Relationship between nurses' perception of professional shared governance and their career motivation: A cross-sectional study

Objectives

This study aimed to investigate the level of professional shared governance and career motivation and their relationship among nurses in Egypt.

Methods

A cross-sectional survey was conducted. A total of 724 nurses working in inpatient medical, surgical, and critical care units in Alexandria Main University Hospital were recruited from May to August 2022. The Index of Professional Nursing Governance (IPNG) version 3.0 and the Career Motivation Scale were used for evaluation.

Results

The IPNG version 3.0 total score was 109.18 ± 22.76, that nurses perceived had a low level of professional shared governance; the access to information dimension achieved the highest average mean score (2.81 ± 0.76), followed by the ability to set goals and conflict resolution dimension (2.75 ± 0.53). On the other hand, the dimension of participation in the committee structure achieved the lowest average mean score (1.65 ± 0.37). The total score of career motivation was 69.82 ± 9.70 this reflects that nurses perceived a moderate level of career motivation. The career insight dimension achieved the highest average mean score (3.56 ± 0.34), while the career resilience dimension achieved the lowest average mean score (3.07 ± 0.49). Male nurses, less than 30 years old, had a bachelor's degree in nursing sciences, and worked in the ICU had higher total scores of the IPNG and career motivation (P < 0.001). There was a positive correlation between the IPNG version 3.0 score and the Career Motivation Scale score (r = 0.239, P = 0.003).

Conclusions

The study's findings can serve as a theoretical foundation for nursing managers to re-plan the management model and develop appropriate methods to give better career planning for nurses.

Economic benefit of co-regulation to manage aflatoxin risk in maize

Aflatoxins are toxic fungal metabolites that occur naturally in the field among cereals, oilseeds, and nuts that may increase during storage. Texas grown maize, commonly referred as corn, has some of the highest aflatoxin levels in the US. In 2011, the Office of the Texas State Chemist (OTSC) collaborated with the Risk Management Agency (RMA) of the United States Department of Agriculture (USDA) and the Texas grain industry to implement the state's first co-regulation governance option to manage aflatoxin risk. Co-regulation is a form of risk management that relies upon a government-private partnership in regulation; utilizing government-backed codes of practice that result in a more connected and transparent marketplace. To measure the economic benefit of co-regulation to manage aflatoxin risk, interviews were conducted among twenty-seven participants in the OTSC aflatoxin co-regulation program who represented 31% of the grain companies that handled maize contaminated by aflatoxin according to Texas Commercial Feed Rules. A comparative approach was used by gathering evidence from 2010 to 2018, in order to evaluate the results before and after the OTSC implemented its co-regulation strategy. The results were evaluated by using the data gathered from the interviews to measure the specific costs and benefits incurred by producers and grain handlers. The findings were modeled in the form of an income statement. From the income statement, the total economic benefit of the One Sample Strategy in 2018 was $14,572,180. This study provides a more realistic characterization of cost drivers associated with aflatoxin risk management and counters exaggerated economic losses associated with aflatoxin in maize from prior studies.

Still haven't found what you're looking for: The sanctity of the search in filling pharmacy academic leadership roles

INTRODUCTION

Professional pharmacy programs confront many changes that may lead to responsibility adjustments and position changes among leadership roles. Two distinct avenues for filling vacant or newly created roles with administrative responsibilities are the search process and the direct appointment.

COMMENTARY

Of the two avenues for position recruitment, the search process is highly preferred. A search, whether national or internal, ensures a broader applicant pool, an opportunity for candidates to share their vision for the role, and protects notions of shared governance between faculty and administration. Direct appointments, though more expedient in the short-term, apply a harried approach to decision-making, circumvent consideration of the best candidates, and sever trust among faculty.

IMPLICATIONS

Pharmacy academic leadership should preference the process of a proper and thorough search when faced with filling a vacant or newly created role. The temptation of the direct appointment, especially for roles with leadership responsibilities, should be avoided, as they are ultimately a deleterious shortcut.

Effects of shared governance and cost redistribution on air pollution control: a study of game theory-based cooperation

This study seeks cost-effective strategies for PM2.5 reduction to generate insights into minimizing pollution abatement costs subject to different scenarios. This study theorizes that the cooperation of PM2.5 abatement has potential gains for participants and develop an empirical way to compare the costs and efficiency of PM2.5 abatement involving the variation of environmental conditions. This study revises the cooperative game model in the context of threshold effects using data obtained from the Beijing-Tianjin-Hebei metropolitan cluster in China. In general, the results support the key assertion that cooperation in the metropolitan cluster plays a vital role in optimizing the efficiency and costs of PM2.5 abatement. In addition to extending the application of the revised model, this study provides a way to estimate the costs and the mitigation benefits of meeting the pollution targets for each coparticipant and take the scenario of multiparty cooperation into account as well as the scenarios involving other types of pollutants. The empirical findings have important policy implications for regional shared governance, decentralization, and resource reallocation. Economic incentive-based shared governance and cost reallocation work better than traditional regulations.

Universities and the COVID-19 Pandemic: Comparing Views about How to Address the Financial Impact

Universities were forced to move instruction online and send residential students home due to the pandemic, resulting in financial shortfalls. Governing boards, administrators, and governments made decisions including eliminating faculty and staff, and programs yet these decisions were rarely inclusive of university stakeholders or innovative. This study's purpose is to examine and compare viewpoints of stakeholders in relation to addressing the financial impact of the pandemic in hopes of capturing innovative and effective pathways for universities. Because the purpose involved describing and comparing these viewpoints, the researcher selected a unique mixed method, Q methodology [Q] for this study. In Q, participants sort statements related to the topic into a grid such that their Q-sort provides a snapshot of their subjectivity. Participants' sorts are grouped empirically into factors, each representing unique viewpoints. Three distinct viewpoints emerged: 1) Focus on teaching mission and students, 2) University as a business, and 3) University as community. Views 1 and 3 were dominated by university faculty while View 2 was dominated by non-faculty including administrators and staff. Q's determination of distinguishing statements within each view provides the ability to compare these views' uniqueness. The three views and consensus among the views represent rejection of decisions to lay off faculty or close programs, among others, in order to balance university finances. The importance of tenured faculty in relationship to shared governance and academic freedom is especially stressed by two of the viewpoints. Implications for higher education policy, innovation, democratic problem-solving, and governance are discussed.

What components are important for effective healthcare alliance governance? Findings from a modified Delphi study in New Zealand

Alliance governance is a form of governance developed in industry settings and more recently applied to healthcare. The core idea behind alliance governance is to involve the many stakeholders in the system to collaboratively develop a joint programme that promotes an integrated and whole of systems approach to care. Little is known about the model in healthcare, nor what those involved in an alliance should be focused upon. Using a modified Delphi method, this research presents a set of components that research participants agreed should underpin development of an effective alliance governance arrangement. These characteristics include a systems perspective-a truly shared governance protocol based on a shared vision and a common purpose; performance measurement-collecting and using real-time data that depicts the realities of an end-to-end system to establish better and more achievable goals based on alliance performance; a relational perspective to promote trust, respect and collaboration amongst alliance members, who historically have been competing for contracts and resources; structural changes that enable and promote a shared governance system; and, finally, equity and inclusion to ensure a diverse alliance which promotes diversity of ideas, and involvement of all stakeholders in the decision making process. This research is relevant to policymakers seeking to develop effective alliance-type arrangements as well as to those involved in the practice of alliance governance.

Development and validation of the shared governance feasibility instrument in nursing schools in Iran

Abstract

To develop and validate a shared governance feasibility instrument in schools of nursing in Iran with respect to the nature of the profession and the sociocultural context of the Iranian community.

Background

Nursing schools are liable to the application of shared governance due to the presence of various expert educational groups within the school that necessitates reciprocal cooperation. Since the concept of shared governance is culture-based and given that no full-fledged study has been conducted on shared governance in Iran, the development of a suitable shared governance feasibility instrument is rendered as mandatory.

Methods

This sequential exploratory mixed-method study consisted of two qualitative and quantitative parts was accomplished 2016-2019. First, the primary items were extracted through an extensive review of the literature, qualitative interviews and underwent psychometric validation using a methodological approach. Face, content, construct validity and reliability of the instrument was established and completed.

Results

One hundred fifty items were distilled from the first stage of the study, was reduced to 70 after establishing face, content validity and primary reliability. Exploratory factor analysis resulted in 52 items covering the two factors "shared atmosphere and culture" and "infrastructural prerequisites". These two factors accounted for 78.6% of the total variance of the questionnaire. In calculating the final reliability coefficient of the instrument, Cronbach's alpha and Omega were 0.981 and 0.805, respectively. The results showed an ICC of 0.91 indicating high reliability of the developed instrument with a standard error of measurement (SEM) of 10.43. Finally, the items underwent weighting via scoring by considering item weights due to differences between the two methods.

Conclusion

"Shared governance feasibility instrument" can provide a new insight into organisational performance for all policy-makers and beneficiaries of higher education. This not only leads to the use of intelligence and capabilities of the beneficiaries, but also aids in faster movement toward achieving organisational goals.

Implications for nursing management

This study and the developed instrument may serve as a guide for the feasibility of implementing shared governance to assess management styles and performance in higher education centers.

Sustaining the Development of Clinical Nurses Within a Magnet Organization

Development of clinical nurses in Magnet-designated organizations is enhanced through a commitment to shared governance principles, a relevant and visible professional practice model, and engagement of clinical nurses in shared decision making. Cultivating practice innovations and reward and recognition programs further assist to sustain this development and leads to growth of future leaders.

Nursing shared governance at hospitals - it's Finnish future?

PURPOSE

The purpose of this study is to describe council structure, its benefits, supportive and obstructive factors and developmental needs as a part of shared governance in a university hospital.

DESIGN/METHODOLOGY/APPROACH

This is a descriptive study, where semi-structured interviews with 12 nurses was conducted in 2014 and documents from 75 council meetings from 2009 to 2014 were gathered and analyzed. Qualitative content analysis method was used on the data.

FINDINGS

The study hospital has been developing nursing shared governance with unique structure and processes of councils. Professors and university researchers act as chair and members are voluntary nursing staff. The factors supporting the councils are nurse managers' support, enthusiastic personnel and neighboring university. The factors obstructing the councils are lack of time, understanding and skills. The work of the councils benefits the organization by improving patient care, harmonizing nursing practices and informing decision-making. The council's developmental needs were more visibility, concentration into everyday problems and interprofessionality.

RESEARCH LIMITATIONS/IMPLICATIONS

Applying nursing shared governance structures into an organization improves the professional practice environment of nursing personnel.

PRACTICAL IMPLICATIONS

The study hospital has its own, unique council structure. It did not cover the whole hospital or all of the nursing personnel, but it is already producing promising results. It should be given an official status and more support from nurse managers, and it should be developed into an inter-professional discussion. The results presented here indicate that shared governance, even, in its early stage, contributes positively to the quality of care, harmonizes nursing practices and informs decision-making. Applying shared governance structures into an organization improves the professional practice environment of nursing personnel. The study showed concrete supporting and obstructing factors that should be notified in nursing leadership.

ORIGINALITY/VALUE

Despite the extensive empirical studies on nursing shared governance, there is very little research on councils in the Scandinavian countries.

A process for developing a professional practice model with branding support from communication design students

This article discusses the development of a professional practice model (PPM) within NHS Grampian. A shared governance approach was used to develop the model, supported by the findings from a Florence Nightingale Travel Scholarship, which included visiting hospitals in Australia to explore the principles adopted by Magnet-designated organisations. The process of developing the PPM is described: this involved senior nurses and staff across various nursing, midwifery and allied health professional teams and collaborating with graphic design colleagues and communication design students. The article then describes how the model was disseminated and used across the health board in presentations, and at conferences and workshops.

Factors predisposing to shared governance: a qualitative study

Background

The method of implementing shared governance varies among organizations. Identifying the predisposing factors can facilitate and precipitate its successful implementation and aid educational institutions in achieving their goals. This study determined the antecedents of shared governance in nursing schools.

Methods

Eleven participants including faculty members of nursing schools, and managers of three major medical universities of Tehran were selected using purposive sampling method and underwent in-depth semi-structured interviews in this qualitative study. Conventional content analysis was used to analyze the data.

Results

Data analysis led to the emergence of four categories including the participatory context of higher education institutions, infrastructural obligations, coordination with contemporary needs, and participation-oriented managers resulting in twelve subcategories.

Conclusion

This study showed that managers can play a key role in the successful implementation of shared governance in the appropriate context of higher education institutions. Hence, the deliberate selection of managers who believe in managerial participation and their training are mandatory in nursing schools. The senior or higher level managers of educational institutions can empower themselves and their staff in participatory skills along with providing suitable resources of work serving as a suitable model of participation.

Communication skills

The front-line nurse is responsible for providing direct patient care, patient satisfaction, care coordination, policy, safety, and communication during a 12-hour shift. Every nurse has the opportunity to make a positive impact on patient outcomes through day-to-day advocacy for patients, nurses, and the nursing profession. Communication is a means of advocacy that provides the avenue to which a positive impact can be made. There are multiple barriers to effective communication in the day-to-day communication of the front-line nurse. Interprofessional communication and shared governance models offer ways to improve communication within nursing and within a systems approach.