<p> Research has clearly defined the issue of nursing student incivility, with evidence that uncivil encounters are on the rise and occurring on a routine basis. The rise in incivility among nursing students is causing great concern for nurse educators and administrators alike. For this reason, it is necessary to determine the reason why the issue persists, despite efforts to manage it. This mixed-methods convergent parallel design study examines the relationship between the coping responses and perceptions about nursing student incivility among nurse educators in the southern region of the United States. The Transactional Model of Stress and Coping (Lazarus &amp; Folkman, 1984) forms the foundation of the study, which seeks to determine whether there is a correlation between the appraisals of stressful situations, like incivility, and the activation of coping responses. The model posits that individuals conduct a primary appraisal of the threat associated with a stressful encounter. If the encounter is deemed to be threatening, a secondary appraisal takes place to determine which coping response would best alleviate the stress. When no coping response is activated, no action is taken. Nurses are known to use negative coping responses like conflict avoidance when faced with stressful encounters; therefore, the chosen coping responses of nurse educators could be propagating the issue of nursing student incivility.</p>

<p> Government agencies are encouraging healthcare practitioners to work in interprofessional teams to address the complex needs of an aging population, to improve client outcomes, and to increase the cost-effectiveness of health care. However, a clearer understanding of the elements required for an effective interprofessional collaborative practice is needed. The purpose of this online, descriptive study was to focus on one component, mutual respect, and determine its relationship to collaboration among members of interprofessional teams working in family health teams (FHTs) and community health centers (CHCs) across Ontario. D&rsquo;Amour&rsquo;s four-dimensional model of collaboration was used as the theoretical basis. This model suggests that collective action can be analyzed based on shared goals and vision, internalization, formalization, and governance. FHTs and CHCs were contacted by telephone and email to recruit participants and 99 healthcare professionals returned usable surveys. Using Spearman&rsquo;s rho and multiple regression, a significant positive relationship was found between mutual respect and collaboration. After controlling for the respondents&rsquo; demographic characteristics, the correlation between these variables remained significant. Correlation scores between mutual respect and collaboration were higher in FHTs compared to CHCs. Significant differences in scores were also demonstrated between nurses and nonurses, and levels of education. This research provided data on how collaboration is progressing, how respected professionals felt, and assisted in the identification of areas that may be influential in making improvements. The knowledge obtained can affect positive social change by influencing practice, education, and guiding future research.</p><p>

<p> The purpose of this study was to explore and understand the successful prevention and mitigation of workplace violence (WPV) against nurses in the Emergency Department (ED), and to learn what multidisciplinary hospital leaders are doing to accelerate progress. Specifically, the research considers the strategies, policies and actions hospital leaders are using to prevent and mitigate WPV; the positive progress or outcomes that have been realized thus far; what these leaders have learned in the process, and what they aspire to achieve in the future. In the process of exploring why and how positive progress accelerated, it was found that hospital leaders experienced positive progress in WPV prevention and mitigation when their hospitals provided a WPV program utilizing these exemplary strategies: (a) collaborative multidisciplinary partnerships, (b) fully engaged executive support, and (c) operationalized data. It was interesting to note that as multidisciplinary partners and fully engaged executives collaborated, and supported their teams in the process of establishing these WPV initiatives, a culture of respect was catalyzed and WPV initiatives gained momentum. The details of this research highlight that operationalized data&mdash;WPV data put to use in a centralized, customized, evidence-based approach&mdash;appears to have functioned as a key accelerant of positive progress in WPV prevention and mitigation for these hospital leaders. </p><p>

Thesis (Ph. D.)--York University, 2000. Graduate Programme in Sociology. / Typescript. Includes bibliographical references (leaves 296-315). Also available on the Internet. MODE OF ACCESS via web browser by entering the following URL: http://wwwlib.umi.com/cr/yorku/fullcit?pNQ56235.

<p> Supporting new nursing graduates (NGs) through the professional socialization transition process has been an ongoing challenge facing nursing leaders. As NGs begin their professional socialization transition process, they begin to acclimate themselves to their job responsibilities. Employers provide NGs with established education and training without established evidence-based sources of support. The literature frequently indicated that institutional support for NGs is provided or should be provided without describing how this is accomplished. Without support for NGs during their professional socialization transition period, they could feel unsatisfied within their roles and resign from their positions or leave the nursing profession. The purpose of this research study was to explore the reflective perceptions of NGs regarding the support they received as well as what support they would have liked to receive during their professional socialization transition process. Through this study, this researcher began to describe the support that NGs desire to successfully transition from NGs to registered nurses.</p><p>

<p> Despite the level of organizational investment in training and performance improvement, little is known about the use of different models of case management as interventions for the ever-increasing health care issues in the United States. Based on Van Tiem, Moseley, and Dessinger's Performance Improvement/Human Performance Technology model, this case study used qualitative semi-structured interviews and quantitative archival aggregate patient data to answer the following research questions: RQ1. How did the implementation of the triad model of case management process improvement change case management processes and implementation methods? RQ1a. What happens to key performance indicators (cost of service, patient satisfaction, and quality of care) when the triad model of case management process improvement is implemented? RQ2. How did acceptance and resistance to a new case management model manifest themselves during the implementation of the triad model of case management process improvement intervention? Seven hospital employees answered questions regarding possible resistance to change during the implementation phase of this model of case management. Data analysis included comparisons of the participants&rsquo; responses regarding cost of care, quality of care, and satisfaction with services to quantitative archival measures of those variables. Mean comparisons of all three areas, cost of service, quality of care, and satisfaction with services, revealed that differences before and after implementation of the triad model were not significant. Participant interviews provided general indications that cost of service, quality of care, and satisfaction with services improved with the intervention of the triad model of case management. Participants generally also approved of the change to the triad model of case management following an initial period of concern about work disparity, which resolved with the separation of utilization review and case manager job duties. Recommendations for future research include waiting beyond the time frame used in this study to assess for change and further evaluating possible resistance to change in an organization using emerging trends in human performance technology (HPT) and the completed HPT process.</p><p>

Thesis (Ph. D.)--University of Washington, 1991. / Vita. Includes bibliographical references (leaves [116]-123).