On 2017 Mar 23, University of Kansas School of Nursing Journal Club commented:

Team Members: Cassie Caedo, Jessica Garcia, Jamie Radakovich, Olivia Kolar, Aaron Rutledge, Courtney Will, Sarah Stokes, Macy McKee. [Class of 2017)

Background

Shared governance is an increasingly prevalent leadership strategy in which nurses are an integral component of decision-making, both on the unit and institutional level. Shared governance gives nurses the power to influence their practice, which can positively affect both nurses’ job satisfaction and patient satisfaction. As we have learned in class, shared governance systems should integrate nursing professionals’ experiences and attitudes to shape nursing practice and improve nurses’ job satisfaction. Shared governance can also be viewed as a source of empowerment for nursing professionals. This literature helps fill the gap in perspectives that were not presented in class. In the presentations from staff nurses who participate in shared governance, they expressed the perspective of staff nurses’ participation in unit based councils and institutional councils. However, this article integrates viewpoints from both the staff nurses and nurse managers who participate in shared governance models. It was explained that shared governance models deviate from classic hierarchal structures of governance because nurses at the bedside can influence clinical practice across the entire institution. The success of shared governance can depend on the personal accountability of the nursing staff involved, and requires the institution to be receptive to the suggestions and ideas brought forth by nursing staff. By utilizing the perspectives of nurses who are directly impacted by institutional and unit policies, shared governance gives nursing staff more control over their practice.

Methods

This particular article was found on PubMed using the search terms “shared governance,” “nursing,” and “satisfaction.” We decided to select this particular article based on the insight that this qualitative study provided. In class, we explore the ways that shared governance can affect nursing staff and inadvertently affect patient outcomes. Nurse burnout, satisfaction, and retention can all be influenced by nursing leadership. The design of this study was a qualitative analysis via interview questions answered by 11 RNs. The study was designed for the purposes of assessing and documenting the attitudes and experiences of both staff RNs and nurse managers in shared governance structures. Specifically, nurses and nurse managers were asked for their opinion of the effect shared governance has on patient outcomes, their experiences with implementing a shared governance model, and describing their perceived roles in a shared governance system. The population of interest focused on staff nurses and nurse managers who implement shared governance models; in this study, this was implemented by utilizing unit practice councils. Evaluating attitudes about shared governance is important in assessing the efficacy of shared governance models and whether or not they have a positive impact on staff nurses’ experiences. Each verbal interview ranged from one minute to a minute and a half, and was recorded for data analysis later. Most nurses were interviewed in pairs by the unit practice councils.

Findings

The nurse managers cited shared decision-making and staff empowerment as integral components of succeeding in shared governance models. Nurses collaborated with clinical staff on the floor, including physicians and nursing administration, and nurse managers acted as facilitators between staff nurses and other professionals within the institution. Nurses who utilized shared governance models also integrated more evidence-based practice and quality improvement to improve processes on the unit. Empowerment by nurse managers fostered better job satisfaction and accountability for the staff nurses. Shared governance was viewed as a way to foster better communication between members of the care team, and encouraged a team-oriented mentality. Overall, shared governance was seen as an acceptable and effective avenue for improving patient outcomes, increasing nurses’ job satisfaction, and building stronger interprofessional relationships. Limitations of the study included small sample size (n=11), including five nurse managers and six staff RNs. Unit councils, as well as the individual participants, varied in shared governance experience but were all involved on their units’ practice councils. The generalizability of the study is limited because of the small sample size, the universal participation in practice councils, and the limited experiences with shared governance.

Nursing Implications

Implementing shared governance is important to nursing professionals because nurse burnout and job satisfaction can be affected based on the amount of influence nurses are able to have on their own practice. This is important on a personal level because nurses should be able to influence the policies and procedures that impact our daily practice. Not only would shared governance improve nursing professionals’ visibility, but it would also promote workplace satisfaction. The health care system stands to benefit from shared governance models because nurses are such a profound aspect of patient care, and their direct participation in how their unit provides care could lead to better patient outcomes and increased patient satisfaction. Nurses have a unique perspective that can identify more efficient procedures, more cost-effective utilization of resources, and promotion of a healing environment. This literature relates to future nursing practice because shared governance offers the promise of improved patient outcomes, higher rates of job satisfaction among nurses, and a method for collaborative improvement of entire institutions.

References

Ott, J., & Ross, C. (2014). The journey toward shared governance: the lived experience of nurse managers and staff nurses. Journal of nursing management, 22(6), 761-768.

On 2017 Mar 23, University of Kansas School of Nursing Journal Club commented:

Team Members: Cassie Caedo, Jessica Garcia, Jamie Radakovich, Olivia Kolar, Aaron Rutledge, Courtney Will, Sarah Stokes, Macy McKee. [Class of 2017)

Background

Shared governance is an increasingly prevalent leadership strategy in which nurses are an integral component of decision-making, both on the unit and institutional level. Shared governance gives nurses the power to influence their practice, which can positively affect both nurses’ job satisfaction and patient satisfaction. As we have learned in class, shared governance systems should integrate nursing professionals’ experiences and attitudes to shape nursing practice and improve nurses’ job satisfaction. Shared governance can also be viewed as a source of empowerment for nursing professionals. This literature helps fill the gap in perspectives that were not presented in class. In the presentations from staff nurses who participate in shared governance, they expressed the perspective of staff nurses’ participation in unit based councils and institutional councils. However, this article integrates viewpoints from both the staff nurses and nurse managers who participate in shared governance models. It was explained that shared governance models deviate from classic hierarchal structures of governance because nurses at the bedside can influence clinical practice across the entire institution. The success of shared governance can depend on the personal accountability of the nursing staff involved, and requires the institution to be receptive to the suggestions and ideas brought forth by nursing staff. By utilizing the perspectives of nurses who are directly impacted by institutional and unit policies, shared governance gives nursing staff more control over their practice.

Methods

This particular article was found on PubMed using the search terms “shared governance,” “nursing,” and “satisfaction.” We decided to select this particular article based on the insight that this qualitative study provided. In class, we explore the ways that shared governance can affect nursing staff and inadvertently affect patient outcomes. Nurse burnout, satisfaction, and retention can all be influenced by nursing leadership. The design of this study was a qualitative analysis via interview questions answered by 11 RNs. The study was designed for the purposes of assessing and documenting the attitudes and experiences of both staff RNs and nurse managers in shared governance structures. Specifically, nurses and nurse managers were asked for their opinion of the effect shared governance has on patient outcomes, their experiences with implementing a shared governance model, and describing their perceived roles in a shared governance system. The population of interest focused on staff nurses and nurse managers who implement shared governance models; in this study, this was implemented by utilizing unit practice councils. Evaluating attitudes about shared governance is important in assessing the efficacy of shared governance models and whether or not they have a positive impact on staff nurses’ experiences. Each verbal interview ranged from one minute to a minute and a half, and was recorded for data analysis later. Most nurses were interviewed in pairs by the unit practice councils.

Findings

The nurse managers cited shared decision-making and staff empowerment as integral components of succeeding in shared governance models. Nurses collaborated with clinical staff on the floor, including physicians and nursing administration, and nurse managers acted as facilitators between staff nurses and other professionals within the institution. Nurses who utilized shared governance models also integrated more evidence-based practice and quality improvement to improve processes on the unit. Empowerment by nurse managers fostered better job satisfaction and accountability for the staff nurses. Shared governance was viewed as a way to foster better communication between members of the care team, and encouraged a team-oriented mentality. Overall, shared governance was seen as an acceptable and effective avenue for improving patient outcomes, increasing nurses’ job satisfaction, and building stronger interprofessional relationships. Limitations of the study included small sample size (n=11), including five nurse managers and six staff RNs. Unit councils, as well as the individual participants, varied in shared governance experience but were all involved on their units’ practice councils. The generalizability of the study is limited because of the small sample size, the universal participation in practice councils, and the limited experiences with shared governance.

Nursing Implications

Implementing shared governance is important to nursing professionals because nurse burnout and job satisfaction can be affected based on the amount of influence nurses are able to have on their own practice. This is important on a personal level because nurses should be able to influence the policies and procedures that impact our daily practice. Not only would shared governance improve nursing professionals’ visibility, but it would also promote workplace satisfaction. The health care system stands to benefit from shared governance models because nurses are such a profound aspect of patient care, and their direct participation in how their unit provides care could lead to better patient outcomes and increased patient satisfaction. Nurses have a unique perspective that can identify more efficient procedures, more cost-effective utilization of resources, and promotion of a healing environment. This literature relates to future nursing practice because shared governance offers the promise of improved patient outcomes, higher rates of job satisfaction among nurses, and a method for collaborative improvement of entire institutions.

References

Ott, J., & Ross, C. (2014). The journey toward shared governance: the lived experience of nurse managers and staff nurses. Journal of nursing management, 22(6), 761-768.