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the subject is a practicum in nursing service administration write a report about select different theories of leadership and look for the evidence of each clinical practice I am working in the post-anesthesia care unit I need 4-5 pages excluding the title and reference page APA style and reference needed,, please Avoid plagiarism there is an attachment about guidelines and also I will attach the book CH 4( Leading and Managing Following) if you want to know about theories in leadership please follow the guidelines
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Effective
Leadership and
Management in
Nursing
Ninth Edition
Eleanor J. Sullivan
PhD, RN, FAAN
330 Hudson Street, New York, NY 10013
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Library of Congress Cataloging-in-Publication Data
Names: Sullivan, Eleanor J., 1938- author.
Title: Effective leadership and management in nursing / Eleanor J. Sullivan,
PhD, RN, FAAN.
Description: Ninth edition. | Boston : Pearson, [2017] | Includes index.
Identifiers: LCCN 2016021687 | ISBN 9780134153117 | ISBN 0134153111
Subjects: LCSH: Nursing services—Administration. | Leadership.
Classification: LCC RT89 .S85 2017 | DDC 362.17/3068—dc23
LC record available at https://lccn.loc.gov/2016021687
1
17
ISBN-10:
0-13-415311-1
ISBN-13: 978-0-13-415311-7
About the Author
E
leanor J. Sullivan, PhD, RN, FAAN, is the
former dean of the University of Kansas
School of Nursing, past president of
Sigma Theta Tau International, and previous editor of the Journal of Professional Nursing. She has
served on the board of directors of the American
Association of Colleges of Nursing, testified
before the U.S. Senate, served on a National Institutes of Health council, presented papers to
international audiences, been quoted in the Chicago Tribune, St. Louis Post-Dispatch, and Rolling
Stone Magazine, and named to the “Who’s Who in
Health Care” by the Kansas City Business Journal.
She earned nursing degrees from St. Louis Community College, St. Louis University,
and Southern Illinois University and holds a PhD from St. Louis University.
Dr. Sullivan is known for her publications in nursing, including this awardwinning textbook, Effective Leadership & Management in Nursing, and Becoming Influential:
A Guide for Nurses, from Pearson Education. In addition, Dr. Sullivan has authored
numerous professional articles, book chapters, and books, including Creating Nursing’s
Future: Issues, Opportunities and Challenges, among others.
Today, Dr. Sullivan is also active in the mystery writing field. She served on the
national board of Sisters in Crime, chaired an award committee for the Mystery Writers of America, and is published in Mystery Scene Magazine and Ellery Queen Mystery
Magazine.
She has published five mystery novels. Her first three mysteries (Twice Dead,
Deadly Diversion, and Assumed Dead) feature nurse sleuth Monika Everhardt. The latter
two were bought by Harlequin, reissued in paperback, and are still available as e-books
(Deadly Diversion, Assumed Dead).
Her latest series, the Singular Village Mysteries, features 19th century midwife Adelaide Bechtmann and her cabinetmaker husband, Benjamin. Two books in the series
(Cover Her Body and Graven Images) are available in print, e-book, and audio formats.
The third book, Tree of Heaven, will be released in the fall of 2017. The series is set in the
Ohio village of Dr. Sullivan’s ancestors. Dr. Sullivan’s blog, found on her website,
reveals the history behind her historical fiction.
Connect with her at EleanorSullivan.com, Facebook, and LinkedIn.
This book is dedicated to my family
for their continuing love and support.
—Eleanor J. Sullivan
iii
Thank You
O
ur heartfelt thanks go out to our colleagues from schools of nursing across the
country who gave generously of their time, expertise, and knowledge to help
us create this exciting new edition of our text. We have reaped the benefit of
your collective experience as nurses and teachers, and this edition is vastly enriched
due to your efforts.
Contributors
Michael Bleich, PhD, RN, FAAN
President, Maxine Clark and Bob Fox Dean and Professor
Goldfarb School of Nursing
Barnes Jewish College
Chapter 2: Designing Organizations
Debra J. Ford, PhD.
Program Director, Leadership, and Research Assistant Professor
The University of Kansas Medical Center
Chapter 10: Communicating Effectively
Chapter 13: Handling Conflict
Rachel A. Pepper, RN, DNP, NEA-BC
Senior Director of Nursing
The University of Kansas Hospital
Chapter 15: Budgeting and Managing Fiscal Resources
Chapter 17: Staffing and Scheduling
Pamela Klauer Triolo, PhD, RN, FAAN
Former Chief Nursing Officer (Corporate) and Associate Dean
University of Pittsburgh Medical Center
Chapter 19: Evaluating Staff Performance
Chapter 20: Coaching, Disciplining, and Terminating Staff
Reviewers
Wendy Bailes, PhD, RN
Associate Director, Undergraduate Programs
University of Louisiana at Monroe
Monroe, Louisiana
Diane Daddario, MSN, ANP-C, ACNS-BC, RN-BC, CMSRN
Adjunct Faulty, College of Nursing
Pennsylvania State University
University Park, Pennsylvania
iv
Thank You
Teresa Fisher, MSN, RN, PBT (ASCP)
Assistant Professor of Nursing
Arkansas State University
Jonesboro, Arkansas
Ruth Gladen, MS, RN
Associate Professor
RN Faculty & Director
North Dakota College of Science
Wahpeton, North Dakota
Lisa Harding, RN, MSN, CEN
Professor
Bakersfield College
Bakersfield, California
Mary Alice Hodge, PhD, CNL-C, RN
Director, Graduate Program
The University of South Carolina Upstate
Spartanburg, South Carolina
Mona P. Klose, MS, RN, CNE, CPHQ
Director of Quality Management
Assistant Professor of Nursing
University of Jamestown
Jamestown, North Dakota
Tara O’Brien, PhD, RN, CNE
Assistant Professor
The University of North Carolina
Charlotte, North Carolina
Jennifer O’Connor, RN, MS, CFCN, CNE
Instructor
Northeastern State University
Tahlequah, Oklahoma
Rose M. Powell, PhD, RN
Associate Professor
Stephen F. Austin State University
Nacogdoches, Texas
Joyce A. Shanty, PhD, RN
Associate Professor
Indiana University of Pennsylvania
Indiana, Pennsylvania
Deborah Smitherman, MSN, RN, CCM
Assistant Professor of Nursing
Belhaven University
Jackson, Mississippi
v
Preface
N
ever have nurses been more important to healthcare organizations than they
are today. Passage of the Affordable Care Act (ACA) in 2010 reversed decades
of focus on providing quantities of care to emphasize quality of care. Preventing illness and coordinating care are the cornerstones of the ACA, and nurses are key
to its success.
In addition, leading and managing are essential skills for all nurses in this radically
changed healthcare environment. New graduates find themselves managing unlicensed
assistive personnel, and experienced nurses are managing groups of healthcare providers
from a variety of disciplines and educational levels. All need to know how to manage.
This text is designed to provide new graduates or novice managers with the information they need to become effective managers and leaders in healthcare. In addition,
a sidebar in each chapter illustrates how nurses can lead at the bedside. More than
ever before, today’s rapidly changing healthcare environment demands highly developed management skills and superb leadership.
Features of the Ninth Edition
Effective Leadership and Management in Nursing has made a significant and lasting contribution to the education of nurses and nurse managers in its eight previous editions.
Used worldwide and translated into numerous languages, this award-winning text is
now offered in an updated and revised edition to reflect today’s healthcare arena and
in response to suggestions from the text’s users. The ninth edition builds upon the
work of previous contributors to provide the most up-to-date and comprehensive
learning package for today’s busy students and professionals.
Features of the ninth edition include the following:
• Implementation of the Affordable Care Act
• Evolving models of healthcare organizational structures and relationships
• Expanded content on cultural and gender diversity
• Emphasis on quality management
• Addition of emotional leadership concepts
• Use of social media in management
• Harassing, bullying, and lack of civility in healthcare
• Emergency preparedness for terrorism, disasters, and mass shootings
• Prevention of workplace violence
Two new chapters have been added to this award-winning text. Chapter 7, Understanding Legal and Ethical Issues, encompasses the myriad of issues confronting nurses
and managers today. Chapter 28, Imagining the Future, helps readers contemplate the
possibilities inherent in a fast-evolving environment.
Most notably, this text is available for the first time with a suite of digital resources
to enhance your learning. This digital program includes the MyLab Nursing program
vi
Preface
that lets you review the chapter materials, decision-making cases that allow you to
apply your learning, and the E-Text 2.0 digital text that is easy to navigate and gives
you tools for highlighting, note taking, and more.
Student-friendly Learning Tools
Designed with the adult learner in mind, the text focuses on the application of the content presented and offers specific guidelines on how to implement the skills included.
To further illustrate and emphasize key points, each chapter in this edition includes
these features:
• A chapter outline and preview
• A complete audio version of each chapter
• Key terms in pop-up boxes linked to their first appearance and defined in the
glossary at the end of the text
• Flashcards to self-test knowledge of new vocabulary
• What You Know Now summaries at the end of each chapter
• A Tool Box with a list of tools, or key behaviors, for using the skills presented in
the chapter
• Questions to Challenge You in an interactive journal format to help students relate
concepts to their experiences
• Up-to-date references
• Case Studies to demonstrate application of content, with discussion board
questions
Organization
The text is organized into five sections that address the essential information and key
skills that nurses must learn to succeed in today’s volatile healthcare environment and
to prepare for the future.
Part 1. Understanding Nursing Management
and Organizations
Part 1 introduces the context for nursing management, with an emphasis on changing organizational structures, ways that nursing care is delivered, the concepts of
leading and managing, how to initiate and manage change, providing quality care,
and how to use power and politics—all necessary for nurses to succeed and prosper
in today’s chaotic healthcare world. A new chapter addresses how to weigh legal
and ethical issues,
Part 2. Learning Key Skills in Nursing Management
Part 2 delves into the essential skills for today’s managers, including thinking
critically, making decisions, solving problems, communicating with a variety of
individuals and groups, delegating, working in teams, resolving conflicts, and
managing time.
vii
viii Preface
Part 3. Managing Resources
Knowing how to manage resources is vital for today’s nurses. They must be adept at
budgeting fiscal resources; recruiting and selecting staff; handling staffing and scheduling; motivating and developing staff; evaluating staff performance; coaching, disciplining, and terminating staff; managing absenteeism, reducing turnover, and
retaining staff; and handling disruptive staff behaviors, especially harassing and bullying behaviors. In addition, collective bargaining, preparing for emergencies and preventing workplace violence are included in Part 3.
Part 4. Taking Care of Yourself
Nurses are their own most valuable resource. Part 4 shows how to manage stress and
to advance in a career.
Part 5. Looking Toward the Future
New to this edition, this chapter provides ways to consider the future, societal predictions about the future, the future of healthcare, and the future of nursing.
Instructor Resources
The assignable and gradable assessments in MyLab Nursing provide educators with
insight into students’ preparation for class, students’ understanding of the material,
and clarity around areas in which additional instruction may be needed.
Additional Instructor Resources can be accessed by registering and logging in at
www.pearsonhighered.com/nursing and include the following:
• TestGen Test Bank
• Lecture Note PowerPoints
• Instructor’s Resource Manual
Brief Contents
Part 1 Understanding Nursing
Management and Organizations
1
Introducing Nursing
Management
1
2
Designing Organizations
3
Part 3 Managing Resources
15 Budgeting and Managing
Fiscal Resources
224
16 Recruiting and Selecting Staff
241
13
17 Staffing and Scheduling
260
Delivering Nursing Care
33
4
18 Motivating and Developing Staff
271
Leading, Managing, Following
43
19 Evaluating Staff Performance
283
5
Initiating and Managing Change
60
20 Feedback and Coaching,
6
Managing and Improving
Quality
75
7
Understanding Legal and
Ethical Issues
94
8
Understanding Power and
Politics
110
Part 2 Learning Key Skills
in Nursing Management
9
Disciplining, and Terminating
Staff
296
21 Managing Absenteeism,
Reducing Turnover, Retaining
Staff
22 Dealing with Disruptive
Staff Problems
307
323
23 Preparing for Emergencies
332
24 Preventing Workplace Violence
340
25 Handling Collective
Thinking Critically, Making
Decisions, Solving Problems
125
10 Communicating Effectively
145
Part 4 Taking Care of Yourself
11 Delegating Successfully
163
26 Managing Stress
356
12 Building and Managing Teams
178
27 Advancing Your Career
366
13 Handling Conflict
198
Part 5 Looking to the Future
14 Managing Time
211
28 Imagining the Future
Bargaining Issues
349
382
ix
Acknowledgments
T
he success of previous editions of this text has been due to the expertise of many
contributors. Nursing administrators, management professors, and faculty in
schools of nursing all made significant contributions to earlier editions. I am
enormously grateful to them for sharing their knowledge and experience to help
nurses learn leadership and management skills.
I am especially grateful to the contributors to this edition. They revised and
updated content in the following chapters: Chapter 2: Michael Bleich, Chapters 10
and 12: Debbie Ford, Chapters 15 and 17: Rachel Pepper, and Chapters 19 and 20:
Pamela Triolo. All are excellent writers, and this edition would not exist without
their contributions. In addition, Michael Bleich lent his expertise to a review of the
eighth edition, and Rachel Pepper reviewed the previous edition and added specific
examples to demonstrate content for this edition as well.
At Pearson Education, I am grateful to continue to work with Executive Editor
Pamela Fuller, who has supported this text through many editions. For this edition,
Program Manager Erin Rafferty facilitated all aspects of the text’s progress, and Development Editor Pamela Lappies’s expertise and fine attention to detail ensure that the
text will continue to be the first choice of faculty and students worldwide.
To everyone who has contributed to this fine text over the years, I thank you.
Eleanor J. Sullivan, PhD, RN, FAAN
www.EleanorSullivan.com
x
Contents
About the Author
Thank You
Preface
iii
iv
vi
Part 1 Understanding Nursing
Management and
Organizations
1
Introducing Nursing
Management
1
Ownership and Complex Healthcare Arrangements
Ownership of Healthcare Organizations
Healthcare Networks
Interorganizational Relationships
Diversification
Managed Healthcare Organizations
Accountable Care Organizations
24
24
24
26
26
27
27
Redesigning Healthcare
Organizational Environment and Culture
28
29
What You Know Now
30
30
Introduction
2
Questions to Challenge You
Changes in Healthcare
Paying for Healthcare
2
2
References
31
Changes in Society
Cultural, Gender, and Generational Differences
Violence, Pandemics, and Disasters
7
7
8
3
33
Changes in Nursing’s Future
Current Status of Nursing
Institute of Medicine’s Recommendations
for Nursing
Adapting to Constant Change
8
8
9
9
What You Know Now
9
Questions to Challenge You
10
References
10
2
13
Designing Organizations
Introduction
14
Reductive and Adaptive Organizational Theories
Reductive Theory
Humanistic Theory as a Bridge
Adaptive Theories
15
15
17
18
Organizational Structures and Shared Governance
Functional Structure
Service-line Structure
Matrix Structure
Parallel Structure
Shared Governance
19
19
20
21
21
22
Healthcare Settings
Primary Care
Acute Care Hospitals
Home Healthcare
Long-term Care
22
23
23
23
23
Delivering Nursing Care
Introduction
34
Traditional Models of Care
Total Patient Care
Functional Nursing
Team Nursing
Primary Nursing
34
35
35
35
35
Integrated Models of Care
Practice Partnerships
Case Management
Critical Pathways
36
36
36
37
Evolving Models of Care
Patient-centered Care
Synergy Model of Care
Patient-centered Medical Home
38
38
39
39
What You Know Now
41
Questions to Challenge You
41
References
41
4
43
Leading, Managing, Following
Introduction
44
Leaders and Managers
Leadership
44
45
Leadership Theories
Traditional Leadership Theories
Contemporary Leadership Theories
45
45
46
Followership: An Essential Component
of Leadership
49
xi
xii Contents
Traditional Management Functions
Planning
Organizing
Directing
Controlling
50
50
51
51
51
Nurse Managers in Practice
Nurse Manager Competencies
Staff Nurse
First-level Management
Charge Nurse
Clinical Nurse Leader
52
52
52
54
54
56
What You Know Now
57
Tools for Leading, Managing, and Following
57
Questions to Challenge You
58
References
58
5
Initiating and Managing
Change
60
Introduction
61
The Nurse as Change Agent
62
Change Theories
62
The Change Process
Step 1: Identify the Problem or
Opportunity
Step 2: Collect Necessary Data and
Information
Step 3: Select and Analyze Data
Step 4: Develop a Plan for Change, Including
Time Frame and Resource
Step 5: Identify Supporters and Opposers
Step 6: Implement Interventions to Achieve
Desired Change
Step 7: Evaluate Effectiveness of the Change
and, if Successful, Stabilize the Change
64
Change Strategies
Power–Coercive Strategies
Empirical–Rational Model Strategies
Normative–Reeducative Strategies
67
67
67
67
Resistance to Change
68
The Nurse’s Role
Initiating Change
Implementing Change
Unplanned Change
Handling Constant Change
69
69
71
71
72
64
65
65
6
Managing and Improving
Quality
75
Introduction
76
Quality Management
Total Quality Management
Continuous Quality Improvement
Components of Quality Management
Six Sigma
Lean Six Sigma
DMAIC Method
76
76
77
77
78
79
79
Improving the Quality of Care
National Initiatives
Evidence-based Practice
Electronic Health Records
Dashboards
Rounding
Reducing Medication Errors
80
81
82
82
82
82
83
Risk Management
Nursing’s Role in Risk Management
Incident Reports
Examples of Risk
Root-cause Analysis
Peer Review
Role of the Nurse Manager
Creating a Blame-free Environment
83
84
84
85
87
87
87
90
What You Know Now
90
Tools for Managing and Improving Quality
91
65
66
Questions to Challenge You
91
References
92
66
7
66
What You Know Now
73
Tools for Initiating and Managing Change
73
Questions to Challenge You
73
References
74
Understanding Legal
and Ethical Issues
94
Introduction
95
Law and Ethics
95
Ethical Decision Making
Autonomy
Beneficence and Nonmaleficence
Distributive Justice
96
96
97
97
The Legal System
Sources of Law
Types of Law
Liability
97
97
98
99
Legal Issues in Nursing
Nursing Licensure
Patient Care Rights
Management Issues
100
100
100
105
Contents
Employment Issues
107
What You Know Now
108
Questions to Challenge You
109
References
109
8
Understanding Power
and Politics
110
Introduction
111
Power and Leadership
Power: How Managers and Leaders Get
Things Done
111
Using Power
Image as Power
Using Power Appropriately
114
114
116
Shared Visioning as a Power Tool
117
Power, Politics, and Policy
Nursing’s Political History
Using Political Skills to Influence Policies
Influencing Public Policies
118
118
119
121
How Nurses Can Influence the Future
123
111
What You Know Now
123
Tools for Using Power and Politics
124
Questions to Challenge You
124
References
124
Part 2 Learning Key Skills
in Nursing Management
9
Thinking Critically,
Making Decisions,
Solving Problems
125
Introduction
126
Critical Thinking
Critical Thinking in Nursing
Using Critical Thinking
Creativity
126
127
127
128
Decision Making
Types of Decisions
Decision-making Conditions
The Decision-making Process
Decision-making Techniques
Group Decision Making
130
130
131
132
133
135
Problem Solving
Problem-solving Methods
The Problem-solving Process
Group Problem Solving
135
135
137
140
xiii
Stumbling Blocks
Personality
Rigidity
Preconceived Ideas
141
141
141
141
Innovation
142
What You Know Now
142
Tools for Making Decisions and Solving
Problems
143
Questions to Challenge You
143
References
143
10
Communicating Effectively
145
Introduction
146
Communication
Transactional Model of Communication
Channels of Communication
Nonverbal Messages
Directions of Communication
Effective Listening
146
147
148
149
150
150
Effects of Differences in Communication
Gender Differences in Communication
Generational and Cultural Differences
in Communication
Differences in Organizational Culture
151
151
The Role of Communication in Leadership
Employees
Administrators
Coworkers
Medical Staff
Other Healthcare Personnel
Patients and Families
153
153
154
156
156
156
157
Collaborative Communication
157
Enhancing Your Communication Skills
158
152
152
What You Know Now
160
Tools for Communicating Effectively
160
Questions to Challenge You
161
References
161
11 Delegating Successfully
163
Introduction
164
Delegation
164
Benefits of Delegation
Benefits to the Nurse
Benefits to the Delegate
Benefits to the Manager
Benefits to the Organization
165
166
166
166
166
The Five Rights of Delegation
166
xiv Contents
13 Handling Conflict
198
Introduction
199
Conflict
Interprofessional Conflict
199
199
Conflict Process Model
Antecedent Conditions
Perceived and Felt Conflict
Conflict Behaviors
Conflict Resolved or Suppressed
Outcomes
200
200
202
203
203
203
Managing Conflict
Conflict Responses
Alternative Dispute Strategies
204
206
208
The Delegation Process
Steps in the Delegation Process
Key Behaviors for Successful
Delegation
Accepting Delegation
167
168
170
171
Ineffective Delegation
Organizational Culture
Lack of Resources
An Insecure Delegator
An Unwilling Delegate
Underdelegation
Reverse Delegation
Overdelegation
172
172
172
172
174
174
175
175
What You Know Now
176
Tools for Delegating Successfully
176
What You Know Now
209
Questions to Challenge You
176
Tools for Handling Conflict
209
References
177
Questions to Challenge You
209
Resources
209
References
210
12 Building and Managing
Teams
178
Introduction
179
Groups and Teams
Group Interaction
Group Leadership
179
182
182
Group and Team Processes: Homans
Framework
Norms
Roles
182
184
185
Building Teams
Assessment
Team-building Activities
186
186
187
Managing Teams
Task
Group Size and Composition
Productivity and Cohesiveness
Development and Growth
Shared Governance
187
187
188
188
190
190
The Nurse Manager as Team Leader
Communication
Evaluating Team Performance
190
190
191
Leading Committees and Task Forces
Guidelines for Conducting Meetings
Managing Task Forces
Patient Care Conferences
192
192
193
195
14 Managing Time
211
Introduction
211
Time-wasters
212
Setting Goals
Determining Priorities
Daily Planning and Scheduling
Grouping Activities and Minimizing
Routine Work
Personal Organization and Self-discipline
214
215
216
Controlling Interruptions
Phone Calls, Voice Mail, Email, and
Text Messages
In-person Interruptions
Paperwork
217
Controlling Time in Meetings
221
Respecting Time
222
216
217
218
220
220
What You Know Now
222
Tools for Managing Time
222
Questions to Challenge You
223
References
223
Part 3 Managing Resources
15 Budgeting and Managing
Fiscal Resources
224
What You Know Now
196
Tools for Building and Managing Teams
196
Introduction
225
Questions to Challenge You
196
References
196
The Budgeting Process
Timetable for the Budgeting Process
225
227
Contents
xv
17 Staffing and Scheduling
260
Introduction
261
Staffing
Patient Classification Systems
Determining Nursing Care Hours
261
262
263
Planning FTE Workforce
Determining Staffing Mix
Determining Distribution of Staff
263
264
264
Scheduling
Self-staffing and Scheduling
Shared Schedule
Open Shift Management
Weekend Staffing Plan
Automated Scheduling
266
266
267
267
267
268
Supplementing Staff
Internal Pools
External Pools
268
268
269
Approaches to Budgeting
Incremental Budget
Zero-based Budget
Fixed or Variable Budgets
227
228
228
229
The Operating Budget
The Revenue Budget
The Expense Budget
229
229
230
Determining the Salary and Nonsalary Budget
The Salary Budget
The Supply and Nonsalary Expense
Budget
230
230
The Capital Budget
234
Monitoring and Controlling Budgetary
Performance During the Year
Variance Analysis
Position Control
234
235
237
Staff Impact on Budget
Improving Performance
237
237
What You Know Now
239
What You Know Now
269
Tools for Budgeting and Managing Resources
240
Tools for Handling Staffing and Scheduling
269
Questions to Challenge You
240
Questions to Challenge You
270
References
240
References
270
16 Recruiting and
Selecting Staff
233
241
18 Motivating and
Developing Staff
271
Introduction
242
Introduction
272
The Recruitment and Selection Process
242
Recruiting Applicants
Where to Look
How to Look
When to Look
How to Promote the Organization
Cross-training as a Recruitment Strategy
243
244
245
245
245
246
A Model of Job Performance
Employee Motivation
Motivational Theories
272
273
273
Selecting Candidates
247
Interviewing Candidates
Principles for Effective Interviewing
Involving Staff in the Interview Process
Interview Reliability and Validity
248
248
252
253
Staff Development
Orientation
On-the-job Instruction
Preceptors
Mentoring
Coaching
Nurse Residency Programs
Career Advancement
Leadership Development
275
276
276
277
278
278
279
279
280
Making a Hire Decision
Education, Experience, and Licensure
Integrating the Information
Making an Offer
253
253
254
255
Succession Planning
281
Legality in Hiring
255
What You Know Now
281
Tools for Motivating and Developing Staff
281
Questions to Challenge You
282
References
282
What You Know Now
258
Tools for Recruiting and Selecting Staff
259
19 Evaluating Staff Performance
283
Questions to Challenge You
259
Introduction
284
References
259
Performance Management
284
xvi Contents
The Performance Evaluation Process
Management Responsibilities
Components of the Annual Performance
Evaluation
Developing Evaluation Tools
284
287
Methods for Collecting Performance Data
Peer Review
Self-evaluation
Skill Competency
Manager’s Evaluation
288
288
289
290
291
Facing the Challenges of Performance Review
291
Conducting the Annual Performance Review
292
287
288
What You Know Now
294
Tools for Evaluating Staff Performance
294
Questions to Challenge You
295
References
295
20 Feedback and Coaching,
Disciplining, and
Terminating Staff
296
Introduction
297
Feedback
297
Coaching
297
Feedback versus Coaching
299
Confronting Behavior
299
Discipline
299
Termination
303
Retaining Staff
Job Satisfaction
Improving Salaries
Retention Strategies
316
316
317
318
What You Know Now
320
Tools for Reducing Turnover, Retaining Staff
320
Questions to Challenge You
321
References
321
22 Dealing with Disruptive
Staff Problems
323
Introduction
323
Harassing Behaviors
Bullying
Lack of Civility
Horizontal Violence
324
324
324
325
How to Handle Problem Behaviors
Marginal Employees
Disgruntled Employees
326
327
327
The Employee with a Substance Abuse Problem
State Board of Nursing
Strategies for Intervention
Reentry
The Americans with Disabilities Act
and Substance Abuse
327
329
329
330
330
What You Know Now
330
Tools for Managing Staff Problems
331
Questions to Challenge You
331
References
331
What You Know Now
305
Tools for Feedback and Coaching,
Disciplining and Terminating Staff
305
Questions to Challenge You
305
23 Preparing for Emergencies
332
References
306
Introduction
332
307
Types of Emergencies
Natural Disasters
Man-made Disasters
Levels of Disasters
333
333
333
334
Hospital Preparedness for Emergencies
All-hazards Approach
Emergency Operations Plan
Surge Capacity
Disaster Triage
Continuation of Services
334
334
334
335
336
336
Staff Utilization in Emergencies
336
21 Managing Absenteeism,
Reducing Turnover,
Retaining Staff
Introduction
308
Absenteeism
A Model of Employee Attendance
Managing Employee Absenteeism
Absenteeism Policies
Selecting Employees and Monitoring
Absenteeism
Family and Medical Leave
308
308
311
312
Reducing Turnover
Cost of Nursing Turnover
Causes of Turnover
Understanding Voluntary Turnover
314
314
315
315
313
313
What You Know Now
338
Tools for Preparing for Emergencies
and Preventing Violence
338
Questions to Challenge You
338
References
339
Contents
24 Preventing Workplace
Causes of Stress
xvii
358
340
Organizational Factors
358
Introduction
340
Interpersonal Factors
358
Individual Factors
359
Violence in Healthcare
Incidence of Workplace Violence
Horizontal Violence
Consequences of Workplace Violence
Factors Contributing to Violence
in Healthcare
341
341
341
342
Consequences of Stress
360
Managing Stress
361
Violence
Personal Methods
361
Organizational Methods
362
342
What You Know Now
364
Preventing Violence
Zero-tolerance Policies
Reporting and Education
Environmental Controls
343
343
343
343
Tools for Managing Stress
364
Questions to Challenge You
364
References
365
Dealing with Violence
Verbal Intervention
344
A Violent Incident
Other Dangerous Incidents
Post-incident Follow-up
344
344
345
345
What You Know Now
347
Tools for Preventing Violence
347
Questions to Challenge You
347
References
347
25 Handling Collective
Bargaining Issues
349
27 Advancing Your Career
366
Introduction
366
Envisioning Your Future
367
Acquiring Your First Position
367
Applying for the Position
368
The Interview
368
Accepting the Position
373
Declining the Position
373
Progressing in Your Career
373
Tracking Your Progress
375
Identifying Your Learning Needs
376
Finding and Using Mentors
378
Introduction
349
Considering Your Next Position
379
Laws Governing Unions
350
Finding Your Next Position
379
Process of Unionization
350
Leaving Your Present Position
379
Handling Grievances
Unfair Labor Practices
The Grievance Process
351
351
352
Collective Bargaining and Nurses
Legal Issues of Supervision
The Future of Collective Bargaining
for Nurses
352
353
354
What You Know Now
354
Tools for Handling Collective Bargaining Issues
355
Questions to Challenge You
355
References
355
Part 4 Taking Care of Yourself
Adapting to Change
380
What You Know Now
380
Tools for Advancing Your Career
381
Questions to Challenge You
381
Online Resources
381
References
381
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