The Relationship Between Staff Nurses' Perceptions of Nurse Manager Caring Behaviors and Patient Experience: A Correlational Study.

OBJECTIVE: The objective of this study was to explore the relationship between staff nurses' perceptions of nurse manager caring behaviors and patient experience. BACKGROUND: Despite numerous interventions aimed at changing the provision of patient care to improve care quality, patient experience scores have remained moderate. Little research has been conducted exploring how caring relationships in the professional practice environment might play a role in the patient experience of care. METHODS: A cross-sectional, correlational design was used to examine the relationship between staff nurses' perceptions of nurse manager caring behaviors as measured by the Caring Assessment Tool-Administration (CAT-Adm) and acute-care patient experience using the Hospital Consumer Assessment of Healthcare Providers and Systems (HCAHPS) scores. RESULTS: There was a positive relationship between the staff nurses' perceptions of nurse manager caring behaviors and patients' HCAHPS overall hospital rating. There also was a positive relationship between the CAT-Adm scores and nurse manager visibility. CONCLUSION: Departments had higher HCAHPS overall hospital rating when the staff nurses perceived their unit manager as caring. In addition, the more staff nurses actually visualized their nurse manager during a shift, the more they perceived their nurse manager as caring.

Peer Review in Nursing: Essential Components of a Model Supporting Safety and Quality.

This article introduces an accountability-focused nursing framework to systematically organize and promote quality and safety nursing outcomes. The 4 essential components of this framework include a responsive environment; shared decision making, personal empowerment, and transformational management. These elements promote a professional practice environment that supports clinical nurses to practice at their highest level of autonomy and promotes accountability for patient outcomes. The often-misunderstood concept of peer review is foundational to 2 of the model components.

Transforming the context of care through shared leadership and partnership: an international CNO perspective.

This article explores the concept of the chief nursing officer's (CNO's) role in explaining and supporting the context of nursing for nurse administrator education and training in future decades. The role of the nurse leader in an organized setting is to provide the context for nursing as a discipline and well as the resource allocation for the content of nursing. Little has been written or researched about the role in support of the context for nursing. A case example from an international organization in Saudi Arabia will be explained and examined in the hopes that future researchers will explore the universality of the applied education for CNOs across the globe. The application of shared governance as a structure for the clinical discipline is explained with comparison outcomes of US Magnet recognition hospitals. In addition, the application of a professional practice model that includes a unique theory-based model of care focusing on the Muslim patient is explained to give further context to the nursing practice of cultural competence. This case example reinforces the importance of the role of the CNO to help focus the discipline of nursing on cultural competence, and a theory-based approach to the practice of nursing that should be applied in organizations where nursing is practiced.

Nursing peer review: the manager's role.

AIM: This article explains the unique role of nurse managers in facilitating nursing peer review and clarifies the issues of ownership about peer review processes and performance evaluations. BACKGROUND: The authors' review of the literature and experiences as organizational consultants, found no examples of principled peer review using the authoritative American Nurses Association (ANA) Guidelines for Peer Review. EVALUATION: The foundation for the work includes the author's recently published book, which includes a literature review, research on nursing peer review along with the ANA Guidelines for Peer Review. KEY ISSUES: The distinction between the role of the manager in peer review and the role of the manager related to the annual performance evaluation is identified. The authors' contemporary model of peer review is used to explore development of peer review for managers and practicing nurses. CONCLUSIONS: Key behaviours for nurse managers in facilitating peer review processes within a professional practice model are presented. IMPLICATIONS FOR NURSING MANAGEMENT: Peer review is an essential and often missing element of practice needed to achieve sustainable quality and safety nursing outcomes. Guidelines and principles for development are presented.