Center for Clinical Management Research, Veterans Affairs (VA) Ann Arbor Healthcare System, United States Department of Veterans Affairs, Ann Arbor, MI, USA.
Systems, Populations and Leadership Department, School of Nursing, University of Michigan, Ann Arbor, MI, USA.
J Nurs Manag. 2021 Sep;29(6):1476-1485. doi: 10.1111/jonm.13301. Epub 2021 Apr 2.
To understand nurse leader and manager perspectives on employee engagement and their own role to foster engagement. To examine differences between managers of units with high versus low engagement.
Health systems recognize the impact of employee engagement, yet alignment of leader and frontline-manager perspectives remains unclear.
A qualitative study at the Veteran Affairs New England Healthcare System. Leaders at five facilities (N = 13) and managers of units with high and low nurse engagement (N = 31) were interviewed.
Nurse leaders almost universally conceptualized staff engagement as involvement in quality improvement service, while managers defined engagement as either commitment to excellence in direct patient care or involvement in quality improvement efforts. Intra- and interprofessional attitude contagion, and organisational factors of staffing-time-workload and senior leadership support were most common to support or detract from nurse engagement. A variety of strategies were identified, including protecting nurses as people and professionals. Differences in perceived roles and constraints to engaging nurse staff exist between managers of units with high versus low engagement.
Nurse managers and leaders perceive engagement differently; strategies exist to facilitate engagement.
Leader and manager partnerships are needed to provide clarity on and resources for engagement.
了解护理领导者和管理者对员工敬业度的看法，以及他们在促进敬业度方面的自身角色。考察高敬业度和低敬业度单位的管理者之间的差异。
卫生系统认识到员工敬业度的影响，但领导者和一线经理的观点仍不一致。
在退伍军人事务新英格兰医疗保健系统进行了一项定性研究。对五家机构的领导者（N=13）和高、低护士敬业度单位的管理者（N=31）进行了访谈。
护理领导者几乎普遍将员工敬业度视为参与质量改进服务，而管理者则将敬业度定义为对直接患者护理的卓越承诺或参与质量改进工作。同专业和跨专业的态度传染，以及人员配备、工作时间和工作量以及高层领导支持等组织因素，对支持或阻碍护士敬业度最为常见。确定了各种策略，包括保护护士作为人和专业人员。高敬业度和低敬业度单位的管理者对自身角色和激励护士员工的限制存在差异。
护士管理者和领导者对敬业度的看法不同；存在促进敬业度的策略。
需要领导者和管理者之间建立伙伴关系，以明确敬业度并为其提供资源。
