Ripple effect: Shared governance and nurse engagementNursing Management (Springhouse): October 2017 - Volume 48 - Issue 10 - p 1 doi: 10.1097/01.NUMA.0000526008.05995.99 CE Connection GENERAL PURPOSE: To provide information about a study undertaken to see the effect of a shared governance model on RN engagement. LEARNING OBJECTIVES/OUTCOMES: After completing this continuing-education activity, you should be able to: 1. Examine factors contributing to and detracting from RN engagement. 2. Discern the effects of this study on RN engagement. The need to foster RN engagement is illustrated by the national average turnover of clinical nurses at 17%. 22%. 27%. The national average cost to replace an RN is $35,000. $46,000. $64,000. According to the researchers, the concepts of the shared governance model are aimed primarily at achieving improvement in the RN work environment. patient satisfaction. reduced readmission rates. Which wasn't identified by the researchers as a possible causative factor associated with RN turnover? salary inequalities role ambiguities issues with management The researchers include the attributes of high vigor, strong dedication to work, and positive absorption in work in their definition of professional pride. work engagement. professional competency. The concept of absorption in work is characterized by the RNs being fully concentrated and engrossed in their work. deriving significance from their work. having the resilience to persist in the face of difficulties. In the study facility, nursing management was historically diffused among several power centers. required to meet with staff periodically. hierarchical. The role of managers in shared governance is to direct discussions to ensure that best practices are identified. serve as subject matter experts for regulatory requirements. ensure that staff members understand the consequences of their decisions. Which of the following wasn't a variable measured in this study? dedication barriers to success the influence of salary and benefits on retention In 2013, before this study, the MICU had an RN turnover rate of approximately 21%. 28%. 35%. An issue faced by the MICU in the 3 years before this study was the tension involved in seeking Magnet® recognition. having three different directors and four different managers. low patient satisfaction scores. The initial staff council was formed by RNs who were selected by their supervisors for their clinical expertise. had at least 3 years of bedside experience. showed interest in joining and completed a council application. To identify whether observed changes on the unit were the result of shared governance, the researchers measured engagement, vigor, and absorption pre- and postimplementation. asked the focus group the same questions pre- and postimplementation. based the findings on the results produced by the Utrecht Work Engagement Scale. The response rate for the 110 MICU RNs receiving surveys was about 5%. 15%. 25%. Common themes discussed by the preintervention focus group included all of the following except the need to improve unit quality. dissatisfaction with past communication. the need for stable management. As revealed by the preintervention focus groups, the unit's poor physician-RN interactions were fostered by time constraints felt by the physicians and nurses. not brought to nursing management for support in resolving them. considered unsolvable. The mean postimplementation change in the three variables studied showed a(n) statistically significant decrease. increase, but not statistically significant. statistically significant increase. Which wasn't identified as a recommendation for similar projects? need to ensure anonymity of survey responses use of paper surveys rather than online use of the shorter Work and Well-being Survey Copyright © 2017 Wolters Kluwer Health, Inc. All rights reserved.