Yolanda Keys DHA, MSN, RN, NE-BC. Texas A&M University-Corpus Christi College of Nursing and Health Sciences

Transcription

1 Yolanda Keys DHA, MSN, RN, NE-BC

2 Disclosures Today s presenters do not have any relevant financial interests or unlabeled/unapproved uses to disclosure. Participants must attend the entire session(s) in order to earn contact hour credit. Continuing Nursing Education credit can be earned by completing the online session evaluation. The American Organization of Nurse Executives is accredited as a provider of continuing nursing education by the American Nurses Credentialing Center s Commission on Accreditation.

3 The Island University

4 Objectives Identify elements of professional success as defined by Generation X Nurse Managers. Identify elements of personal fulfillment as defined by Generation X Nurse Managers. Formulate strategies to promote professional success, personal fulfillment and retention of Generation X Nurse Managers

5 Study origins Feyerherm & Vick, 2005 Focused on Generation X women in the hightechnology industry

6 Nurse Managers Why we want these people to succeed opivotal role in organizational success oessential to nurse recruitment and especially retention opatient satisfaction Succession planning

7 Profile of Gen X what we know Born between (32-47) About 41 million people smallest portion of the population Characteristics

8 The Boomer / Gen X Dynamic Different expectations owork ethic opromotion opportunities oprofession operspective Generation X lives in a corporate world which was created by matures and is managed by boomers (Feyerherm & Vick, 2005)

9 Participants Nurse managers Born between At least 1 year of Nurse Manager experience Were willing to participate in a telephone interview Were willing to review transcript for accuracy

10 Demographics States represented: Colorado Florida Indiana Kentucky Massachusetts Missouri Nebraska Texas 14 from Magnet Hospitals Education level 9 BSN 6 MSN 1 ADN

11 Perceptions of Professional Success Feeling like they positively impacted their staff oknowing their unit is providing excellent patient care / high quality patient outcomes Meeting metrics Meeting personal goals

12 Perceived Barriers to Professional Success Not understanding the job and not having the skills needed to succeed obudgeting/business Skills omanagement Skills Lack of opportunity for upward mobility Not feeling valued by supervisor

13 Perceptions of Fulfillment Feelings of joy or calm Personal otime with family (esp. children) ogood relationships with family (spouse) Professional oinitiatives with staff & feeling like you make a difference/ contribution owhen the unit runs smoothly

14 Perceived Barriers to Fulfillment Scheduling requirements of the nurse manager job o24/7 connectedness o24/7 staffing responsibilities Lack of work-life balance othey want family to come first othey take job responsibilities very seriously

15 Unexpected finding: Co-Managers 4 co-managers interviewed otwo floors represented Great relationships with co-manager Great NM satisfaction levels Increased work life balance Co-Management arrangement was in a Magnet facility

16 Participant Recommendations Better preparation for new managers Innovative scheduling oleveraging technology oallowing flexibility onot asking for less work just permission to do the work differently Support / Feedback

17 ACORN Many participant recommendations fell in line with Zemke s (2000) ACORN Imperatives Accommodate employee differences Create workplace choices Operate from a sophisticated management style Respect competence and initiative Nourish retention

18 Areas for further research More non-magnet hospital participants Male Gen X nurse managers More inquiry related to co-manager arrangements The impact of mentors or coaches

19 References Cadmus, E. (2006). Succession planning: Multilevel organizational strategies for the new workforce. Journal of Nursing Administration, 36(6), Comperatore, E., & Nerone, F. (2008). Copint with different generations in the workplace. Journal of Business and Economics Research, 6(6), Coughlin, C., & Hogan, P. (2008). Succession planning: After you, then who? Nursing Management, 39(11), Espinoza, D. C., Lopez-Saldana, A., & Stonestreet, J. S. (2009). The pivotal role of the nurse manager in healthy workplaces. Critical Care Nurse Quarterly, 32(4), Feyerherm, A., & Vick, Y. H. (2005). Generation X women in high technology. Career Development International, 10(3), doi: / Hader, R. (2010). Nurse leaders: A closer look. Nursing Management, 41(1), doi: /01.NUMA d4 Hahn, J. A. (2011). Managing multiple generations: Scenarios from the workplace. Nursing Forum, 46(3), Hayes, L. J., O'Brien-Pallas, L., Duffield, C., Shamian, J., Buchan, J., Hughes, F., et al. (2011). Nurse turnover: A literature review - An update. International Journal of Nursing Studies, 19. doi: McNeese-Smith, D. K. (1999). The relationship between managerial motivation, leadership, nurse outcomes and patient satisfaction. Journal of Organizational Behavior, 20(2), 243. Shirey, M. R., Ebright, P. R., & McDaniel, A. M. (2008). Sleepless in America: Nurse managers cope with stress and complexity. Journal of Nursing Administration, 38(3), Sudheimer, E. E. (2009). Appreciating both sides of the generation gap: Baby boomer and generation X nurses working together. Nursing Forum, 44(1), Thompson, P. A. (2009). Creating leaders for the future. American Journal of Nursing, 109(11),