can shared governance improve staff satisfaction? by tricia mcgovern ferris state university

Download Can Shared Governance improve Staff satisfaction? By Tricia McGovern Ferris State University

If you can't read please download the document

Upload: joel-goodwin

Post on 13-Dec-2015

215 views

Category:

Documents


2 download

TRANSCRIPT

  • Slide 1

Slide 2 Can Shared Governance improve Staff satisfaction? By Tricia McGovern Ferris State University Slide 3 Slide 4 By the end of this presentation the student will be able to explain what Shared Governance is. By the end of this presentation the student will be able to discuss some changes that Shared Governance can adopt. By the end of this presentation the student will be able to explain how getting involved in Shared Governance can help improve staff satisfaction while decreasing staff turn over. By the end of the presentation the student will be able to show how applying Peplaus theory of Interpersonal Relationship and the Employee Motivation Theory drive Shared Governance. Slide 5 A. Definiton 1. History 2. Resurgance B. Theories 1. Peplaus Theory 2. Theory of Employee Motivation C. Magnet Status 1. Definition D. Establishing an affective Shared Governance 1. Contract 2. Helen DeVos Childrens Hospital Shared Leadership 3. Subgroups 4. Who can join 5. Central based Shared Leadership D. Empowerment 1. Communication 2. Staff retention 3. Satisfaction 4. Decreased turnover Slide 6 E. How changes are made 1. limitations 2. Bylaws F. Interview G. Survey H. Wrap up Quiz Slide 7 Slide 8 Shared Governance may also be called Shared Leadership. Slide 9 Started by Tim Porter-OGrady in the 1980s with an ultimate goal of achieving better patient outcomes. Shared Leadership is set up as a professional practice model. Is meant to foster partnership, equity, accountability, and ownership at the unit level. (Barden, Quinn Griffin, Donahue, & Fitzpatrick, 2011p.212) Slide 10 With the nursing shortages in the late 1990s many Shared Leadership councils that had fallen apart were then reformed. Slide 11 Peplaus Theory of Interpersonal Relations This theory explains the importance of relationships between nurses and working together toward a common goal. This is the definition of Shared Governance. Nurses and staff working together for a common goal. Providing superior quality care. In this theory communication is key to building that relationship. Shared Governance strives to let nurses and staff have their voices heard. (obtained from http://currentnursing.com/theory/interpersonal_theory) Slide 12 Theory of Employee Motivation This theory focuses on the environment in which a person works. Involvement and recognition play a huge part in this theory are amongst the top motivational factors. The absence of these factors may lead to dissatisfaction. Many companies are beginning to employ methods to give employees more responsibility and control and to involve them more in work, which serves to motivate them to higher levels of productivity and quality, (obtained from voice.yahoo.com/theory- employee-motivation). Shared Governance is one of these methods. Slide 13 Magnet hospital is one that has embarked on an extensive review and systematic evaluation of its nursing practice by the American Nurses Credentialing Center (ANCC) (magnet status website). Hospitals seeking this status must meet quantitative and qualitative standards that define the highest quality of nursing practice and patient care. Becoming a Magnet hospital means that the organization must meet over 65 standards developed by the ANCC (Magnet status website) Slide 14 The Magnet status shows that the hospital has created an environment that supports nursing practice and focuses on professional autonomy, decision making at the bedside, nursing involvement in determining the nursing work environment, professional education, career development and nursing leadership. Slide 15 Research has shown, Shared governance is also a factor in the Magnet hospital designation in that it creates a model for supporting nursing decisions that play a part in quality and productivity of the health care system, (Overcash, Petty, & Brown 2012, p.E1). This study also states that, Hospitals that use shared governance models in nursing, experience less attrition, and higher levels of job satisfaction as Magnet hospitals, (Overcash, Petty, &Brown, 2012, p,E2). Slide 16 Have the right leader. Leaders must be will to allow nurses to assume control. Have the right nurses. Similarly, the mix of nurses must trust the initiative. They must believe that they will not necessarily be pulled away from the bedside by participating. Have the right nurse executive. Nurse Executives are imperative in the support of the Shared Governance structure, and they must be willing to invest in the councils development. Have the right nurse managers. Nurse Managers must be willing to support their staff members as they participate in shared governance activities. Similarly, they must recognize their efforts as beneficial to the unit and patients. Encourage participation. Getting staff involved is obviously the most important step without staff, there are no councils. So, staff needs to be encouraged to participate. Sometimes participation in a council is necessary to move up the clinical ladder. Other incentives can be used but the goal is that nurses and associate staff will have their voices heard. (Shared Governance website) Slide 17 Guidelines for a successful Shared Leadership Program may include; Must be congruent with hospital policies and procedures. Proposed changes must improve patient care/quality outcomes/ work environment. Financial outcome must be budget neutral or justified. (Ballard, 2010, p.414). Slide 18 Member Accountability Contract Unit-based shared leadership council members shall: 1. Attend a minimum of 80% of UBC meeting (insert day and time of monthly meeting), per the shared governance bylaws. 2. Be available to staff for questions regarding discussions held at the unit-based shared leadership council. 3. Commit to one year of committee membership, stemming from the unit-based shared leadership council. 4. Be an active part of communication around the unit: remind those you are working with to check their work e-mail, when a voting process is required..remind staff to vote, relay information about process changes staff members. If you agree to these terms and would like to be a member of unit-based shared leadership council for the following 12 months, please sign below and return to the council chairperson. (Spectrum-Health website, 2013, ) Slide 19 Meeting day Who can be involved Secretary Management involved Subgroups Central Based Shared Leadership Slide 20 Slide 21 At Helen DeVos Childrens Hospital Work Life is known as the fun group. Slide 22 Is a group of nurses who get together and discuss issues that may arise in daily care of a patient. Slide 23 The Quality Safety team is a group of nurses and other staff that look into the safety issues that may arise. Slide 24 The nurses and staff members on the education team work with the floor educator to roll out new policies and equipment. Slide 25 The skin team is a group of nurse who are responsible for skin audits and are called upon as skin experts. Slide 26 Give nurses and staff a voice A sense of belonging Teamwork Accomplish change Increase Patient Satisfaction Increase staff satisfaction When staff increase their involvement in decision making they are more invested in achieving positive outcomes and their satisfaction level increases, (Walker, 2001,p.28). Slide 27 Studies show that, Using a systemwide shared governance structure provides a venue to maximize the influence of a transformational leader and creates efficiencies in workforce development, resource management, best practice identification, and spread of inititiatives leading to innovative advancements in health care across an ever-changing system, (Burkman, Seller, & Batcheller, 2012,p.354). Slide 28 Staff satisfaction Decreased turn over Cost savings Data shows that, A key component of being empowered in the workplace is the belief that one has a voice in the decision-making process concerning the workplace, ( Burkman, Sellers, & Batcheller, 2012,p.359). When nurses are empowered they feel more open to turn their ideas into action, (Walker,2001,p.28). Slide 29 According to Barden et al.,Empowerment of registered nurses through professional practice models inclusive of shared governance has been proposed to be essential to improve quality patient care, contain costs, and retain nursing staff, (2011p.212). Slide 30 Working in a shared governance model encourages the flow of discussions and ideas from the staff at the bedside up to leadership and from leadership down to the staff, (Burkman, Sellers, & Batcheller, 2012, p.359). Slide 31 Shared leadership can help with staff retention, Failure to retain staff results in large turnover costs, most of which are unplanned in the annual budgets of hospitals. Improved work environments and consistency in decision making regarding patient care delivery aid retention, (Walker,2001,p.27). Slide 32 Vital signs Holiday policy Float policy Dress Code Slide 33 Patient comment cards Press Gainey Scores Suggestion boxes Slide 34 Clear definition of the level of authority is important at the start so that all understand who will be making decisions, (Walker,2001, p.35). There are things in nurses daily practices that Shared Leadership can not change. These may include but are not limited to; Pay ranges Policies that affect patient safety Absenteeism and other human resource policies Slide 35 Shared leadership is a big undertaking and if it is not run and maintained well it will fail. Factors contributing to breakdown are poor understanding, poor support structure, lack of education, lack of follow-through, inadequate resources, and poor communication, (Ballard, 2010,p.411) Failure of leadership to support meeting and project time via budget planning sends the message that the process is unimportant, (Ballard, 2010,p.415). Slide 36 1. Annually evaluates, revises, and approves the Nursing Quality Improvement Plan for nursing care. 2. Integrates the nursing quality improvement process with the hospital plan to detect trends and patterns of performance that affect more than one department or service. 3. Monitors and ensures compliance with standards of the Practice, Quality, Leadership, and Professional Development Councils. 4. Ensures compliance with reporting for performance improvement. 5. Endorses and monitors unit specific performance improvement activities. 6. Collaborates with other disciplines to monitor and evaluate compliance with standards and makes recommendations for continuous quality improvement. Slide 37 Bylaws continued 7.Monitors and ensures compliance with state, federal and regulatory standards. 8.Evaluates outcomes of any work redesign initiatives 9.Represents the nursing perspective in ethical, legal issues within the hospital. Membership in the Quality council consists of one RN representative from each divisional council one staff development instructor, one clinical nurse specialist, one nursing supervisor, one unit manager, one risk management representative, one nursing clinical systems representative, nursing quality and compliance manager, director of nursing quality and compliance, and the professional practice manager. ( McDowell et al. 2010,p.36). Slide 38 1. Defines the scope of practice of the RN and LPN at the hospital. 2. Defines the role and responsibilities of patient care support staff. 3. Reviews, approves, and revises policies and procedures in areas where nursing care is delivered in accordance with current national guidelines. 4. Establishes an evaluation and a peer review format for all clinical nurses. 5. Incorporates nursing research findings into clinical practice as appropriate. 6. Participates in the redesign of the patient care delivery system. 7. Addresses multidisciplinary issues which affect patient care. 8. Participates in the review and recommendation of products and equipment. 9. Represents the nursing perspective in ethical/legal issues within the hospital. (McDowell etal., 2010,p.36). Slide 39 http://www.surveymonkey.com/s/7JSTGRP Slide 40 1. Do you attend Shared Leadership on a regular basis? 31.8% yes 68.2% no 2. How long have you worked at this facility? 0-5 years 77.3% 6-10 years 9.1% 11-20 years 9.1% Over 20 years 4.5% 3. Do you believe Shared Leadership has accomplished positive changes in your workplace? Yes 50% No 9.1% Maybe 40.9% Slide 41 4. Do you feel your voice is heard in regards to how the floor operates on a daily basis? yes 50% no 13.6% maybe 36.4% 5. Do you know what Shared Leadership does? yes90.9% no o% unsure 9.1% Slide 42 Our voices may be heard but often no changes occur even when our managers hear what we are unhappy or upset about. I would like to attend more Shared Leadership. I believe its a positive way to state opinions. Slide 43 How long have you been involved with Shared Leadership? Slide 44 Who can join Shared Leadership? Slide 45 What changes have Shared Leadership made in the day to day operations of the unit? Slide 46 Discuss Central Based Shared Leadership? Slide 47 Do you feel that staff satisfaction has been improved with the changes Shared Leadership has rolled out? Slide 48 1. What Shared Governance is? a. Managers sharing policies with staff b. Staff working together to adopt policies for their work place. c. The president of the hospital choosing his/her assistant. d. None of the above. 2. What are some examples Shared Governance can adopt? a. Choosing to close the hospital for holidays. b. Float process. c. Nothing d. Increasing Medicad funds given to the hospital. 3. Can Shared Governance improve staff satisfaction? a. YES b. No c. maybe Slide 49 1.B 2. B 3. ?????What do you think? Slide 50 What is Shared Governance? Discuss some changes that Shared Governance can adopt. Explain how getting involved in Shared Governance can help improve staff satisfaction while decreasing staff turn over. Discuss how applying Peplaus theory of Interpersonal Relationship and the Employee Motivation Theory drive Shared Governance. Slide 51 Ballard, N. (2010) Factors Associated With Success and Breakdown of Shared Governance, The Journal of Nursing Administration, 40(10) p411-416 Ballard, N. (2010) Factors Associated With Success and Breakdown of Shared Governance, The Journal of Nursing Administration, 40(10) p411-416 Barden, A., Quinn Griffin, M., Donahue, M., & Fitzpatrick, J., Shared Governance and Empowerment in Registered Nurses Working in a Hospital Setting, Nursing Administration, 35(3) p.212-218 Barden, A., Quinn Griffin, M., Donahue, M., & Fitzpatrick, J., Shared Governance and Empowerment in Registered Nurses Working in a Hospital Setting, Nursing Administration, 35(3) p.212-218 Burman, K., Sellers, D., Rowder, C., &Batcheller, J., (2012). An Integrated Systems Nursing Shared Governance Model A System Chief Nursing Officers Synergistic Vehicle for Leading a Complex Health Care System, Nursing Administration Quarterly, 36(4) p353-361 Burman, K., Sellers, D., Rowder, C., &Batcheller, J., (2012). An Integrated Systems Nursing Shared Governance Model A System Chief Nursing Officers Synergistic Vehicle for Leading a Complex Health Care System, Nursing Administration Quarterly, 36(4) p353-361 Employee Motivation: Theory and practice, Retrieved from: http://www.accel-team.com/motivation Employee Motivation: Theory and practice, Retrieved from: http://www.accel-team.com/motivation http://www.miriamhospital.org/services/nursing/magnet-hospital McDowell, J., Williams, R., Kautz, D., Madden, P., Heilig, A., & Thompson, A. (2010) Shared Governance 10 years later, Nursing Management,7 p32-37 Meekhof, B. (January 28, 2013). Personal Interview Related to Shared Leadership Member Accountability Contract, Retrieved from http://www.spectrum-health.orgunit-based sharedleadershipcouncilstrentheninginitiativehttp://www.spectrum-health.orgunit-based Nursing Theories a companion to nursing theories and models, Retrieved from http://currentnursing.com/nursing_theory/interpersonal_theory.html http://currentnursing.com/nursing_theory/interpersonal_theory.html Overcash, J., Petty, L., & Brown, S., (2012) Perceptions of Shared Governance Among Nurses at a Midwestern Hospital, Nursing Administration Quartely, 26(4) p.E1-E11 Shared Governance: What Exactly is it? Retrieved from http://www.nursetogether.com/DesktopModules/EngagePublish http://www.nursetogether.com/DesktopModules/EngagePublish http://www.surveymonkey.com/Mycollection_Detail.aspx?sm=14yGkhGIB5zHqQDMrPci Walker, J.(2001) Developing a Shared Leadership Model at the Unit Level Journal of Perinatal Neonatal Nursing, 15(1).26-39