Nurse managers don’t get the corner office

Abstract

The findings support those reported in the business literature that inadequate physical workspaces are counterproductive in terms of both functionality and organizational power. Suggestions are made regarding the workspace needs of first-line nurse managers, based on a closer alignment between the work environment and their role responsibilities. These findings have implications for decisions regarding organizational support of first-line nurse managers.

Time allocation and temporal focus in nursing management: an integrative review

“…). The visible and respected role of nursing management and leadership is important for achieving the goals of nursing (Paliadelis , Pegram et al . , Viinikainen et al .…”

Experiential meaning of a decent quality of work life for nurse managers in a university hospital

“…Indeed, both quantitative and qualitative studies published in the field of nursing management have dealt with distress and suffering at work, [2,6] structural factors, [5] factors in employee attraction and retention, [7] emotional health, [9] organizational structure, [14] factors that influence the NM's practice environment, [1,3] and NMs' lack of influence at work. [17][18][19] However, none of these studies have linked these factors to QWL specifically.…”

“…They must also regularly update their professional management skills to meet ministerial and organizational requirements for optimal management of the work environment for the benefit of nursing staff, on the one hand, and of both accessibility and continuity of care and services for the benefit of the population, on the other. [21] In reviewing the scientific literature, [12][13][14][15][16][17][18][19][20] we found that a significant amount of NM time is spent on the administrative management of operations, including staff training, work schedule management, mentoring, substitutions, completion of forms of all kinds, participation in meetings, drafting of minutes, checking payroll, supervision, and mail delivery. Finally, striking a balance between their clinical and administrative roles was essential for NMs to assume their clinicaladministrative leadership within the organization.…”

“…More specifically, several studies [5][6][7][8][9][10][11][12][13][14] have reported that many NMs experienced sluggishness, suffering, and psychological distress in the workplace, which, over the long run, could have negative impacts on their emotional health and QWL. In the past decade, other studies [13][14][15][16][17][18][19] have shown these emergent problems to be accompanied by demoralization, demotivation, and professional burnout. However, to our knowledge, none of these studies established a direct link with NMs' QWL, nor studied this phenomenon in depth.…”

Job satisfaction of Slovenian hospital nursing workforce

“…In achieving this goal, the role of ward nurse managers should not be underestimated as they are in a pivotal position to increase job satisfaction of nurses (Hayes et al . ), as they are responsible for the human, physical and clinical resources of a ward or unit (Paliadelis ). Despite limited resources, ward nurse managers should ensure proactive leadership and facilitate ways to revitalize the work environment (Pietersen , Prosen ).…”