Duchemin K, Ferguson-Paré M, Kemerer R
Can J Nurs Adm. 1994 May-Jun;7(2):38-49.
A project was initiated by the Vice-President, Nursing at The Queen Elizabeth Hospital, Toronto, to clarify the role of the Nurse Manager. The strategy undertaken involved the Staff Development department, and an outside consulting firm, Richard Kemerer and Associates Ltd. The facilitated process resulted in alignment of job expectations, management development strategy, and performance accountability. The model used behavioral statements of what should be done based on a vision of the role at least two to three years ahead of the present time. Each nurse manager accountability was elaborated by a small group of nurse managers considered most competent in that area of practice. Ultimately all management team members reviewed the Job Profile for validation. The result of the process has been better performance plus higher morale and a paradigm shift for the nursing division at The Queen Elizabeth Hospital, Toronto, Ontario.
多伦多伊丽莎白女王医院护理部副主任发起了一个项目，以明确护士长的角色。所采取的策略涉及员工发展部门和一家外部咨询公司——理查德·凯默勒联合有限公司。这个推动过程使工作期望、管理发展战略和绩效问责达成了一致。该模型使用了行为陈述，这些陈述基于对至少未来两到三年角色的设想，说明了应该做什么。每个护士长的职责由一小群在该实践领域被认为最有能力的护士长详细阐述。最终，所有管理团队成员都对工作概况进行了审核以进行验证。这一过程的结果是业绩提升、士气高涨，安大略省多伦多市伊丽莎白女王医院护理部门实现了范式转变。
