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New graduates' adjustment to high-acuity specialty areas was evaluated using qualitative methods in a hospital system that uses the Versant New Graduate Residency Program. Subjects were interviewed at baseline in person, answered interview questions at 6 months via computer, and were interviewed at 12 months in person. Twelve themes emerged from the interviews, reflecting intrinsic and extrinsic factors affecting new graduate nurse adjustment. Study results were used to evaluate the program and improve the program implementation.The disruption of the COVID-19 pandemic had a significant impact in the transition of the new graduate nurse to independent practice. This article describes the conversion of a nurse residency program from a traditional classroom to a virtual setting and the barriers the team encountered. Curriculum changes and processes are described, including ideas for future implementation. These processes may be used as a guide for other institutions.Data from a 2017 survey of the Association for Nursing Professional Development members informed the development of resources to support the role of the professional development associate. Competency-based educational programming, a position description and evaluation templates, and other professional development resources were developed in response to this need. A follow-up survey in 2019 validated the need for continued support of this vital role in professional development departments.The project aim was to assess the readiness of a healthcare organization to successfully achieve national accreditation of its nurse residency program and to determine the program's capacity to meet the accreditation standards. The only other discoverable article published related to this topic was conducted by Franquiz and Seckman (2016). This project further expands on their study and adds to the body of knowledge regarding organizational readiness to undergo nurse residency program accreditation.Structured, evidence-based nurse residency programs have been accepted as necessary for the successful transition of new graduate nurses, and the coordination of programs is a large part of the nursing professional development practitioner role. Using best practices, the nursing professional development practitioner determines the development and design of the nurse residency program, including identification of competencies, curriculum, clinical experiences, and residency length.
Nurses' workload has become increasingly recognized as an important determinant of nurse turnover and shortage and has been also associated with poorer quality of care. Despite strong evidence that heavy workloads have negative consequences, we still lack a comprehensive understanding of the workplace characteristics that contribute most to improving nurses' workload, the relative importance of each in doing so, or indeed the workplace characteristics and other factors that drive nurses' perceptions of their workload.
The aim of this study was to examine workplace resources as antecedents of nurses' perceptions of their workload and to investigate their relative importance in explaining workload perceptions. We considered workplace resources related to staffing, professional relationships, and technology.
The study sample comprised nurse-reported and administrative data from U.S. Veterans Health Administration hospitals between 2014 and 2017. Our multilevel analyses are based on data from 20,330 nurses that much might be gained by investing in interventions to boost relational resources. In turn, these findings could lead to more targeted, effective, and resource efficient interventions to improve nurses' workload.
The extent that organizational learning and resilience for the change process, that is, adaptive reserve (AR), is a component of building practice capacity for continuous quality improvement (QI) is unknown.
The aim of the study was to examine the association of AR and development of QI capacity.
One hundred forty-two primary care practices were evaluated at baseline and 12 months in a randomized trial to improve care quality. Practice AR was measured by staff survey along with a validated QI capacity assessment (QICA). We assessed the association of baseline QICA with baseline AR and both baseline and change in AR with change in QICA from 0 to 12 months. Effect modification by presence of QI infrastructure in parent organizations and trial arm was examined.
Mean QICA increased from 6.5 to 8.1 (p < .001), and mean AR increased from 71.8 to 73.9 points (p < .001). At baseline, there was a significant association between AR and QICA scores The QICA averaged 0.34 points higher (95% CI [0.04, 0.64], added gain in QI capacity development from building AR prior to engaging in transformation efforts.
Most research of chief executive officer (CEO) compensation in the health care industry has been limited to hospitals. This study expands our knowledge of CEO compensation into the nonhospital areas of the industry, specifically community health centers (CHCs). CHCs are safety-net providers that are an integral part of the U.S. health delivery system for medically underserved populations. Since the passage of the Patient Protection and Affordable Care Act, the federal government has created financial incentives for CHCs to improve care through access and quality performance criteria. GSK2795039 To promote quality improvement, CEOs need to set their organization's priorities. One method used to achieve this goal is to tie the CEO's compensation to the organization's quality performance. However, there is a gap in our knowledge if CHCs' CEOs compensation is associated with quality performance outcomes.
The primary aim of this study was to examine the relationship between clinical performance and CEO compensation in CHessment policies in funding allocation to CHCs, as well as help board members make informed decisions regarding tying CEO compensation to predetermined performance metrics.
The findings of this study can assist Health Resources and Services Administration improve its assessment policies in funding allocation to CHCs, as well as help board members make informed decisions regarding tying CEO compensation to predetermined performance metrics.
