I Stay—Swedish Specialist Nurses in the Perioperative Context and Their Reasons to Stay at Their Workplace

Arakelian, Erebouni; Rudolfsson, Gudrun; Rask‐Andersen, Anna; Runeson-Broberg, Roma; Wålinder, Robert

doi:10.1016/j.jopan.2018.06.095

Cited by 15 publications

(32 citation statements)

References 17 publications

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“…This negatively impacted their self‐confidence 16 and they would no longer want to work with that surgeon 17. This is obviously a health and safety problem that organisations must come to terms with since it could lead to retention issues among the nursing staff 18,19,20.…”

Section: Discussionmentioning

confidence: 99%

Newly trained operating room nurses’ experiences of nursing care in the operating room

Eriksson

Lindahl

2020

Scandinavian Caring Sciences

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Newly trained operating room nurses' experiences of nursing care in the operating room There is limited research on nurses' experiences of nursing care in the operating room. The operating room nurses' responsibility is to ensure good nursing care before, during and after surgery. In an increasingly technological health care environment, there is always a risk of turning the focus away from nursing care towards technology and medicine. Integration of past experiences into the role as an operating room nurse becomes a challenge for those who recently worked as general nurses. The present study aimed to explore newly trained operating room nurses' experiences of nursing care in an operating room. Semistructured interviews were performed with ten operating room nurses with a maximum three years' work experience from an operating room. The interviews were subjected to qualitative content analysis. The findings revealed three themes describing operating room nurses' searching for their new role. They experienced a gap between theory and practice, felt alone and insignificant and had to find their own place. The operating room nurses' experienced threats to safe nursing when they lacked time for the patients as well as for their own recovery, and they lacked feedback in order to improve care. They ensured security for patients by establishing one-to-one contact, protecting patients' well-being and working in teams for the patients' best interest, participants also focused on the task at hand instead of the patient as a person. New ways of organising work in operating units, and well-functioning teams can be a key to a successful integration of experiences from ward nurse to an operating room nurse, and provide support so that they feel more visible, at ease and safe in their new profession.

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Section: Discussionmentioning

confidence: 99%

Newly trained operating room nurses’ experiences of nursing care in the operating room

Eriksson

Lindahl

2020

Scandinavian Caring Sciences

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“…Nurses' work performance and creativity is dependent on caritative leadership (Bondas, 2003;Gu, Hempel, & Yu, 2019). Caritative leadership may affect nurses' intentions to remain in their jobs (Arakelian, Rudolfsson, Rask-Andersen, Runeson-Broberg, & Walinder, 2019a); nurse and patient satisfaction; and outcomes in care (Wong, Cummings, & Ducharme, 2013). Nurses describe their nurse manager both as a facilitator (Arakelian et al, 2019a) and as someone who betrays or is dismissive (Logde et al, 2018).…”

Section: Introductionmentioning

confidence: 99%

“…Caritative leadership may affect nurses' intentions to remain in their jobs (Arakelian, Rudolfsson, Rask-Andersen, Runeson-Broberg, & Walinder, 2019a); nurse and patient satisfaction; and outcomes in care (Wong, Cummings, & Ducharme, 2013). Nurses describe their nurse manager both as a facilitator (Arakelian et al, 2019a) and as someone who betrays or is dismissive (Logde et al, 2018). Furthermore, the nurse manager's behaviour towards his/her employees has a significant impact on the employees' perception of formal and informal power as well as on their professional skill development (Laschinger, Wong, McMahon, & Kaufmann, 1999).…”

Section: Introductionmentioning

confidence: 99%

Nurse managers in perioperative settings and their reasons for remaining in their jobs: A qualitative study

et al. 2020

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Aim The study describes what helps nurse managers maintain the strength to keep going as leaders. Background Good leadership is important for the quality of patient care, patient satisfaction in care and efficiency. Many nurse managers stay on despite challenges at work. Methods Twelve nurse managers were interviewed. Data were analysed by systematic text condensation according to Malterud. Results The results were as follows: A—Walking side by side with my employees; B—Knowing that I mean something to my employees; C—Talking to myself—asking myself tough questions; D—Having someone to talk to, to decrease the feeling of being alone; E—Leading and managing in my own way—the fear of not succeeding is my motivation. Conclusion The nurse managers built their own strategies to get through and get on when difficult situations arose. In order to succeed in leading their employees, the nurse managers gathered their inner strength through moving caritatively back and forth between the ‘secret room’ and the ‘staff room’ in the house of leadership. Implications in Nursing Management The manuscript gives insights into where nurse managers found sources of strengths in their everyday work. To realize their employees’ strengths and motivation made a difference for nurse managers as a driving force. By having someone to talk to and by asking themselves tough questions, they were prepared for the challenges that came.

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“…Nursing unit managers play an essential role in the workplace. Their actions can affect the well-being of nurses in their unit [17][18][19] and they are responsible for the quality of service provided [5,20].…”

Section: Introductionmentioning

confidence: 99%

Stressful Factors in the Working Environment, Lack of Adequate Sleep, and Musculoskeletal Pain among Nursing Unit Managers

Sigursteinsdóttir

Skúladóttir

Agnarsdóttir

et al. 2020

IJERPH

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Background: Middle managers have not received enough attention within the healthcare field, and little is known how stressful factors in their work environment coupled with a lack of adequate sleep are related to musculoskeletal pain. The aim of this study was to examine the correlation between stressful factors in the work environment, lack of adequate sleep, and pain/discomfort in three body areas. Methods: Questionnaire was sent electronically to all female nursing unit managers (NUM) in Iceland through the outcome-survey system. The response rate was 80.9%. Results: NUM who had high pain/discomfort in the neck area also had very high pain/discomfort in the shoulder area and pain in the lower back. The results also revealed positive a medium-strong correlation between mental and physical exhaustion at the end of the workday and musculoskeletal pain. Stress in daily work, mental strain at work, and being under time-pressures had hardly any correlation with pain/discomfort in the three body parts. Adequate sleep had a significant negative correlation with all stressful factors in the work environment and all three body parts under review. Conclusion: The results will hopefully lead to a better consideration of stressful factors in the work environment, sleep, and musculoskeletal pain in middle managers.

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I Stay—Swedish Specialist Nurses in the Perioperative Context and Their Reasons to Stay at Their Workplace

Cited by 15 publications

References 17 publications

Newly trained operating room nurses’ experiences of nursing care in the operating room

Newly trained operating room nurses’ experiences of nursing care in the operating room

Nurse managers in perioperative settings and their reasons for remaining in their jobs: A qualitative study

Stressful Factors in the Working Environment, Lack of Adequate Sleep, and Musculoskeletal Pain among Nursing Unit Managers

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