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Increasing Job Satisfaction: Changing the Work Environment Through Evidence
SPN 2010 CONVENTION POSTER ABSTRACTS
Increasing Job Satisfaction: Changing the Work Environment Through Evidence Michelle Dozier BSN, RN, CPN, Melodie Davis MSN, RN, Jennifer St. Peters BSN, RN, CPN, Shawn Dailey BSN, RN, CPN, Theresa Seigler BSN, RN, CPN Cook Children's Medical Center, Fort Worth, TX
Purpose: Increasing staff satisfaction is a common issue among nurse managers. The management team of a 40-bed pediatric medical unit noticed that staff morale began to decline. Management felt the mandatory on-call shifts and budget constraints with regard to staffing contributed to the low morale. The institution's nurse manager council submitted baseline data proving a significant number of mandatory on-call shifts were used to maintain staffing. Collection of the data led to the elimination of mandatory on-call shifts and increased FTEs. However, staff believed patient acuities were on a continuous rise, and these acuity levels were not reflected in staffing. As a result of these concerns, the management team felt it was time to change the working environment allowing for increased job satisfaction and retention. Methods: The management team determined it would be important to trend data and have evidence of increasing acuities over the previous 22 months. Data collected showed a significant increase in the acuity levels. The data were charted and graphed and then presented to the Director, Chief Nursing Officer, and Chief Financial Officer. Based on findings, upper administration increased budget to allow for increased FTEs for ideal staffing. Outcomes: The management team will evaluate staff satisfaction with a brief survey 2 months following the implementation of the new staffing plan. We will also evaluate staff satisfaction with the 2010 NDNQI Nurse Job Satisfaction Survey. The leadership team anticipates an increase in nursing job satisfaction and retention. This project encourages management to use evidence to change the practice environment. doi:10.1016/j.pedn.2009.12.002 Self-Scheduling: Evaluating an Evidence-Based Change Barbara Giambra MS, RN, CPNP, Pam Laramie MSN, C, RN, BC, Stefanie Newman MSN, RN, NEA-BC Cincinnati Children's Hospital Medical Center, Cincinnati, OH
Self-scheduling is one way to provide nurses greater control over their work/life balance. Self-scheduling may have other benefits as well. Therefore, the clinical question asked was, “Among 0882-5963/$ – see front matter
hospital staff nurses, does self-scheduling increase autonomy, job satisfaction and retention, enhance patient outcomes and/or reduce cost?” EBP Model: The PARIHS Framework (Rycroft-Malone, 2004) Summary of the Literature: Moderate level evidence was found including two good-quality descriptive studies, three lesser quality descriptive studies, and six published expert opinion articles. Autonomy increased with self-scheduling in four studies and three articles. Job satisfaction was found to increase in one study and four articles. An increase in retention was seen in one study and five articles. Cost was reduced in one study and four articles. Patient outcomes were improved in two studies and one article. In addition, work/life balance was reported to be positively affected by selfscheduling according to three of the studies and two of the articles found. It is strongly recommended that self-scheduling be used among hospital staff nurses. From the evidence found, it is clear that participative management, staff education prior to implementation, a committee structure to review the schedule, and clear guidelines are keys to successful implementation of self-scheduling. Outcomes: Self-scheduling was implemented with nurses on a newly created unit. Evaluation of self-scheduling is ongoing. Data collection was completed in November 2009. Outcomes being evaluated include satisfaction, group cohesion, retention, patient safety, and cost. doi:10.1016/j.pedn.2009.12.003 Pediatric IV Evaluation (PIE) Tool for Assessing Pediatric IV Complications Julie Bartoy BSN, RN, CPN, Simone Ebbinghaus BSN, RN, CPN Children's Hospital of Michigan, Detroit, MI
Pediatric patients are more vulnerable to tissue and vein injury when receiving peripheral IV fluids than adult patients. A search of the literature revealed a lack of pediatric-specific assessment tools. To improve pediatric IV assessment, identification, and scoring of IVrelated injuries, a pediatric specific instrument (PIE Tool) was developed. An investigation has been initiated to determine the validity, reliability, clinical utility, and responsiveness of the developed tool. The two-part investigation will occur on select acute care units of a freestanding pediatric hospital where care is provided to children of all ages. Part 1 involves a pre- and posttest administered to staff nurses. The tests will identify the clinical utility and responsiveness to the PIE Tool in comparison to the existing code site check used to identify signs of peripheral IV injury. The second
Increasing Job Satisfaction: Changing the Work Environment Through Evidence Michelle Dozier BSN, RN, CPN, Melodie Davis MSN, RN, Jennifer St. Peters BSN, RN, CPN, Shawn Dailey BSN, RN, CPN, Theresa Seigler BSN, RN, CPN Cook Children's Medical Center, Fort Worth, TX
Purpose: Increasing staff satisfaction is a common issue among nurse managers. The management team of a 40-bed pediatric medical unit noticed that staff morale began to decline. Management felt the mandatory on-call shifts and budget constraints with regard to staffing contributed to the low morale. The institution's nurse manager council submitted baseline data proving a significant number of mandatory on-call shifts were used to maintain staffing. Collection of the data led to the elimination of mandatory on-call shifts and increased FTEs. However, staff believed patient acuities were on a continuous rise, and these acuity levels were not reflected in staffing. As a result of these concerns, the management team felt it was time to change the working environment allowing for increased job satisfaction and retention. Methods: The management team determined it would be important to trend data and have evidence of increasing acuities over the previous 22 months. Data collected showed a significant increase in the acuity levels. The data were charted and graphed and then presented to the Director, Chief Nursing Officer, and Chief Financial Officer. Based on findings, upper administration increased budget to allow for increased FTEs for ideal staffing. Outcomes: The management team will evaluate staff satisfaction with a brief survey 2 months following the implementation of the new staffing plan. We will also evaluate staff satisfaction with the 2010 NDNQI Nurse Job Satisfaction Survey. The leadership team anticipates an increase in nursing job satisfaction and retention. This project encourages management to use evidence to change the practice environment. doi:10.1016/j.pedn.2009.12.002 Self-Scheduling: Evaluating an Evidence-Based Change Barbara Giambra MS, RN, CPNP, Pam Laramie MSN, C, RN, BC, Stefanie Newman MSN, RN, NEA-BC Cincinnati Children's Hospital Medical Center, Cincinnati, OH
Self-scheduling is one way to provide nurses greater control over their work/life balance. Self-scheduling may have other benefits as well. Therefore, the clinical question asked was, “Among 0882-5963/$ – see front matter
hospital staff nurses, does self-scheduling increase autonomy, job satisfaction and retention, enhance patient outcomes and/or reduce cost?” EBP Model: The PARIHS Framework (Rycroft-Malone, 2004) Summary of the Literature: Moderate level evidence was found including two good-quality descriptive studies, three lesser quality descriptive studies, and six published expert opinion articles. Autonomy increased with self-scheduling in four studies and three articles. Job satisfaction was found to increase in one study and four articles. An increase in retention was seen in one study and five articles. Cost was reduced in one study and four articles. Patient outcomes were improved in two studies and one article. In addition, work/life balance was reported to be positively affected by selfscheduling according to three of the studies and two of the articles found. It is strongly recommended that self-scheduling be used among hospital staff nurses. From the evidence found, it is clear that participative management, staff education prior to implementation, a committee structure to review the schedule, and clear guidelines are keys to successful implementation of self-scheduling. Outcomes: Self-scheduling was implemented with nurses on a newly created unit. Evaluation of self-scheduling is ongoing. Data collection was completed in November 2009. Outcomes being evaluated include satisfaction, group cohesion, retention, patient safety, and cost. doi:10.1016/j.pedn.2009.12.003 Pediatric IV Evaluation (PIE) Tool for Assessing Pediatric IV Complications Julie Bartoy BSN, RN, CPN, Simone Ebbinghaus BSN, RN, CPN Children's Hospital of Michigan, Detroit, MI
Pediatric patients are more vulnerable to tissue and vein injury when receiving peripheral IV fluids than adult patients. A search of the literature revealed a lack of pediatric-specific assessment tools. To improve pediatric IV assessment, identification, and scoring of IVrelated injuries, a pediatric specific instrument (PIE Tool) was developed. An investigation has been initiated to determine the validity, reliability, clinical utility, and responsiveness of the developed tool. The two-part investigation will occur on select acute care units of a freestanding pediatric hospital where care is provided to children of all ages. Part 1 involves a pre- and posttest administered to staff nurses. The tests will identify the clinical utility and responsiveness to the PIE Tool in comparison to the existing code site check used to identify signs of peripheral IV injury. The second