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Magnet recognition program paper
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The Magnet Recognition Program was initially developed to attract and maintain nursing staff. According to American Nurses Credentialing Center’s (ANCC) web site, the program “was developed by the ANCC to recognize health care organizations that provide nursing excellence. The program also provides a vehicle for disseminating successful nursing practices and strategies.” Nursing administration continues to have an integral role associated with the demonstration of excellence in achieving the highest honor of nursing distinction. The exploration of force one, quality of nursing leadership, continues to be the foundation of magnet recognition.
The magnet recognition program began in the early 1980s as a stride towards promoting nurse retention in the United States. Administrators, directors, staff nurses, and hospital administration gathered together to discuss the essentials of hospital designation. The original research, gathered in 1983, was targeted to identify successful nurse retention. In 1993, the ANCC approved the standards set forth in previous research to become standardized utilizing the forces of magnetism. The 14 characteristics described by the ANCC as “forces of magnetism” define the structure of excellence within the healthcare environment. McClure & Hinshaw (2002), describe the following 14 characteristics that attract and retain nurses to magnet hospitals: “Quality nursing leadership, organizational structure, management style, personal policies and programs, professional models of care, quality of care, quality improvement, consultation and resources, autonomy, community and health organization, nurses as teachers, image of nursing, interdisciplinary relationships, and professional development”.
Nursing admini...
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... administrators along with staff and managers attend conferences like this to begin their magnet journey as well as continue for magnet re-designation. As of today's date there are currently 382 magnet-recognized facilities across the world.
Works Cited
Roussel, L., & Swansburg, R.C. (2009). Management and leadership for nurse administrators. Sudbury, MA: Jones & Bartlett Publishers.
McClure, M.L., & Hinshaw, A.S. (2002). Magnet hospitals revisited: attraction and retention of professional nurses. Washington, DC: American Nurses Association
Barrella, M. (2007). Massachusetts nurse leaders share best practices. Nursing Management, 1, 42-46.
Aiken, L.H., Havens, D.F., & Sloane, D.M. (2000). The magnet nursing services recognition program: a completion of successful applicants with reputational magnet hospitals . American Journal of Nursing, 100, 146-153.
Whitehead, D. K., Weiss, S. A., & Tappen, R. M. (2010). Essentials of nursing leadership and
Aiken, K. (2011). Nurse Outcomes in Magnet and Non Magnet Hospitals. Journal of Nursing Administration, 41(10), 428-433. doi:10.1097/NNA.Ob013e31822eddbc
The history of Magnet Status began in 1992. The American Nurse Credentialing Center first developed of the idea of Magnet Status after extensive research studies were perform during the nursing shortage of the 1980’s. The goal was to find out why some hospitals were able to retain and even recruit nurses during the shortage. It was found that of the 165 hospitals that participated, 41 shared seven core attributes. (Chaffee, Leavitt, & Mason, 2007) These seven attributes were the beginning of what have become the fourteen forces of Magnetism. The attributes or forces are based on nursing standards of care. That is the ability of the hospitals, working with the nursing staff to provide the excellent nursing care. That is care for the patient as well as the nursing staff and the hospital as a whole. The programs first awarded Magnet status in 1994. Since then several hundred have reached Magnet Status with several hundred more in the application process. In 2001 the first international hospital was awarded Magnet status. As with the medical field and even nursing all things must change, this includes the Magnet Program. In 1996 the standards and requirements along with the name evolved and changed. The program became known as the Magnet Recognition program for excellence in Nursing Service with requirements moving from internal review to pu...
There are many organizations pursing the accreditation by the American Nurses Credentialing Center (ANCC) Magnet Recognition Program (Pinkerton, 2008). It is a great achievement when an organization receives Magnet recognition. However, “several factors must be considered by those organizations making the decision, and these factors can be grouped and reviewed using the recently released empirical model for the Magnet Recognition Program” (Pinkerton, 2008, p. 323).
There is a shortage of all health care professions throughout the United States. One shortage in particular that society should be very concerned about is the shortage of Registered Nurses. Registered Nurses make up the single largest healthcare profession in the United States. A registered nurse is a vital healthcare professional that has earned a two or four year degree and has the upper-most responsibility in providing direct patient care and staff management in a hospital or other treatment facilities (Registered Nurse (RN) Degree and Career Overview., 2009). This shortage issue is imperative because RN's affect everyone sometime in their lifetime. Nurses serve groups, families and individuals to foster health and prevent disease.
Magnet Status is a credential of organizational acknowledgment of nursing superiority((Nursing world). It is given to hospitals that have satisfied the requirements intended to determine the quality and strength of their nursing (Nursing World). The magnet status award is given to hospitals by the American Nurses' Credentialing Center, which is an associate of the American Nurses Association (The truth about nursing, 2012). This award was started in 1990 as a way to recognize hospitals that offer outstanding nursing care(Hopkins Medicine). Since 1990, out of all 7,569 hospitals in the united states, only 258 of those hospitals have received the honor of magnet status (Hopkins Medicine). Magnet status does not come easy, so hospitals must work very hard in order to meet the strict requirements (Hawke, 2003). Magnet status is a
Is Nurse Executive/Nurse Management Practice a Profession? Nursing Economics, 30(1), 38-39. Munoz-Price, L. S. (2009). "The 'Price' of the 'Price'. " Long-Term Acute Care Hospitals.
The authors in this article aimed to discover nurse manager leadership styles and their outcomes. Nurses from hospitals in the Northeastern part of the United States were asked questions. The data was collected in a locked room, alone, so no one would influence the answers of someone else. The results were put into a software program and displayed for analysis. Results showed when choosing a nurse for a managerial leadership role, one should choose someone if they have the basic components of transformational leadership, not transactional leadership. The authors show that transformational leadership had revealed positive patient outcomes, retention, and satisfaction in the nursing staff. Those nurse leaders who have qualities of transformational leadership are encouraged to build on those skills constantly.
"Toward a Method for Identifying Facilities and Communities with Shortages of Nurses." Health Resourses and Services Administration. 2004. U.S. Department of Health and Human Services. 5 Dec. 2012 .
Azaare, J., & Gross, J. (2011). The nature of leadership in nursing management. British Journal of Nursing, 20(11), 672-680. Retrieved from EBSCO host
Nursing Excellence is very prominent at my hospital. We have the Center of Nursing Excellence that promotes shared leadership, exemplary practice, teamwork, creative innovations, and professional development. In addition, the Center for Nursing Excellence provides nurses with the resources to improve their nursing practice and patient care. For example, nurses have an opportunity to apply for research grant or attend conferences to improve patient care and practice nursing
The authors make a convincing argument that contagion warrants attention in the healthcare field to address registered nurse (RN) retention.
...elly, P., & Crawford, H. (2013). Nursing leadership & management. In Nursing leadership & management(2nd ed., pp. 168-177). Canada: Nelson Education.
As the forthcoming nursing shortage threatens the United States, organizations must be knowledgeable in the recruitment and retention of nurses. The challenge facing health care organizations will be to retain sufficient numbers of nurses to provide safe, efficient, quality care to patients. Organizations will look to recruit and attract quality nurses to fill vacancies. As turnover in nursing is a recurring problem, health care organizations will look for strategies to reduce turnover. The rate of turnover for bedside nurses in 2013 ranged from 4.4 to 44.6% (American Nurses Association, 2013). Nurse retention focuses on keeping nurses in the organization and preventing turnover. The purpose of this paper is to discuss the significance of recruitment and retention of nurses, review the literature, and explore how recruitment and retention apply to nursing.
In today’s society, leadership is a common yet useful trait used in every aspect of life and how we use this trait depends on our role. What defines leadership is when someone has the capability to lead an organization or a group of people. There are many examples that display a great sense of leadership such being an educator in health, a parent to their child, or even a nurse. In the medical field, leadership is highly used among nurses, doctors, nurse managers, director of nursing, and even the vice president of patient care services. Among the many positions in the nursing field, one who is a nurse manager shows great leadership. The reason why nurse manager plays an important role in patient care is because it is known to be the most difficult position. As a nurse manager, one must deal with many patient care issues, relationships with medical staff, staff concerns, supplies, as well as maintaining work-life balance. Also, a nurse manager represents leadership by being accountable for the many responsibilities he or she holds. Furthermore, this position is a collaborative yet vital role because they provide the connection between nursing staff and higher level superiors, as well as giving direction and organization to accomplish tasks and goals. In addition, nurse managers provide nurse-patient ratios and the amount of workload nursing staff has. It is their responsibility to make sure that nursing staff is productive and well balanced between their work and personal lives.