Research by the Institute for Employment Studies has revealed the scale of challenges facing the NHS nursing workforce. Demand continues to outstrip supply and the reported vacancy rate across healthcare providers was around 10%.
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Author: wythenshawe
Brexit: what does it mean for the future of UK nursing? (British Journal of Nursing, (25)14, p 814)
The article discusses the potential impact of the British exit or Brexit from the European Union (EU) to the future of nursing in Great Britain. Topics covered include the reported shortage of nurses in Great Britain, and the potential benefits of relaxing rules to resolving the nursing workforce crisis. It also discusses the need to develop a user-friendly nursing immigration process.
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Keeping community nurses safe from harm: Lone workers in community settings can be vulnerable to abuse. How can we lessen the risks and keep them protected? (Nursing Standard, 30(52), p 38-39)
In 2015, an RCN survey of more than 1,300 nurses working in community-based roles found that 48% had been subjected to some form of abuse in the previous 2 years.
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The erosion of safe staffing and the nursing voice. (Nursing Standard, 30(52), p. 28)
NHS Improvement chief executive Jim Mackay recently came under fire from the RCN for his comments suggesting finances are more important than patient care.
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The association between patient safety culture and burnout and sense of coherence: A cross-sectional study in restructured and not restructured intensive care units. (Intensive & Critical Care Nursing, 2016, Vol. 36 p26-34)
To study the associations between registered nurses’ (RNs) perception of the patient safety culture (safety culture) and burnout and sense of coherence, and to compare the burnout and sense of coherence in restructured and not restructured intensive care units (ICUs). CONCLUSIONS: In this study, a positive safety culture was associated with absence of burnout and high ability to cope with stressful situations. Burnout and sense of coherence were independent of the restructuring process.
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Patient Safety Culture and the Second Victim Phenomenon: Connecting Culture to Staff Distress in Nurses. (Jt Comm J Qual Patient Saf. Aug 2016, 42(8) p.377-86.
Second victim experiences can affect the wellbeing of health care providers and compromise patient safety. Many factors associated with improved coping after patient safety event involvement are also components of a strong patient safety culture, so that supportive patient safety cultures may reduce second victim-related trauma. A cross-sectional survey study was conducted to assess the influence of patient safety culture on second victim-related distress.
The results suggest that punitive safety cultures may contribute to self-reported perceptions of second victim-related psychological, physical, and professional distress, which could reflect a lack of organizational support. Reducing punitive response to error and encouraging supportive coworker, supervisor, and institutional interactions may be useful strategies to manage the severity of second victim experiences.
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Occupational stress and burnout, low job satisfaction and efficacy among health professionals. Does research have a role to play? (June 2016, Western Alliance)
The prevalence and effects of occupational stress, burnout and low job satisfaction are poorly understood in the health workforce. This article gives a brief overview of occupational stress, burnout and job satisfaction among health professionals, and examines whether engagement in research can contribute to job satisfaction and efficacy, and thereby to reducing stress and burnout.
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Time to change: a review of organisational culture change in health care organisations. (Journal of Organizational Effectiveness: People and Performance, 2016 3(3)).
Purpose of study: The culture of an organization shapes the attitudes and behaviors of employees and plays a key role in driving organizational outcomes. Yet, it is enormously challenging to manage or change. In this paper we review the recent literature on culture change interventions in health care organizations to identify the common themes underpinning these interventions.
Practical Implications: There is no “one size fits all” recipe for culture change. Rather, attention to context with key features including diagnosis and evaluation of culture, a combination of support from leaders and others in the organization, and strategies to embed the culture change are important for the change process to happen.
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Stress and resilience in a post-Francis world – a qualitative study of executive nurse directors. (JAN Aug 2016)
Recent financial pressures on and care quality scandals in the UK NHS impact on the work of executive nurse directors. The short length of tenure and the high number of vacancies for these posts point to the exacting demands of the role and raise questions about the support mechanisms available for the most senior nurses in NHS organizations. The aim of this study was to explore the role stressors experienced by executive nurse directors and strategies employed to maintain resilience. Concludes that recent fiscal austerity and scandals relating to quality of care have increased pressure on executive nurse directors. Increasing size of organizations, limited resources devoted to quality combined with poorly defined limits of responsibility are all major stressors and executive nurse directors, both in the United Kingdom and internationally, need clear strategies to maintain resilience. Repetitive demands for data by oversight organizations may detract from more important quality assurance strategies.
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Changing the Culture of a Nursing Organization: A Case for Executive Coaching. (Nurse Leader, Aug 2016, 14(4) p. 267–270)
The purpose of this article is to describe how executive coaching was used with a senior nurse leader who then implemented sustained organizational change, re-engaged frontline staff, and affected culture in a positive manner.
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