Morton, J., Williams, Y., & Philpott, M. (2006). New Zealand's Christchurch Hospital at night: An audit of medical activity from 2230 to 0800 hours. New Zealand Medical Journal, 119(1231).
Abstract: The authors conduct an audit of medical activity at Christchurch Hospital, a 650 bed tertiary centre, between 2230 and 0800 hours. They measured the volumes of tasks requiring completion overnight and identified the competencies required for this as well as the level of teamwork that existed. They found several organisational areas of concern, that indicate new approaches are required to staff the “hospital at night,” and an Out of Hours Multidisciplinary Team is recommended. Specific issues included the lack of teamwork from the Resident Medical Officers (RMOs), with some overextended while others were inactive. House officer tasks were largely generic rather than specialty specific; there was no formal handover from the afternoon or day shifts and the level of hospital medical staffing did not reflect the activity levels over the time period studied. The researchers also recommend an urgent review of the beep policy. A third of the admissions were to General Medicine, and basic medical activities (including admitting, reviewing, and prescribing drugs and fluids) for patients admitted under all specialties represented the majority of the night workload. Medical registrars had reduced some of the traditional multiple clerking by admitting patients themselves.
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Hughes, M., Kirk, R., & Dixon, A. (2018). New Zealand nurses' storied experiences of direction and delegation. Nursing Praxis in New Zealand, 34(3).
Abstract: Explores nurses' perceptions about their everyday direction and delegation interactions using a narrative inquiry approach. Invites Registered Nurses (RN)and Enrolled Nurses (EN) who hold a practising certificate, are employed in Canterbury, and registered with the Nursing Council, to participate in this research. Presents 8 narratives that highlight the nature of teamwork, the importance of communication, and the need for a delegation relationship.
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Finlayson, M., & Aitken, L. H. (2007). New Zealand nurses' reports on hospital care: An international comparison. Nursing Praxis in New Zealand, 23(1), 17–28.
Abstract: The authors present the results of a 2001 New Zealand survey on nurses' perception of staffing, work organisation and outcomes, comparing this with the 2001 International Hospital Outcomes Study (US, Canada, England, Scotland and Germany). The report describes the findings for job dissatisfaction, burnout and the intent to leave, the work climate in hospitals, workforce management, the structure of nurses' work, and quality of care. The authors discuss these findings and their implications for nursing in New Zealand.
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Brinkman, A., & Caughley, B. (2004). Measuring on-the-job stress accurately. Kai Tiaki: Nursing New Zealand, 18(8), 12–15.
Abstract: The authors discuss the usefulness of a generic tool to measure job stress in New Zealand workplaces, and report on a study using one such generic tool. The study involved sending questionnaires to all staff (193) who had worked at a regional women's health service for a minimum of six months. The mailed package contained the Job Stress Survey (JSS), the General Health Questionnaire (GHQ-12), demographic questions (including cultural safety), shift work questions, and a blank page for “qualitative comment”. Over 12,000 pieces of data were collected from the study but this article focuses only on the results of the JSS. The JSS can be used to determine a “job stress index” and can also be used to measure “job pressure” and “lack of organisational support”. For this study, job stress index scores were calculated and organised by occupational groupings. Midwives, nurses and doctors all cited inadequate or poor quality equipment, excessive paperwork, insufficient personal time, and frequent interruptions, as their top stressors. Three of these four stressors fall within the job pressure index. The results of the survey prompted organisational changes, including: extensive discussions; equipment being updated; management being made aware of the depth of concern felt by staff; the creation of a place for staff to have personal time; and coping intervention strategies were initiated. The authors suggest that no generic measure of job stress can fully evaluate stressors unique to a particular work setting. They support additional items being constructed and administered to assess stressors that are idiosyncratic to a particular occupational group.
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Moir, C., & Baby, M. (2022). Managing violence and aggression: graduate-entry nursing students' responses to pre-emptive communication skills education. Kai Tiaki Nursing Research, 13(1), 9–18.
Abstract: Argues that teaching de-escalation skills early in the nursing programme is vital for student safety and later retention in the nursing workforce. Sets out to determine the efficacy of communication training to teach nursing students agression-management skills while on clinical placement. Designs a quasi-experimental design using pre- and post-tests of communication competence following an education module delivered as part of the curriculum.
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Burke, A., Walker, L., & Clendon, J. (2015). Managing intergenerational nursing teams : evidence from the literature. Kai Tiaki Nursing Research, 6(1), 24–27.
Abstract: Examines current literature on the intergenerational nature of the nursing workplace, and presents strategies for creating work environments that acknowledge and cater for differences among nurses spanning four generations. Suggests recommendations to managers and policy-makers on how to utilise generational strengths and minimise intergenerational conflict.
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Jamieson, I., & Taua, C. (2009). Leaving from and returning to nursing : contributing factors. Nursing Praxis in New Zealand, 25(2), 15–27.
Abstract: Examines the experience of nurses who had been out of nursing for more than five years, and explores factors that influenced their leaving and return to practice. Invites nurses who had undertaken a Competency Assessment Programme at a given tertiary institution during 2005 to participate. Analyses and codes quantitative data for 32 nurses who completed the questionnaire, and identifies the three key issues that emerge.
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Graham, K. - L. (2021). Leadership toward positive workplace culture in Aotearoa New Zealand: clinical nurse manager perspectives. Master's thesis, Victoria University, Wellington.
Abstract: Seeks to understand how clinical nurse managers build positive culture in their workplace, while identifying leadership attributes and actions for generating positive workplace culture. Interviews 10 clinical nurse managers from one secondary hospital in the North Island about their strategies to build positive workplace culture: preparation for their role; maintaining perspective, and intention to enhance collaborative behaviour.
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Smith, A., Fereti, S. 'a, & Adams, S. (2021). Inequities and perspectives from the COVID-Delta outbreak: the imperative for strengthening the Pacific nursing workforce in Aotearoa New Zealand. Nursing Praxis in Aotearoa New Zealand, 37(3).
Abstract: Provides an overview of the COVID-19 pandemic in relation to Pacific communities, in order to identify the lessons for the health system and the Pacific nursing workforce. Cites data to show inequities for Pacific communities before and during the pandemic, to highlight the opportunities missed for prioritising them in the pandemic response. Reflects on the nursing response to COVID-19 in those Pacific communities, particularly the contribution of Pacific nurses, and how to strengthen the Pacific nursing workforce in the future.
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Brockie, T., Clark, T. C., Best, O., Power, T., Bourque Bearskin, L., Kurtz, D. L. M., et al. (2021). Indigenous social exclusion to inclusion: Case studies on Indigenous nursing leadership in four high income countries. Journal of Clinical Nursing, . Retrieved June 28, 2024, from http://dx.doi.org/DOI: 10.1111/jocn.15801
Abstract: Maintains that achieving health equity for indigenous populations requires indigenous nursing leadership to develop and implement new systems of care delivery. Develops a consensus among indigenous nurse academics from Australia, Canada, NZ and the US on the three themes of nursing leadership, to redress colonial injustices, to contribute to models of care and to enhance the indigenous workforce. Highlights five indigenous strategies for influencing outcomes: nationhood and reconcilation as levers for change; nursing leadership; workforce strategies; culturally-safe practices and models of care; nurse activism.
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Czuba, K. J. (2021). Improving outcomes for support workers in aged care. Ph.D. thesis, Auckland University of Technology, Auckland.
Abstract: Describes a rigorous and structured approach to development of an evidence-based e-mentoring intervention for NZ aged care support workers. Establishes the conceptual and theoretical bases to define the peer-mentoring intervention protocol, and investigates its feasibility and acceptability. Considers the evidence for improving psychosocial outcomes and turnover rates for support workers in the development of the WeCare Mentoring Programme.
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Lidiard, B. (2006). Implementing the Rating Scale for Aggressive Behaviours in the elderly: Can it make a difference to nursing management of aggressive behaviours in elderly patients with dementia? Ph.D. thesis, , .
Abstract: The Rating Scale for Aggressive Behaviours in the Elderly (RAGE) is a twenty-one item rating scale, designed specifically to measure aggressive behaviours in the elderly in the psychogeriatric inpatient setting. The purpose of the scale is to qualify the aggressive behaviour, note any changes in the behaviour, and record intervention and/or treatments. This study combines both qualitative and quantitative methods with exploratory and descriptive designs to explore nurses' experiences of using a consistent tool for monitoring, measuring and managing aggressive behaviours. Data gathered over a three month period of implementing RAGE aimed to provide a 'snapshot' of the prevalence, extent and type of aggressive behaviours within the inpatient setting, providing evidence to nurses in developing strategies for the management of aggression. Focus group interviews were used to enable nurses to discuss their experiences of utilising a clinically validated tool in their practice and how this made a difference to their practice. Findings from this research indicate that nurses within the setting found that RAGE is a consistent tool with which nurses can record, measure and monitor aggressive behaviours. Responses from nurses' experiences of utilising RAGE in their practice were varied, with some being unable to articulate how RAGE had made a difference to their practice. Despite this there was an overwhelming positive response for the continued use of RAGE within the setting as a clinically validated tool by which to measure, record and manage aggressive behaviours.
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McKenna, B., Smith, N. A., Poole, S., & Coverdale, J. (2003). Horizontal violence: Experiences of registered nurses in their first year of practice. Journal of Advanced Nursing, 42(1), 90–96.
Abstract: The aims of this study were to determine the prevalence of horizontal violence, or bullying, experienced by nurses in their first year of practice; to describe the characteristics of the most distressing incidents experienced; to determine the consequences, and measure the psychological impact, of such events; and to determine the adequacy of training received to manage horizontal violence. An anonymous survey was mailed to 1169 nurses in New Zealand who had registered in the year prior to November 2000 with a response rate of 47%. Many new graduates experienced horizontal violence across all clinical settings. Absenteeism from work, the high number of respondents who considered leaving nursing, and scores on the Impact of Event Scale all indicated the serious impact of interpersonal conflict. Nearly half of the events described were not reported, only 12% of those who described a distressing incident received formal debriefing, and the majority of respondents had no training to manage the behaviour.
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Lauder, G. C. (2004). Health in the workplace: An exploration of healthy options for an aged care setting.
Abstract: People working in aged care settings in New Zealand spend approximately 30% of their lives in their workplace. There is a challenge for workplaces to support people to maintain and improve their health status. This project investigated the question: How can workplaces support staff to maintain health in an aged care environment? The project concerned two considerations: primarily what people can do for themselves and how the organisation can assist their interest and maintain their investment in health based activities and secondly what workplaces can do to make the organisations more healthy. The philosophy and the realities of the workplace were reviewed and the project addressed the strategies that could be adopted by the workplace. The study identifies a series of practical activities and outcomes that aged care facilities can undertake for nurses/caregivers or other members of staff working in the workplace. The findings lead to recommendations about healthy outcomes and managing health and creating a positive climate for health within the workplace.
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Budge, C., Carryer, J. B., & Wood, S. (2003). Health correlates of autonomy, control and professional relationships in the nursing work environment. Journal of Advanced Nursing, 42(3), 260–268.
Abstract: The aim of this study was to examine nursing in New Zealand and to see whether aspects of the work environment are associated with health status. A total of 225 registered nurses in a general hospital completed the Revised Nursing Work Index (NWI-R) and Medical Outcomes Study (MOS) 36-Item Short-Form Health Survey (SF-36). Ratings indicated that the New Zealand hospital environment was characterized by less autonomy and control and better nurse-physician relations than in USA hospitals. Results of correlations demonstrated that more positive ratings of the three workplace attributes were associated with better health status amongst the nurses. The results of regression analyses were indicative either of a confounding relationship or of a mediating relationship such that nurses' relations with physicians, administration and other departments mediate the associations between autonomy, control and health status.
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