Linking the Practice Environment to Nurses' Job Satisfaction Through Nurse-Physician Communication

Peer Reviewedhttp://deepblue.lib.umich.edu/bitstream/2027.42/74776/1/j.1547-5069.2005.00063.x.pd

Methodological integrative review of the work sampling technique used in nursing workload research

Aim. To critically review the work sampling technique used in nursing workload research. Background. Work sampling is a technique frequently used by researchers and managers to explore and measure nursing activities. However, work sampling methods used are diverse making comparisons of results between studies difficult. Design. Methodological integrative review. Data Sources. Four electronic databases were systematically searched for peer-reviewed articles published between 2002–2012. Manual scanning of reference lists and Rich Site Summary feeds from contemporary nursing journals were other sources of data. Review Methods. Articles published in the English language between 2002– 2012 reporting on research which used work sampling to examine nursing workload. Results. Eighteen articles were reviewed. The review identified that the work sampling technique lacks a standardized approach, which may have an impact on the sharing or comparison of results. Specific areas needing a shared understanding included the training of observers and subjects who self-report, standardization of the techniques used to assess observer inter-rater reliability, sampling methods and reporting of outcomes. Conclusion. Work sampling is a technique that can be used to explore the many facets of nursing work. Standardized reporting measures would enable greater comparison between studies and contribute to knowledge more effectively. Author suggestions for the reporting of results may act as guidelines for researchers considering work sampling as a research method

Lost in translation: exploring the link between HRM and performance in healthcare

Using data collected in 2004 from 132 Victorian (Australia) public healthcare providers, comprising metropolitan and regional hospital networks, rural hospitals and community health centres, we investigated the perceptions of HRM from the experiences of chief executive officers, HR directors and other senior managers. We found some evidence that managers in healthcare organisations reported different perceptions of strategic HRM and a limited focus on collection and linking of HR performance data with organisational performance management processes. Using multiple moderator regression and multivariate analysis of variance, significant differences were found in perceptions of strategic HRM and HR priorities between chief executive officers, HR directors and other senior managers in the large organisations. This suggested that the strategic human management paradigm is lost in translation, particularly in large organisations, and consequently opportunities to understand and develop the link between people management practices and improved organisational outcomes may be missed. There is some support for the relationship between strategic HRM and improved organisational outcomes. Implications of these findings are drawn for managerial practice