Staff Empowerment Practices and CNA Retention: Findings From a Nationally Representative Nursing Home Culture Change Survey

Berridge, Clara; Tyler, Denise; Miller, Susan C.

doi:10.1177/0733464816665204

Cited by 51 publications

(70 citation statements)

References 36 publications

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“…The 162 occurrences were grouped into 11 different themes for the facilitators. The eleven "facilitator" themes as demonstrated in Table 2 and represented in Figure 1 included supportive leadership , capable and motivated employees [22,27,30,32,35,45,[49][50][51][52][53][54][55][56][57][58][59][60], positive organizational values [22][23][24]29,[31][32][33]48,51,53,54,57,[61][62][63][64], social support mechanisms, adequate job resources [32,38,45,47,54,55,[69][70][71], career/professional development [25,35,37,38,…”

Section: Most Impactful Themesmentioning

confidence: 99%

Facilitators and Barriers Surrounding the Role of Administration in Employee Job Satisfaction in Long-Term Care Facilities: A Systematic Review

et al. 2020

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Previous literature has shown how associate engagement has positively impacted on productivity, job satisfaction, safety, retention, consumer sentiment, and financial performance in hospitals and healthcare systems. However, a lack of research showing the relationship between associate engagement and job satisfaction within the long-term care environment has existed. Our objective was to investigate characteristics within the long-term care environment that promote and detract from associate job satisfaction and extrapolate the best practices in maintaining job satisfaction and engagement. This systematic review queried CINAHL, PubMed (MEDLINE), and Academic Search Ultimate databases for peer-reviewed publications for facilitators and barriers commensurate with employee job satisfaction in long-term care facilities using the Preferred Reporting Items for Systematic Reviews and Meta-Analysis (PRISMA) and the Kruse Protocols. The authors identified 11 facilitators for job satisfaction and 18 barriers to job satisfaction in the 60 selected articles. The top four facilitators were Supportive Leadership, Capable and Motivated Employees, Positive Organizational Values, and Social Support Mechanisms. The top four barriers were condescending management style, high job demands, lack of self-care, and lack of training with medically complex patients. The systematic review revealed the importance of maintaining satisfied employees in the long-term care workplace through am emphasis leadership and on the facilitators identified to best serve their associates and improve care for residents.

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Section: Most Impactful Themesmentioning

confidence: 99%

Facilitators and Barriers Surrounding the Role of Administration in Employee Job Satisfaction in Long-Term Care Facilities: A Systematic Review

et al. 2020

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“…The majority (n=25) were empirical research , mostly cross-sectional survey studies (Berridge et al 2018(Berridge et al , 2020Berta et al 2018;Bethell et al 2018 Fukuda et al 2018). Of these, one was a quasi-randomised comparative trial (Fukuda et al 2018).…”

Section: Paper Type/study Designmentioning

confidence: 99%

“…The overall design of work content is highlighted as being associated with resilience and retention (Yeatts et al 2018). How tasks are allocated will determine how much time staff spend with which residents, reported as a positive factor in staff retention by two papers (Castle 2018 andBerridge et al 2018). Nakanishi & Imai (2012) found that intention to leave was associated with the extent to which FCWs had discretion in how they used their skills and Braedley et al (2018) identified that having autonomy of tasks was of importance.…”

Section: Content Of Workmentioning

confidence: 99%

“…Within the included papers there is also some indication that in addition to skill/competencies, management/leadership 'style' is also important (Berridge et al 2018 andBeck et al 2015). The need to ensure FCWs are aware of where to access support and provision of dedicated grief and bereavement support are also highlighted as of importance to staff support during a crisis (University College London 2020, WHO 2020)…”

Section: Characteristics and Competences Of Leaders In Care Homesmentioning

confidence: 99%

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Supporting the resilience and retention of frontline care workers in care homes for older people: A scoping review and thematic synthesis

Johnston

Malcolm

Rambabu

et al. 2020

Preprint

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The COVID-19 pandemic has reinforced the need to ensure that strategic and operational approaches to retain high quality, resilient frontline care home workers, who are not registered nurses, are informed by context specific, high quality evidence. We therefore conducted this scoping review to address the question: What is the current evidence for best practice to support the resilience and retention of frontline care workers in care homes for older people? MEDLINE, PubMed, PsycINFO, Embase, MedRxiv, CINAHL, ASSIA, Social Science Premium were searched for literature published between 2010 and 2020. The search strategy employed combinations of search terms to target frontline care workers in care homes for older people and the key concepts relevant to resilience and retention were applied and adapted for each database. Thirty studies were included. Evidence for best practice in supporting the resilience and retention specifically of frontline care workers in care homes is extremely limited, of variable quality and lacks generalisability. At present, it is dominated by cross-sectional studies mostly from out with the UK. The small number of intervention studies are inconclusive. The review found that multiple factors are suggested as being associated with best practice in supporting resilience and retention, but few have been tested robustly. The thematic synthesis of these identified the analytical themes of - Culture of Care; Content of Work; Connectedness with Colleagues; Characteristics and Competencies of Care Home Leaders and Caring during a Crisis. The evidence base must move from its current state of implicitness. Only then can it inform intervention development, implementation strategies and meaningful indicators of success. High quality, adequately powered, co-designed intervention studies, that address the fundamentally human and interpersonal nature of the resilience and retention of frontline care workers in care homes are required.

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“…Despite the fact that home care aides comprise the largest group of formal providers delivering services in the home, the published and gray literature has failed, for the most part, to acknowledge this workforce as a potential member of the team and has paid little attention to whether and how aides have been or could be incorporated into team‐based programs . Studies showed that incorporating certified nursing assistants (CNAs) into care teams has a direct positive effect on nursing home quality and an indirect effect by reducing CNA turnover . There has been no comparable research assessing the impact of home care aides as part of a team.…”

mentioning

confidence: 99%

The Future of the Home Care Workforce: Training and Supporting Aides as Members of Home‐Based Care Teams

Stone

Bryant

2019

J American Geriatrics Society

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Home health, home care, and personal care aides provide most of the paid hands-on care delivered to seriously ill, functionally impaired individuals in their homes, assisted living, and other noninstitutional settings. This workforce delivers personal care, assistance with activities of daily living, and emotional support to their patients. They are often the eyes and ears of the health system, observing subtle changes in condition that can provide important information for clinical decision making and therapeutic intervention. Despite this fact, the growing number of team-based home care initiatives have failed to incorporate this workforce into their programs. Barriers to inclusion of aides into teams include a basic lack of value and understanding on the part of clinical team members and society in general of the complex tasks that these caregivers perform, inadequate investments in training and education of this workforce to develop their knowledge and competencies, and variation in state delegation laws that limit the scope of practice and consequently the ability of aides to work effectively in teams and to advance in their careers. Building on the few programs that have successfully included aides as key members of home care teams, federal and state policymakers, educators, and health systems and providers should standardize competency-based training requirements, expand nurse delegation consistently across states, and support evaluation, dissemination, and replication of successful programs. J Am Geriatr Soc 67:S444-S448, 2019.

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Staff Empowerment Practices and CNA Retention: Findings From a Nationally Representative Nursing Home Culture Change Survey

Cited by 51 publications

References 36 publications

Facilitators and Barriers Surrounding the Role of Administration in Employee Job Satisfaction in Long-Term Care Facilities: A Systematic Review

Facilitators and Barriers Surrounding the Role of Administration in Employee Job Satisfaction in Long-Term Care Facilities: A Systematic Review

Supporting the resilience and retention of frontline care workers in care homes for older people: A scoping review and thematic synthesis

The Future of the Home Care Workforce: Training and Supporting Aides as Members of Home‐Based Care Teams

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