The Cheryl Spencer Department of Nursing, University of Haifa, Haifa, Israel.
The Cheryl Spencer Department of Nursing, University of Haifa, Haifa, Israel; The Ruth Rappaport Children's Hospital, Rambam Health Care Campus, Haifa, Israel.
Nurse Educ Pract. 2024 Oct;80:104143. doi: 10.1016/j.nepr.2024.104143. Epub 2024 Sep 12.
To compare the job crafting strategies nurse mentors use when mentoring students versus during periods of respite and to assess the effectiveness of these strategies in reducing instances of missed nursing care (MNC).
Nurses who serve as mentors may have to train a group of nursing students on top of their routine nursing duties. The corresponding high workloads and limited resources may force them to decide which nursing care to delay or omit (i.e., MNC). The mentors' initiative and the actions they take to address the multiple job requirements which do not align with the organization's resources are referred to as job crafting strategies. Mentors can use these strategies to shape their role as nurses as well as their role as mentors, depending on their motives and personality.
A longitudinal study with data collected at two time points.
One hundred nurse mentors completed validated questionnaires assessing job crafting strategies, MNC and work overload while actively mentoring students. Eighty returned for a follow-up during a non-mentoring period three months later. Data analysis included paired t-tests and hierarchical multivariable linear regressions.
No significant differences were found in MNC between the two points (1.83 SD 0.6 vs. 1.82 SD 0.75; p=0.942). A decrease in hindering demands was noted during active mentoring compared with respite (2.6 SD 0.97 vs. 2.84 SD 0.96; p=0.038). Enhancing structural job resources was significantly negatively correlated with MNC during active mentoring, while enhancing challenging job demands was positively correlated with MNC during these periods (β=0.48, p=0.18 and β=-0.35, p=0.014, respectively).
Nurse mentors can effectively reduce MNC by focusing on enhancing structural resources and limiting challenging demands during mentoring periods. It is essential for healthcare organizations to support nurse mentors with manageable workloads and necessary resources to maintain high-quality care.
比较护士导师在指导学生和休息期间采用的工作重塑策略，并评估这些策略在减少护理差错（MNC）方面的有效性。
担任导师的护士可能除了日常护理工作外，还需要培训一批护理学生。相应的高工作量和有限的资源可能迫使他们决定延迟或省略哪些护理（即 MNC）。导师的主动性以及他们采取的行动来解决与组织资源不匹配的多项工作要求被称为工作重塑策略。导师可以根据自己的动机和个性，利用这些策略来塑造自己作为护士和导师的角色。
一项具有两个时间点数据收集的纵向研究。
100 名护士导师在积极指导学生期间完成了评估工作重塑策略、MNC 和工作过载的验证问卷。80 人在三个月后非指导期间进行了随访。数据分析包括配对 t 检验和分层多元线性回归。
在两个时间点之间，MNC 没有显著差异（1.83 SD 0.6 与 1.82 SD 0.75；p=0.942）。与休息相比，在积极指导期间，阻碍需求减少（2.6 SD 0.97 与 2.84 SD 0.96；p=0.038）。在积极指导期间，增强结构工作资源与 MNC 显著负相关，而增强挑战性工作需求与这些期间的 MNC 呈正相关（β=0.48，p=0.18 和 β=-0.35，p=0.014，分别）。
护士导师可以通过在指导期间专注于增强结构资源和限制挑战性需求来有效减少 MNC。医疗机构必须为护士导师提供可管理的工作量和必要的资源，以维持高质量的护理。
