Nurses' and Nursing Assistants' Reports of Missed Care and Delegation

Gravlin, Gayle; Bittner, Nancy Phoenix

doi:10.1097/nna.0b013e3181e9395e

Cited by 70 publications

(68 citation statements)

References 19 publications

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“…This result is further supported by Standing&Anthony (2008), Berkow et al (2008), and Potter et al (2010), who confirmed that there is a relationship between delegation skills and experience among nurse mangers, suggesting that years of experience results in one improving and growing with practice over time [27]- [4]- [23]. Ruff (2011) and Gravlin & Bittner (2010) confirm a relationship between delegation and education, observing that nursing education is key to ensuring appropriate delegation [25]- [13]. Conversely, Saccomano & Pinto (2011) found that education had no relationship to delegation and that diploma nurses were better prepared to delegate than bachelor degree nurses because they had more years of exposure to real situation of delegation [26].…”

Section: Nurse Mangers Attitude and Demographics Data Relationshipsupporting

confidence: 64%

Nurse Managers’ Attitude and Competency Towards Delegation in Jeddah City

Gassas¹

2017

AJNS

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Abstract:Delegation is the key for nurse managers and future leaders in order to guarantee productive outcomes. The use of delegation in nursing management can solve many issues including nurse shortages. The study aimed to describe nurse managers' attitude and competency to delegate effectively in a hospital setting. Descriptive correlational design was used which is a type of non-experimental design to collect data from five hospitals, first is University Hospital affiliated to King Abdulaziz University, other four hospitals are affiliated to the Ministry of health. Non probability purposive sampling technique was used to recruit 90 nurse managers. Data were collected by a questionnaire to measure nurse mangers, attitude and competency in delegation. In general nurse managers were unsure about their attitude towards delegation, but agreed that it saves time. Regarding competency, nurse managers' agreed on the importance of competency and that communication is an important part of delegation. All nurse managers agreed that they were familiar with their legal responsibility regarding delegation. The study concluded that there is a highly significant correlation between the attitude and competency where Pearson correlation coefficient is 0.000**. This study recommended that nurse managers should communicate and facilitate the delegation process through developing clear guidelines as well as creating an environment that supports delegation, resolution of conflict and encourages teamwork.

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Section: Nurse Mangers Attitude and Demographics Data Relationshipsupporting

confidence: 64%

Nurse Managers’ Attitude and Competency Towards Delegation in Jeddah City

Gassas¹

2017

AJNS

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“…Nurses with little professional experience are often more reluctant to delegate than experienced ones, often maintaining that they lack motivational skills and the ability to supervise. It is said that nurses are willing to take on work that no one else is willing to do, indicating a need for RNs to reprioritise the tasks and work to which they allocate their time and to better identify what should be delegated to others (21)(22)(23).…”

Section: Barriers To Effective Delegationmentioning

confidence: 99%

Delegation of Registered Nurses Revisited: Attitudes towards Delegation and Preparedness to Delegate Effectively

Kærnested¹,

Bragadóttir²

2012

Nordic Journal of Nursing Research

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The purpose of this study was to identify the attitudes of registered nurses (RNs) towards delegation, their preparedness to delegate effectively, and to determine whether attitude and preparedness are related to age, experience, education in delegation, workload, and job satisfaction. This was a descriptive correlation design study. Data were collected with a paper-and-pencil questionnaire in five medical acute care inpatient units at a university hospital in Iceland (N=96). Participants were 71 RNs. Most participants have a positive attitude towards delegation and identify themselves as prepared to delegate effectively. However, some of the answers indicate potential for improvement. The majority find they spend a large amount of time on jobs others could do and agree to some extent that skills of practical nurses could be better utilised through more effective delegation. Age, experience, and former education on delegation are significantly related to a number of attitude and preparedness issues regarding confidence in delegating, mutual trust, collaboration, and communication between RNs and assistance personnel. Effective delegation by RNs needs to be supported by teaching, practising and nurturing mutual trust and effective communication in nursing teams.

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“…This being said, within the context of overworked staff, due in large part to the chronic nursing shortage and prescribed organizational policies aimed at maximal productivity, the hectic pace of day-to-day nursing care does not lend itself to the fostering of the positive emotions critical for IPC: trust and respect [55]. Yet incongruously, RNs and LPNs are required to display these unfelt emotions towards their colleagues [18].…”

Section: Literature Reviewmentioning

confidence: 99%

Voices That Care: Licensed Practical Nurses and the Emotional Labour Underpinning Their Collaborative Interactions with Registered Nurses

Truc

Alderson²,

Nadon³

et al. 2011

Nursing Research and Practice

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Recognizing the emotional labour underlying interprofessional collaborations (IPCs) could be considered a crucial step towards building a cohesive nursing team. Although IPCs between registered nurses (RNs) and licensed practical nurses (LPNs) have been linked to quality nursing care, little is known about the emotions experienced by LPNs during their interactions with RNs or those factors that influence IPCs. A questionnaire administered to 309 LPNs found that (1) the professional identity of LPNs has evolved into a that of a unique social group; (2) LPNs define IPC as an interpersonal process of exploring similar or dissimilar assessments of a patient's status with RNs and, together, establishing a course of nursing actions; (3) the primary organizational factor facilitating IPCs is inclusive nursing leadership; (4) the interpersonal factor promoting IPCs is the level of trust RNs extend to LPNs; and (5) an LPN's emotional labour (i.e., internal emotional regulation) is most tangible during uncollaborative interactions with RNs.

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Nurses' and Nursing Assistants' Reports of Missed Care and Delegation

Abstract: Nurse leaders must focus on implementing strategies to mitigate factors and the consequences of care omissions, including poor patient outcomes. An analysis of point-of-care delivery system failures and ineffective processes is essential.

Cited by 70 publications

References 19 publications

Nurse Managers’ Attitude and Competency Towards Delegation in Jeddah City

Nurse Managers’ Attitude and Competency Towards Delegation in Jeddah City

Delegation of Registered Nurses Revisited: Attitudes towards Delegation and Preparedness to Delegate Effectively

Voices That Care: Licensed Practical Nurses and the Emotional Labour Underpinning Their Collaborative Interactions with Registered Nurses

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