Ivan Gan1. 1. Department of Arts & Communication, University of Houston-Downtown, Houston, Texas, USA.
Abstract
AIM: To understand how nurses' work arrangements influence nurse managers' communication with their nurses. BACKGROUND: Transient work relations affect nurse coordination and the way nurse managers work, especially since giving feedback is an important managerial responsibility. METHOD: Semi-structured interviews conducted between June 2016 and November 2017. RESULTS: Although professional communication on direct patient care is mostly standardized, nurses' work arrangements influence how nurse managers mentor and provide feedback. CONCLUSION: Facilities must explore avenues to provide nurse managers with adequate resources so that they can mentor both permanent and temporary nurses to their full professional potential. The implementation of formal mentoring programmes is important to ensure that temporary nurses receive the same information and support that permanent nurses receive and that permanent nurses feel comfortable to critically evaluate information from trusted sources. IMPLICATIONS FOR NURSING MANAGEMENT: Nurse managers with limited mentoring resources may have to make practical decisions on whom they mentor, but this practical approach becomes a problem when nurses who do not receive adequate mentoring bring their deficiencies to other facilities. The rise in alternative work arrangements requires a shift in thinking about mentoring as a managerial responsibility to improve nursing care delivery universally and not unit specific.
AIM: To understand how nurses' work arrangements influence nurse managers' communication with their nurses. BACKGROUND: Transient work relations affect nurse coordination and the way nurse managers work, especially since giving feedback is an important managerial responsibility. METHOD: Semi-structured interviews conducted between June 2016 and November 2017. RESULTS: Although professional communication on direct patient care is mostly standardized, nurses' work arrangements influence how nurse managers mentor and provide feedback. CONCLUSION: Facilities must explore avenues to provide nurse managers with adequate resources so that they can mentor both permanent and temporary nurses to their full professional potential. The implementation of formal mentoring programmes is important to ensure that temporary nurses receive the same information and support that permanent nurses receive and that permanent nurses feel comfortable to critically evaluate information from trusted sources. IMPLICATIONS FOR NURSING MANAGEMENT: Nurse managers with limited mentoring resources may have to make practical decisions on whom they mentor, but this practical approach becomes a problem when nurses who do not receive adequate mentoring bring their deficiencies to other facilities. The rise in alternative work arrangements requires a shift in thinking about mentoring as a managerial responsibility to improve nursing care delivery universally and not unit specific.