of professional governance. Conclusion The findings of this study highlight the significance of professional governance in providing nurses with more control over nursing practice and patient care and in encouraging nurses’ involvement in organizational decision‐making. Implications for Nursing Management Health care organizations should establish internal policies that give nurses the power to voice their opinions on inpatient care, encourage unit managers to create a positive nursing work environment through support and recognition and have nurses set council activity goals based on their needs.

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Exploring how nurses and managers perceive shared governance

Cited by 25 publications

References 4 publications

Nurse manager perspective of staff participation in unit level shared governance

Nurse manager perspective of staff participation in unit level shared governance

Assessment of professional nursing governance and hospital magnet components at Alexandria Medical Research Institute, Egypt

Effects of structural empowerment and professional governance on autonomy and job satisfaction of the Korean nurses

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