Feedback provision, nurses’ well-being and quality improvement: towards a conceptual framework

Abstract

Nursing management can use feedback on quality measurements to nursing teams, as a tool for enhanced quality and as a motivating tool. However, nurses' perceptions and contextual variables are important for the actual success of feedback.

The moderating effect of management behavior for Lean and process improvement

“…However, this does not mean that management should not actively steer on performance improvement; the question whether active steering on performance improvements and providing feedback is counterproductive on employee morale and well-being and consequently on building a culture of continuous improvement depends on, amongst others, whether employees perceive it as a job demand (something that requires sustained effort that is therefore associated with certain costs) or a job resource (something that is functional in achieving personal work goals); see for instance Bakker and Demerouti (2007). An important factor that might influence employees' performance management and feedback as a job demand or a job resource, is the attribution employees make about management's purpose in implementing performance management and feedback (Giesbers et al 2015), that can be either commitment-focused or control-focused; see for instance Arthur (1994). Commitment-focused attributions connote positive consequences for employees, while controlfocused attributions connote negative consequences (Giesbers et al 2015).…”

“…An important factor that might influence employees' performance management and feedback as a job demand or a job resource, is the attribution employees make about management's purpose in implementing performance management and feedback (Giesbers et al 2015), that can be either commitment-focused or control-focused; see for instance Arthur (1994). Commitment-focused attributions connote positive consequences for employees, while controlfocused attributions connote negative consequences (Giesbers et al 2015). However, more research is needed to find out how to manage this crossover point, how to balance 'control' and 'exploration' structuring behaviors (Douglas & Judge, 2001) and how to combine decentralized goal-determination with result-oriented management.…”

Nurses' Perception of Feedback on Quality Measurements: Development and Validation of a Measure

“…Nurses' perception of feedback is an important mediating variable in the relationship between feedback on quality measurements on the one hand, and nurses' well-being and quality improvement on the other (Giesbers et al, 2013). More specifically, it can be assumed that when nurses perceive the feedback provision as a burdening job demand (Bakker & Demerouti, 2007), feedback may only result in quality improvement at the expense of nurses' well-being.…”

“…On the other hand, when nurses perceive the feedback provision as a job resource that helps them to improve the quality of nursing care (Bakker & Demerouti, 2007), feedback can result in quality improvement for the benefit of nurses' well-being. The attribution nurses make about management's purpose in providing feedback comprises an important factor that might influence nurses' perception of feedback provision as a job demand versus a job resource (Giesbers et al, 2013).…”

Letter to the Editor

“…An organization's quality improvement in relation to its staff's well-being will improve with the implementation of a feedback setting for new hires (Giesbers, Schouteten, Poutsma, van der Heijden, & van Achterberg 2015). The tools provided by Motley and Dolansky (2015) are great resources for all nurse leaders and can benefi t hospital education departments worldwide.…”