ABSTRACTMagnet status awarded by the American Nurses Credentialing Center (ANCC) is an honorable recognition that only 8% of hospitals in the United States has received(1).

Magnet status hospitals are known for having increased registered nurse (RN) job satisfaction, lower RN turnover, improved clinical outcomes, and patient satisfaction(2,3).

Evidence(4) shows that implementation of Magnet attributes is the driving force behind the improvement in RN job satisfaction and decreasing RN turnover.

One of ANCCs Magnet attributes is professional development(1). This masters project will explore the implementation of two Charge Nurse Development Workshops in the children’s surgical unit at Primary Children’s Hospital (PCH) and how it affects nursing turnover.

PICOT QUESTIONWhat is the effect on registered nurse turnover when a local hospital becomes Magnet status as compared to remaining non-magnet status within one year?

LITERATURE REVIEWRN turnover is a well-known issue for institutions(2) . Literature review revealed that Magnet status appeared to improve RN turnover.

• Institutions that focused on workplace wellness (a Magnet attribute) had lower nurse turnover rates(3)

• Institutions that had achieved or was in the process of achieving Magnet status had increased RN satisfaction and intent to stay(5)

• Research continually predicted that implementation of Magnet attributes increased RN job satisfaction and a decrease in RN turnover(6)

• Summary of research shows that the journey to obtaining Magnet recognition reduces nursing turnover rather than actually achieving Magnet recognition(4)

DEVELOPMENT AND IMPLEMENTATION OF A MAGNET ATTRIBUTE ON A SURGICAL UNIT AT

PRIMARY CHILDREN’S HOSPITAL

Anya Neidig, MSN, RN

Charge Nurse Professional Development Workshop

Phased Methodology

Phase I

• Distribution of workshop to all charge nurses on the children’s surgical unit

• Charge nurse instructed to watch workshop and come prepared to discuss at Leadership Council

Phase II

• Leadership Council: Brief review of workshop, discussion of leadership technique, discussion of refection questions

Phase III

• Implementation in charge nurse practice

Charge Nurse Professional Development Workshop

Content

Peer Feedback: T.A.G Method

• T ell something good

• A sk a question

• G ive feedback

Peer Mentoring: Delta Positive Method

• Delta: What can we do differently?

• Positive: What went well?

THEORETICAL FRAMEWORKHerzberg developed the Motivation-Hygiene theory in which he describes employee satisfaction(7).

• Motivating factors (satisfaction): achievement, recognition, responsibility, advancement, and growth.

• Hygiene Factors (dissatisfaction): company policies, supervision, work conditions, salary, status, and security.

Fixing hygiene factors will not create satisfaction. One must create motivating factors in the workplace to increase satisfaction(7)

CONCLUSIONS• Implementation of Charge Nurse

Professional Development Workshop has had a positive impact on the children’s surgical unit at PCH

• Since implementation, nursing turnover rates of the charge nurses has decreased as evidenced by no attrition

• Presentation of Charge Nurse Professional Development Workshop to take place at PCHs Leadership Council in January 2019

REFERENCES1. American Nurses Credentialing Center. (2018a). Growth of the program. Retrieved from http://www.nursecredentialing.org/Magnet/ProgramOverview/HistoryoftheMagnetProgram/ForcesofMagnetism/GrowthoftheProgram

2. Kovner, C.T., Djukic, M., Fatehi, F. K., Fletcher, J., Jun, J., Brewer, C., & Chacko, T. (2016). Estimating and preventing hospital internal turnover of newly licensed nurses: A panel survey. International Journal of Nursing Studies, 60, 251-262. doi: 10.1016/j.ijnurstu.2016.05.003

3. Stordeur, S. & D’Hoore, W. (2006). Organizational configuration of hospitals succeeding in attracting and retaining nurses. Journal of Advanced Nursing, 57(1), 45-58. doi:10.1111/j.1365-2648.2006.04095.

4. Aiken, L. H., Buchan, J., Ball, J., & Rafferty, A. M. (2008). Transformative impact of Magnet designation: England case study. Journal of Clinical Nursing, 17(24), 3330-3337. doi:10.1111/j.1365-2702.2008.02640

5. Bogaert, V.P., Timmermans, O., Weeks, S. M., Heusden, D. V., Wouters, K., & Franck, Erik. (2014). Nursing unit teams matter: Impact of unit-level nurse practice environment, nurse work characteristics, and burnout on nurse reported job outcomes, and quality of care, and adverse events-A cross-sectional survey. International Journal of Nursing Studies, 51, 1123-1134. doi: 10.1016/j.ijnurstui.2013.12.009

6.Chen, Y., & Johantgen, M. E. (2009). Magnet hospital attributes in European hospitals: A multilevel model of job satisfaction. International Journal of Nursing Studies, 47, 1001-1012. doi:10.1016/j.ijnurtu.2009.12.016

7. Mind Tools. (2018). Herzberg’s motivators and hygiene factors. Retrieved from https://www.mindtools.com/pages/article/herzberg-motivators-hygiene-factors.htm

8. American Nurses Credentialing Center. (2018b). Forces of magnetism. Retrieved from http://www.nursecredentialing.org/Magnet/ProgramOverview/HistoryoftheMagnetProgram/ForcesofMagnetism

9. Image upper right-hand corner retrieved from Pxhere with permission (2018)

10. Image bottom middle retrieved from Pxhere with permission (2018)

PROJECT METHODOLOGY

The ANCC defines characteristics of magnetism by 14 different attributes found in Magnet hospitals. Professional development is one of the 14 different attributes and is the attribute that will be focused on during the project(8). The project, based on the Magnet attribute professional development, is the implementation of two leadership workshop sessions coaching charge nurses on the children’s surgical unit at PCH about leadership development.

CONSTRUCTIVE FEEDBACK

Charge Nurse Professional Development Workshop

Anya Neidig, BSN, RN, MSN Student

PEER MENTORINGCharge Nurse Professional

Development Workshop

Anya Neidig, BSN, RN, MSN Student