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Assessing professional behavior: yesterday, today, and tomorrow.

PURPOSE: The author interprets the state of the art of assessing professional behavior. She defines the concept of professionalism, reviews the psychometric properties of key approaches to assessing professionalism, conveys major findings that these approaches produced, and discusses recommendations to improve the assessment of professionalism. METHOD: The author reviewed professionalism literature from the last 30 years that had been identified through database searches; included in conference proceedings, bibliographies, and reference lists; and suggested by experts. The cited literature largely came from peer-reviewed journals, represented themes or novel approaches, reported qualitative or quantitative data about measurement instruments, or described pragmatic or theoretical approaches to assessing professionalism. RESULTS: A circumscribed concept of professionalism is available to serve as a foundation for next steps in assessing professional behavior. The current array of assessment tools is rich. However, their measurement properties should be strengthened. Accordingly, future research should explore rigorous qualitative techniques; refine quantitative assessments of competence, for example, through OSCEs; and evaluate separate elements of professionalism. It should test the hypothesis that assessment tools will be better if they define professionalism as behaviors expressive of value conflicts, investigate the resolution of these conflicts, and recognize the contextual nature of professional behaviors. Whether measurement tools should be tailored to the stage of a medical career and how the environment can support or sabotage the assessment of professional behavior are central issues. FINAL THOUGHT: Without solid assessment tools, questions about the efficacy of approaches to educating learners about professional behavior will not be effectively answered.

Education, Medical↗

A description of the roles, activities, and skills of clinical nurse specialists in the United States.

Clinical nurse specialists (CNSs) frequently adapt to meet the challenging and changing needs of patients, families, nurses, physicians, and institutions, thus creating an advance practice role that is problematic in definition and description. The two dilemmas associated with CNSs have been role confusion and ambiguity, and the inability to explicate CNSs' value in economic terms. The purpose of this study was to describe the roles, activities, skills, and the cost-saving and revenue-generating activities of Master's-prepared nurses who function in traditional CNS roles in the United States. A descriptive research design was employed, using Role Theory as a framework to guide the study. The tool used to measure CNS practice included a 68-item instrument. It was pretested and used in two pilot studies. Content validity was supported by three experienced CNSs who were, at the time, in a doctoral nursing program. Instrument reliability was 0.89. Surveys were mailed to all individuals who subscribed (n = 2379) to the Clinical Nurse Specialist Journal. From the convenience sample, 724 CNSs participated, providing a margin of error of +/- 4 percentage points with a 99% confidence level. Regarding the five role components, CNSs reported (listed from most frequently to least frequently) spending time in the role of expert practitioner, educator, consultant, administrator, and researcher. Most of the activities listed in each of the roles were typical of CNS practice. Of the advanced practice roles, the two with the most surprising results were the expert practitioner and administrator roles. The results indicated a trend toward performing advanced skills that have been in the past considered solely medical practice and toward increasing administrative responsibilities. A small number of CNSs were able to identify cost-saving and revenue-generating activities, including the monetary value of the activity.

Adult↗

Free enterprise.

Explore the source record for details and available documents.

Entrepreneurship↗

Financial and organizational factors affecting the employment of nurse practitioners and physician assistants in medical group practices.

This study examines the financial and organizational factors that are associated with the employment of nurse practitioners (NPs) and physician assistants (PAs) in medical group practices. The source of the data is a survey of 128 medical group practices in Minnesota. The findings suggest that the employment of NPs and PAs and their ratios to primary care physicians (PCPs) in practices that employ them are influenced by the organizational characteristics of the group practice but not by the degree of financial risk sharing for patient care. Although neither the number of years of experience in financial risk sharing nor more revenue from capitation payment contracts were related to employment of these midlevel practitioners (MLPs), large practices, those located in rural locations, not-for-profit practices, and those that scored low on cohesive cultural traits were more likely to employ MLPs. The data provide insights into the market for MLPs and the potential for these clinicians in the future health care system. As medical group practices become larger and have more organizational capacity, they can likely be expected to increase the employment of MLPs and integrate them into their organizations.

Capitation Fee↗

Conceptual development of nurse-physician collaboration.

The concept of nurse-physician collaboration has significance in today's changing health care environment. Two camps' views concerning nurse-physician collaboration are presented. Camp I supports nurse-physician collaboration using four indicators: (1) mutual power-control, (2) separate and combined practice spheres, (3) mutual concerns, and (4) common patient goals. Camp II takes a totally different approach and describes the structure that must be present before collaboration may exist. The literature supports the use of both camps' views in developing measures for the concept of collaboration. Once these aspects of collaboration can be accurately measured then recommendations can be made concerning changes needed in health care delivery systems to effect outcomes.

Concept Formation↗

Nurse-physician collaboration: a descriptive study.

The purpose of this research was to investigate the nature of nurse-physician collaboration using four indicators (power-control, practice spheres, concerns, and goals) in a random mail survey of registered nurses (N = 59) and physicians (N = 67) in a midwestern metropolitan county. Subjects completed a nurse or physician communication scale, an adaptation of the Weiss and Davis Collaborative Practice Scales, a practice spheres, and a goals checklist. Nurses and physicians were homogeneous on the power-control indicator, (chi 2 = .3(3), p = .98) and concern indicator (chi 2 = 7.2(4), p = .13). Nurses and physicians were inconsistent in their perceptions of responsibilities for practice spheres and patient goals. Relationships of demographic variables to collaboration indicators supported profiles of nurses and physicians who may be less collaborative.

Adult↗

The scholarship of a practice discipline.

The article proposes that all nurses, as members of a discipline that is embedded in practice, share in the obligation to take part, in different capacities, in the generation of nursing scholarship. A model of scholarly inquiry that connects knowledge development and professional values to gather wisdom that benefits the health and well-being of society is advanced. Opportunity for all nurses to engage in a dialogue to create ownership of their scholarship is pivotal to its revisioning.

Humans↗

Reiki therapy: the benefits to a nurse/Reiki practitioner.

This study evaluates how nurses who gave Reiki therapy perceived the benefit of this therapy on their clients and on themselves concurrently as providers of the therapy. As an adjunct, the study's purpose was to enhance the understanding and credibility of nurse/Reiki practitioners.

Holistic Nursing↗

Implementation of a salaried compensation program for registered nurses.

Compensation is a key variable in recruitment and retention of registered nurses. A 6-month trial of an exempt/salaried wage program for registered nurses, based on normative change theory, was implemented in the adult critical care division of a 491-bed community hospital. A total of 58 registered nurses participated in the trial. At the end of 6 months on salary, 94% (53) of the nurses voted to remain salaried. The staff perceived that the new wage program increased flexibility in work schedules and promoted teamwork and professional autonomy.

Critical Care↗

The intrinsically motivated nurse. Help and hindrance from evaluation feedback sessions.

Self-determination theory describes the working conditions necessary for the experience of self-motivation. Performance evaluation sessions represent extraordinary opportunities to enhance motivation, yet often are approached with anxiety. An innate desire for feedback meets with a learned response of fear, by both the evaluator and evaluatee. Psychological fusion theory explains the source of this conflict and what nurse executives can do to use these sessions for motivational impact while ameliorating the attendant stress.

Employee Performance Appraisal↗

Implementing a councilor model: process and outcomes.

The councilor model of shared governance was implemented at the Central Arkansas Veterans Healthcare System in January 1995. The goal was to reduce, eliminate, and consolidate nursing committees, enhance communication, and increase the decision-making abilities and opportunities of staff members. A study was conducted to determine the perceptions of the nursing staff relative to the culture of the organization after implementation of the model. The authors describe the process and outcomes of the resulting performance improvement processes, organizational redesign, and outcomes of this initiative.

Arkansas↗

What constitutes effective leadership? Perceptions of magnet and nonmagnet nurse leaders.

Magnet hospitals, so named because of their ability to attract and retain nurses, have been operating for nearly 20 years. Although research on their success, particularly related to job satisfaction and retention of nurses, is available, research on magnet nurse leader effectiveness has been limited to the pivotal role the nurse leader plays in supporting a magnet culture. To enhance the research groundwork in magnet hospitals and nursing leadership, 16 nurse leaders from magnet and nonmagnet hospitals were interviewed. They were asked to identify leadership qualities they considered valuable in today's healthcare setting. The author contrasts the opinions of magnet and nonmagnet leaders relating to their leadership traits, organizational structures they discern as being supportive of professional nursing practice, and their perceptions of how a successful organization is created.

Attitude of Health Personnel↗

Organizational dimensions of hospital nursing practice: longitudinal results.

Assessment of nurses' perceptions regarding key aspects of their work environment informs nurse administrators and helps keep a finger on the organizational pulse so that they can plan effectively for staffing needs and quality care. Longitudinal assessment of nurses' perceptions of the realities of the work environment is even more critical to inform nurse administrators for decision making and planning, especially during turbulent times. The authors report on a hospital's experience in selecting, evaluating, and, at times, discarding instruments to attain the best information on their nurses' perceptions regarding their work environment. These longitudinal findings can help nurse administrators design a more positive work environment for their nurses.

Adult↗

Leadership and nurse retention: the pivotal role of nurse managers.

As the link between executives and bedside nurses, nurse managers assume roles that bridge both organizational and professional goals. Nurse retention is one of the many responsibilities that characterize the nurse manager's work. To better understand the pivotal role of nurse managers, the authors describe the views of 32 nurse managers regarding their roles and the characteristics they need to promote retention.

Adult↗