“Anything hospitals and health systems can do to facilitate that and to keep them healthy would help,” she added. “Most research shows that people plan to stay longer in the workforce. The issue with health care in general and acute care in particular is that you have to make it physically and psychologically beneficial so workers can do this without impact.”
http://www.amnhealthcare.com/News.aspx?id=15444

Organizational Leadership Program Aids Nursing Executive

Interesting article by Barbara Dianda-Martin, Vice President for Nursing Services at St. Vincent Mercy Medical Center and Mercy Children’s Hospital
It was a master’s degree in something other than nursing that would allow me to bring leadership skills to an otherwise clinical setting. Having those other skill sets would add value,” she says. “All of my previous education had been with other nurses.”
http://www.toledoblade.com/apps/pbcs.dll/article?AID=/20070331/WIB/70330015

Fun Look at Generations in the Workplace

http://www.youtube.com/watch?v=82gEXV5i2f8

Great blog for all healthcare providers and consumers
http://runningahospital.blogspot.com/

About Nursing Management

Interesting website for nurses and nurse managers
http://www.nursingmanagement.com/pt/re/nursemgmt/home.htm;jsessionid=GBMf2FKVTTwYGTbdl66LvkzC098Dph6J3MBz8JG1y6Dvkm6cQh32!1936724685!181195628!8091!-1

INTEGRATING GENERATIONAL PERSPECTIVES IN NURSING

Working collegially with nurses from different generations offers the opportunity to explore new and different ways of thinking. Yet, all too frequently intergenerational interactions degenerate into conflicts due to a lack of appreciation, understanding, or just misinterpretation of other perspectives. Nurses who learn to acknowledge and appreciate their colleagues from different backgrounds have a distinct advantage as successful teamwork is increasingly required both for job satisfaction and the ability to positively impact patient outcomes. Teams are most successful when their members are not only individually competent but also cohesively united and energized.

While learning can occur between nurses of all age groups, particular attention should be paid to engaging the perspective of younger nurses. In the interaction of people from different generations in the workplace, members of the younger generation are always at a distinct disadvantage. Not only is the existing organizational structure based upon successful strategies used in the past rather than designed for the future, but also older nurses are positioned to establish both the formal and informal rules. Because of their longevity in the organization, the older generations often dominate in managerial and leadership positions of power. As a result, older nurses typically are more influential when changes are made to modify the existing structure and processes. Naturally, these nurses update processes and rewards in a way that makes sense from their generational perspective, not recognizing that they are basing their decisions on historical assumptions that may not be held by younger nurses. Incorporating the perspective of younger generations forces an examination of generational assumptions and demands conscious identification of practices that make sense for all nurses.

http://nursingworld.org/ojin/topic30/tpc30_1.htm

AUTHOR
Marla J. Weston, MS, RN
E-mail: marlaweston@cox.net

Leading a Multigenerational Nursing Workforce

Utilizing communication strategies that will work effectively with different generations is a challenge for many nursing leaders (Greene, 2005). Sensitivity to communication differences and preferences across generations can help bridge gaps and create unique solutions that appeal to each generational belief system (Cran, 2005). It is also important to assure that communication is understood, so as to reduce the risk of errors that come with communication failures.

Veteran nurses are comfortable with communication systems that are inclusive and build trust. Face-to-face or written communication will be more effective than communication that involves the use of technology (Duchscher & Cowin, 2004; Weston, 2001; Zemke et al., 2000; Zust, 2001).

Baby Boomers prefer communication that is open, direct, and less formal. As a generation, they enjoy the group processing of information and value staff meetings that provide opportunity for discussion (Zemke et al, 2000). They prefer face-to-face or telephone communication but will use e-mail if they are comfortable with the technology (Duchscher et al, 2004; Weston, 2001; Zust, 2001).

Generation X is the first generation to have television as part of their daily lives; communication that involves technology appeals to them. Their communication approach is bottom line, and they may become bored at meetings that include considerable discussion before decisions are made (Karp et at., 2002).

Millennials have grown up with instant messaging and cellular phones. They like immediate feedback and may become frustrated if their e-mails or telephone messages are not answered quickly (Sacks, 2006). They also enjoy teamwork and appreciate team meetings as a forum for communication. As a group, they read less. Hence distributing lengthy policies and procedures to read may not be effective (Carlson, 2005). E-mails and chat rooms are good mechanisms for providing communication updates for this generation.

Facilitating the growth and development of staff is an important nursing leadership function. Yet in the presence of a generationally diverse workforce, this is not an easy task. Following are summary recommendations for nursing leaders who are leading a multigenerational workforce and enabling that workforce to thrive and to meet tomorrow’s health care challenges:

Seek to understand each generational cohort and accommodate generational differences in attitudes, values, and behaviors.
Develop generationally sensitive styles to effectively coach and motivate all members of the health care team.
Develop the ability to flex a communication style to accommodate generational differences.
Promote the resolution of generational conflict so as to build effective work teams.
Capitalize on generational differences, using these differences to enhance the work of the entire team.
Greene (2005) has noted that the dismay many nurse leaders express in terms of the changes they see in the workforce today is beside the point in today’s competitive recruitment market. Leadership strategies that have worked well for a less age-diverse nursing workforce may not be as effective in today’s environment. Rather learning to flex one’s style will be critical for both leadership and organizational success.

http://nursingworld.org/ojin/topic30/tpc30_2.htm

AUTHOR
Rose O. Sherman, EdD, RN, CNAA
E-mail: rsherman@fau.edu

Survey of 76,000 Nurses Probes Elements of Job Satisfaction, USA

In largest survey of its kind, nurses say they enjoy interactions with peers the most, pay the least -

In one of the largest samples of its kind exploring various components of job satisfaction among registered nurses (RNs), just over half of respondents indicated they "enjoy" their work (53 percent), while nearly two-thirds (63.3 percent) said they are satisfied with their jobs, a survey by the American Nurses Association (ANA) has found.
The RN Satisfaction report was based on input from 76,000 RNs from hospitals across the country. The survey was divided into several sections using adaptations of established indexes of work satisfaction and job enjoyment scales.

In addition to measuring job satisfaction, the report contained data regarding quality of care and the management staffing practices of having nurses work overtime and "floating" nurses to other units outside their areas of expertise. Also collected was information regarding nurses' job plans for next year.
The RN Satisfaction report was based on input from 76,000 RNs from hospitals across the country. The survey was divided into several sections using adaptations of established indexes of work satisfaction and job enjoyment scales.

The RN Satisfaction report is offered to NDNQI member hospitals primarily through a Web-based response mechanism. The average unit response rate was 64 percent. Participants included RNs in 5,188 nursing units in 206 hospitals located in 44 states. Hospitals ranged in size from less than 100 beds to greater than 500 beds and included non-teaching, teaching and academic medical centers. Forty-three percent of hospitals participating in the RN satisfaction survey have achieved Magnet? designation by the American Nurses Credentialing Center (ANCC).
The American Nurses Association is the only full-service professional organization representing the nation's 2.7 million Registered Nurses (RNs) through its 54 constituent member associations. The ANA advances the nursing profession by fostering high standards of nursing practice, promoting the economic and general welfare of nurses in the workplace, projecting a positive and realistic view of nursing, and by lobbying the Congress and regulatory agencies on health care issues affecting nurses and the public.

http://www.medicalnewstoday.com/medicalnews.php?newsid=21907

Leadership, job satisfaction, and commitment

Leadership, job satisfaction and commitment are closely interrelated. Job
satisfaction and commitment are immediate antecedents of intention to leave the
workplace and turnover: the higher a nurses’ job satisfaction and commitment,
the lower their intention to leave. Among antecedents of job satisfaction and
commitment, leadership plays a central role, along with other human resource
management practices. Leadership is positively correlated with nurses’ job
satisfaction and with commitment towards the institution and its missions.

http://www.next.uni-wuppertal.de/download/Buch2003/ch3.pdf

Nursing management not only has to look at the shift preference of the RN but to look at the shift length on RN productivity and patient safety. Some research suggests that after 8 hours, fatigue and decreased job performance occurs. Research has shown that adapting to shift work is more difficult for workers over age 40. A recent study of the effect of age on performance found that older individuals (mean age 43.9) had less ability to maintain performance on standard neurobiological tests across a 12-hour shift compared with younger individuals (mean age 21.2) (Reid and Dawson, 2001). Reid, D Dawson - Occupational and Environmental Medicine, 2001 - BMJ
http://scholar.google.com/scholar?q=author:%22Reid%22+intitle:%22Comparing+performance+on+a+simulated+12+hour+shift+...%22+&hl=en&rls=GGLD,GGLD:2006-11,GGLD:en&um=1&oi=scholarr

The research topic for my thesis discusses shift length and RN job satisfaction. Many articles and RN surveys have different results on which workplace elements provide true job satisfaction leading to nursing retention. Your input, thoughts and any known research at your own institution would be appreciated.

Multigenerational Nurses and Job Satisfaction

Job satisfaction and retention for the multigenerational nurses during the ever increasing nursing shortage is my interest as a present Nurse Manager.
link here