Workplace culture among operating room nurses

Abstract

It is essential that nurse managers learn to recognise the different expressions of workplace culture. In particular, this study raises a need to recognise the factors that cause job stress to nurse anaesthetists.

Workplace culture in psychiatric nursing described by nurses

“…The second part of the questionnaire comprised of the Person‐Centred Nursing Index (PCNI) by Slater and McCormack , which has been reported to be valid and reliable (e.g. ). The permission to use the instrument was received from the copyright holders.…”

Creating and applying shared mental models in the operating room

“…Communication is an essential element for any endeavour where teamwork is required. Good communication between members of the interdisciplinary team in the operating room (OR) correlates with improved task processes, motivation and team performance 13,14 . Conversely, poor communication increases the chances of critical incidents and lengths of stay after surgery along with decreasing patient outcomes and job satisfaction in nursing staff 6,13,14 .…”

Measuring health care workers’ perceptions of what constitutes a compassionate organisation culture and working environment: Findings from a quantitative feasibility survey

“…Sanders and Shaw () claim “there are often aspects of an organisation culture that health care workers feel are outside of their sphere of influence, whereas the workplace culture is one which they arguably influence directly.” Escola et al. () expand Sanders and Shaw's claims when exploring workplace culture among operating room nurses. They indicate workplace culture includes structures, routines, rules and norms, which can ultimately impact on attitude, beliefs and subsequent behaviours.…”

“…Beardsmore and McSherry (), Escola et al. () and Davis, White, and Stephenson () suggest that health care organisation and workplace cultures can be improved and changed through taking some practical steps.] First, by educating and training nurse leaders and managers to become more facilitative in encouraging, empowering and enabling individuals and teams to innovate and change (Davis et al., ).…”