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Published on: February 16, 2011
Creating an Organizational Culture and Climate of Meaningful Recognition for Nurse Managers
M Lindell Joseph1, Lesly Kelly, Mary Beth Hovda Davis
1Author Affiliations: Distinguished Scholar in Nursing, Clinical Professor and Director, Health Systems/Administration and CNL Programs (Dr Joseph), College of Nursing, The University of Iowa; Nurse Scientist (Dr Kelly), CommonSpirit Health, Phoenix, Arizona; Nurse Practice Leader (Davis), University of Iowa Hospital and Clinics, Iowa City; CEO DAISY Foundation (Dr Zimmermann), DAISY Foundation, Anacortes, Washington; Director (Ward), AONL Foundation for Nursing Leadership Research and Education, Chicago, Illinois.
Objectives:
To examine the current nurse manager (NM) recognition culture and climate in organizations and to develop a theoretical foundation for meaningful recognition.
Background:
Nurse managers call for wider recognition, but the theoretical conceptualization and underpinnings of meaningful recognition are sparse in the literature.
Methods:
A qualitative descriptive design was used utilizing individual interviews. The study participants included 30 individuals consisting of NMs, chief nursing officers, and chief nursing executives. Content analysis was conducted.
Results:
A theoretical model with super-categories and supportive quotes was created to operationalize a culture and climate of meaningful recognition in the organizations represented by the sample.
Conclusion:
This qualitative descriptive study highlights the importance of recognizing the value of NMs for their contributions to nursing leadership and patient care. Implications of recognizing NMs are counteracting the feeling of being invisible and mitigating issues within the work environment.
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