[LARS Research Project. Nursing Research Laboratory of the Health Regional Agency of the Friuli Venezia Giulia Region. Observational study on the outcomes of organizative models of medical wards on nurses, patients and organization]. / Progetto di Ricerca LARS (Laboratorio di Ricerca Infermieristica Agenzia Regionale alla Sanità, Friuli Venezia Giulia). Studio osservazionale sugli esiti dei modelli organizzativi assistenziali delle medicine, su infermieri, su pazienti ed organizzazione.

UNLABELLED: No large scale studies have been conducted in Italy to assess factors that influence hospital nurses' satisfaction. AIMS: To explore the relationship between participative organizative models and outcomes on nurses (work satisfaction, burnout, intention to stay), patients (satisfaction with quality of care) and organization (nurses turnover). MATERIALS AND METHODS: This multicentre regional study involves 20 acute medical wards and more than 500 nurses. Data on the organizative model adopted in the ward will be collected with an ad hoc questionnaire with scores from 7 (scarce-limited involvement of nurses in decision making) to 35 (nurses take decisions on the management of the ward). Nurses satisfaction with their work is measured with the Nursing Work Index Revised; burnout with the Maslack Burnout Inventory; patients satisfaction with the Experiences of Nursing Care Scale Newcastle Satisfaction with Nursing Scale. The outcomes considered for the organization will be turnover, absences from work, injuries. RESULTS: The study is ongoing. The association of each outcome to the organizzative model will be explored. Multivariate regression model will be adjusted for casemix index of the previuos year. T test and chi square tests will be used and a p value of 0.05 will be considered significant.

[Quality improvement, training and clinical governance: the role of the chief medical officer and his staff]. / Qualità formazione e clinical governance: il ruolo della direzione sanitaria e della direzione medica di presidio.

PURPOSE: To allow chief medical officers and their staff to contribute to implemented quality and clinical governance programs and consequently give a more precise identity, in terms of prestige and professional value, to a Structure that can contribute significantly to the development of a high quality hospital. METHODS: Terminology used was briefly described; tasks assigned to the chief medical officer and staff were then analysed and lastly, a hypothetical integrated training program was outlined for directors/managers. CONCLUSIONS: Quality and professional training represent important tools for human resources management policy. In this context, chief medical officers could contribute specific and significant technical expertise if the development and implementation of training wand quality improvement is given high priority in its own culture and is well integrated within the organization.