Knowledge translation: A Nurse Practitioner Clinical Ladder Advancement Program in a university-affiliated, integrated medical center

Abstract

Purpose A Nurse Practitioner Clinical Ladder (NPCL) Advancement Program was designed to recognize and reward advanced nursing practice and promote nurse practitioner (NP) retention at New York University Hospitals Center (NYUHC). Data sources Search of published and gray literature was conducted. Electronic databases included CINAHL, Medline, PubMed, Cochrane Library of Systematic Reviews, and the Joanna Briggs Institute. Conclusions The NYUHC NPCL Advancement Program incorporated its current Staff Nurse Clinical Ladder, previous NP promotional program literature, and NP role competencies to support the Advanced Practice Nursing Clinical Ladder Program. The NPCL is supportive of professional development, performance evaluation, clinical practice excellence, job satisfaction, and NP retention. Program outgrowths include a progressive model of NP clinical practice, a formal NP mentoring program, NP leadership, and research opportunities. Implications for practice Organizational commitment to a structured NPCL Advancement Program is critical for NP professional development, evolving role responsibilities, and job satisfaction. The NPCL Advancement Program provides requisite structures and processes supportive of clinical excellence. The development of the NPCL has highlighted the need for structured NP orientation and mentorship, knowledge translation, and leadership programs to meet the professional needs of NPs in diverse clinical settings.

The impact of organisational commitment and leadership style on job satisfaction of nurse practitioners in acute care practices

“…Wood et al (2021) also indicated that NPs with higher advancement levels tend to perceive greater professional identity and higher support for the role, which promotes job satisfaction. NPs are recognized and compensated for their clinical excellence and increased productivity, positively affecting job satisfaction and patient outcomes (Paplanus et al, 2014). Organisations could create an advanced career ladder, providing opportunities for the professional growth of NPs.…”

Structural empowerment is a strong predictor of organizational commitment in nurses: A systematic review and meta‐analysis

“…In terms of job performance, these can be the actions and behaviours of individuals that contribute to organizational goals (Rotundo, 2002;Wong & Laschinger, 2013). It can relate more to personal effectiveness when increased self-efficacy, high motivation, increased organizational commitment, lowered burnout level, increased autonomy, decreased occupational stress, increased job satisfaction, organizational commitment, and authentic leadership are noted; or more broadly, work effectiveness when achievement and successes, respect and cooperation in the organization alongside client satisfaction take place (Cicolini, Comparcini, & Simonetti, 2014;Cowden & Cummings, 2012;Flinkman et al, 2017;Goedhart et al, 2017;Li et al, 2018;Numminen, Repo, & Leino-Kilpi, 2017;Paplanus, Bartley-Daniele, & Mitra, 2014;Rosser et al, 2017;Saber, 2014;Wong & Laschinger, 2013). Two important aspects of performance we focus on in the present review are organizational commitment and job satisfaction.…”

Nurse career mapping: a qualitative case study of a new hospital

“…A professional career stage is a system to improve performance and professionalism, field-based competency [4], work satisfaction and resolve differences in the amount of remuneration workers believe they deserve [5]. The success of a career depends on the nurse’s participation in clinical decision making, the ability to define short-term and long-term goals and the ability to manage his or her nursing career proactively [6]. Nurses must realise that they need to improve their competence, while their leaders need to accept their responsibility to facilitate this process and support the nurses with developmental policies [7].…”