Shared Governance In The Workplace

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Many newly graduated nurses have experienced transition shock in the workplace during the process of professional role adaptation and development (Duchscher 2009). A large amount of literature also reported that new graduate nurses often have experienced poor working environment or poor relationships with colleagues (Kim & Oh 2016; Malena King-Jones MS 2011; Parker et al. 2014). These factors could result in high turnover rates at approximately 35-60% in the first 12 months of graduation (Beecroft, Dorey & Wenten 2008). Assimilating into the nursing culture in this context may refer to the inclusion and acceptation by the experienced nurses in the workplace, which is challenging in the first to six months employment (Kelly & Ahern 2009). As …show more content…

It refers to a decentralised structure that the decision-making is based on the principles of partnership, equity, accountability and ownership (Swihart 2006). The framework of shared governance indicates a collaborative relationship. Shared governance grants clinical governance that is a systematic approach to improve quality and safety of care (Wilkinson, Rushmer & Davies 2004) and self-governance in daily practice for nurses. Individual learning is essential to shared governance, clinical governance and self-governance. Benner (1984) described that there are five stages of clinical competence. As a future RN, I need to understand my roles, my responsibilities and continue to develop competence to maintain the capacity for practice (Nursing and Midwifery Board of Australia 2016a) and to meet the expectations of the organisation and colleagues. In addition, I need to develop shared values with other staff members in the organisations through professional socialisation. Values guide our professional performance and behaviours. The commitment to corporate values of the organisation contributes to the relational partnership and nursing shared governance (Joseph & Bogue …show more content…

Assimilating into a work environment has individual and systematic barriers. As a CALD new graduate, it is particularly challenging to work in an Australian cultural context of nursing. An Australian study suggested that support from both individual and structural empowerment is crucial for newly graduated nurses to successfully integrate into a new working culture and healthcare system (Johnstone, Kanitsaki & Currie 2008). Many organisations offer the transition to practice programs, which provides a structured orientation, rotation, preceptor support and additional learning opportunities for the initial 12 months. Peer factors have a significant influence on professional behaviours and nurses’ socialisation (Price 2009). During orientation, I will have the opportunities to form a network of my peers and support each other. Moreover, assigning experienced nurses as preceptors to the new graduates can reduce cultural shock, reduce ethnocentric attitudes and cultural stereotyping from both CALD nurses and Australian nurses (Jeon & Chenoweth 2007; Marks-Maran et al. 2013). New graduates’ professional practice and behaviours are more influenced by senior nurses (Hinds & Harley 2001).Therefore, feedback from senior nurses can help me to recognise my weakness and improve clinical practice, which will assist me to understand and extend my professional role. Furthermore, preceptorship program may provide

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