A DESCRIPTIVE STUDY TO ASSESS THE FACTORS INFLUENCING THE JOB STRESS AMONG THE INTENSIVE CARE UNIT NURSES AT ERODE, TAMIL NADU, INDIA

ABSTRACT When the working system is in demand of more efficiency, individual resource stress is felt. Perception of stress occurs when there is a mismatch between the expectations and accomplishment. Because of workload and working environment seen in hospitals, health professionals frequently suffer from stress. In India prevalence of occupational stress amongst nurses has been estimated to be 87.4%. The present study was planned for assessing factors affecting occupational stress among Intensive Care Unit (ICU) nurses. So the Nurse manager and Chief of the hospital should take initiatives to overcome this problem and help them reduce the job stress by providing commensurate workload according to their abilities and lend proper recognition to their efforts and skills, and motivate them to contribute their thoughts to take decisions in their work, assign them responsibilities to do their work and help them improve their relations with their co-workers. Key Words: Job Stress, Intensive care unit, Workload.

Effects of novel anemia nurse manager program on hemodialysis: a retrospective study from Qatar

Introduction: Anemia management in dialysis is challenging. Keeping hemoglobin levels within a tight range is difficult. A new program (anemia nurse manager [ANM]) was started for better anemia management. This study aimed to compare traditional anemia management with the new ANM model regarding the achievement of better hemoglobin targets (range, 10–12 g/dL), avoidance of extreme hemoglobin levels ( < 9 or >13 g/dL), and evaluation of the cost-effectiveness of the new model. Methods: This retrospective observational study compared traditional anemia management with management involving our new ANM model. Patients on hemodialysis in all ambulatory dialysis clinics in Qatar were included. The study included three phases: phase 1 (observation): June 2015 to August 2015, 460 patients; phase 2 (pilot): September 2015 to May 2016, 211 patients; and phase 3 (expansion in two phases): June 2016 to February 2017 and October 2017 to June 2018, 610 patients. Hemoglobin, iron saturation, and ferritin were evaluated according to the protocol. Results: In this study, 55% of the patients achieved the target hemoglobin in phase 1 compared with 75% in phase 2 (p = 0.0007). The hemoglobin level within the target range was sustained at 72% ± 5% of patients in phase 3. The achievement rate of the target hemoglobin level increased from 56% (May 2015) to 72% (July 2018) (p < 0.001). The proportion of patients with extreme hemoglobin declined from 10.7% in phase 1 to 6.4% in phase 2 and sustained at 8% afterward. Reducing the doses of erythropoietin stimulating agents, owing to the use of the ANM model, saved costs by approximately 11%. Conclusions: The ANM model was able to achieve and maintain hemoglobin levels within the target range and decrease extreme hemoglobin levels. These outcomes improved patient care by avoiding high hemoglobin (increase thrombosis, cancer recurrence, stroke, and death) and low hemoglobin (weakness, poor quality of life, and need for transfusion) levels. The ANM model was cost effective even after including the salaries of nurses. This model can be considered in other aspects of patient care in dialysis.

Leadership toward positive workplace culture in Aotearoa New Zealand: clinical nurse manager perspectives

<p><b>Clinical nurse managers play a vital role in the healthcare system. They are responsible for the day to day running of departments and ensuring that patients are safely cared for. The leadership behaviour and practices of a clinical nurse manager are fundamental for establishing and maintaining positive workplace culture, which is important for nurse performance and quality patient outcomes. This research sought to understand how clinical nurse managers build positive culture in their workplace and to identify leadership attributes and actions that they perceive to be important for generating positive workplace culture. Furthermore, it aimed to identify the challenges of creating positive workplace culture in Aotearoa New Zealand.</b></p> <p>A qualitative descriptive design was used to capture rich in-depth understanding and insight into clinical nurse manager experiences of positive workplace culture from their position in nursing leadership. Ten clinical nurse managers from one secondary hospital within the North Island of Aotearoa participated in semi structured face-to-face interviews. Data was transcribed and analysed using thematic analysis with assistance of NVIVO 12 coding software to manage the process of analysing transcripts. </p> <p>Findings demonstrated that clinical nurse managers deliberately engage in strategies to build positive workplace culture and the more prepared they were for their role, the better equipped they were to do so. Three themes were identified: role preparation, achieving perspective, and intentionality. The theme of role preparation describes the actions clinical nurse managers use to cope with realities of the job, build good teams, and manage uncertainty. The second theme achieving perspective represents the internal processes clinical nurse managers use to understand situations and make decisions. The final theme intentionality describes the leadership strategies clinical nurse managers use to enhance collaborative behaviour and positive relationships within the team. </p> <p>To prepare and develop nurses into leadership positions, organisations and executive leadership teams must actively invest in the preparation of this workforce. Establishing educational prerequisites and having structured orientation and mentoring programmes will build a clinical nurse manager workforce that is equipped to foster positive workplace culture in Aotearoa. Furthermore, conducting performance appraisals habitually will provide a foundation for training and development that is needed to keep nurses motivated and engaged in their workplace.</p>

Leadership toward positive workplace culture in Aotearoa New Zealand: clinical nurse manager perspectives

<p><b>Clinical nurse managers play a vital role in the healthcare system. They are responsible for the day to day running of departments and ensuring that patients are safely cared for. The leadership behaviour and practices of a clinical nurse manager are fundamental for establishing and maintaining positive workplace culture, which is important for nurse performance and quality patient outcomes. This research sought to understand how clinical nurse managers build positive culture in their workplace and to identify leadership attributes and actions that they perceive to be important for generating positive workplace culture. Furthermore, it aimed to identify the challenges of creating positive workplace culture in Aotearoa New Zealand.</b></p> <p>A qualitative descriptive design was used to capture rich in-depth understanding and insight into clinical nurse manager experiences of positive workplace culture from their position in nursing leadership. Ten clinical nurse managers from one secondary hospital within the North Island of Aotearoa participated in semi structured face-to-face interviews. Data was transcribed and analysed using thematic analysis with assistance of NVIVO 12 coding software to manage the process of analysing transcripts. </p> <p>Findings demonstrated that clinical nurse managers deliberately engage in strategies to build positive workplace culture and the more prepared they were for their role, the better equipped they were to do so. Three themes were identified: role preparation, achieving perspective, and intentionality. The theme of role preparation describes the actions clinical nurse managers use to cope with realities of the job, build good teams, and manage uncertainty. The second theme achieving perspective represents the internal processes clinical nurse managers use to understand situations and make decisions. The final theme intentionality describes the leadership strategies clinical nurse managers use to enhance collaborative behaviour and positive relationships within the team. </p> <p>To prepare and develop nurses into leadership positions, organisations and executive leadership teams must actively invest in the preparation of this workforce. Establishing educational prerequisites and having structured orientation and mentoring programmes will build a clinical nurse manager workforce that is equipped to foster positive workplace culture in Aotearoa. Furthermore, conducting performance appraisals habitually will provide a foundation for training and development that is needed to keep nurses motivated and engaged in their workplace.</p>

Leadership toward positive workplace culture in Aotearoa New Zealand: clinical nurse manager perspectives

<p><b>Clinical nurse managers play a vital role in the healthcare system. They are responsible for the day to day running of departments and ensuring that patients are safely cared for. The leadership behaviour and practices of a clinical nurse manager are fundamental for establishing and maintaining positive workplace culture, which is important for nurse performance and quality patient outcomes. This research sought to understand how clinical nurse managers build positive culture in their workplace and to identify leadership attributes and actions that they perceive to be important for generating positive workplace culture. Furthermore, it aimed to identify the challenges of creating positive workplace culture in Aotearoa New Zealand.</b></p> <p>A qualitative descriptive design was used to capture rich in-depth understanding and insight into clinical nurse manager experiences of positive workplace culture from their position in nursing leadership. Ten clinical nurse managers from one secondary hospital within the North Island of Aotearoa participated in semi structured face-to-face interviews. Data was transcribed and analysed using thematic analysis with assistance of NVIVO 12 coding software to manage the process of analysing transcripts. </p> <p>Findings demonstrated that clinical nurse managers deliberately engage in strategies to build positive workplace culture and the more prepared they were for their role, the better equipped they were to do so. Three themes were identified: role preparation, achieving perspective, and intentionality. The theme of role preparation describes the actions clinical nurse managers use to cope with realities of the job, build good teams, and manage uncertainty. The second theme achieving perspective represents the internal processes clinical nurse managers use to understand situations and make decisions. The final theme intentionality describes the leadership strategies clinical nurse managers use to enhance collaborative behaviour and positive relationships within the team. </p> <p>To prepare and develop nurses into leadership positions, organisations and executive leadership teams must actively invest in the preparation of this workforce. Establishing educational prerequisites and having structured orientation and mentoring programmes will build a clinical nurse manager workforce that is equipped to foster positive workplace culture in Aotearoa. Furthermore, conducting performance appraisals habitually will provide a foundation for training and development that is needed to keep nurses motivated and engaged in their workplace.</p>