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The implementation and outcomes of self‐managing teams in elderly care: A scoping review
AIM: We aim to map the existing evidence and gaps in research on the implementation and outcomes of self‐managing elderly care teams. BACKGROUND: Due to increasing demand for elderly nursing care and an ageing workforce, recruiting and retaining community nurses have become challenging. Implementing...
Autores principales: | , , , |
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Formato: | Online Artículo Texto |
Lenguaje: | English |
Publicado: |
John Wiley and Sons Inc.
2022
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Materias: | |
Acceso en línea: | https://www.ncbi.nlm.nih.gov/pmc/articles/PMC10092661/ https://www.ncbi.nlm.nih.gov/pubmed/36192833 http://dx.doi.org/10.1111/jonm.13836 |
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author | de Bruin, Jeanine Doodkorte, Remco Sinervo, Timo Clemens, Timo |
author_facet | de Bruin, Jeanine Doodkorte, Remco Sinervo, Timo Clemens, Timo |
author_sort | de Bruin, Jeanine |
collection | PubMed |
description | AIM: We aim to map the existing evidence and gaps in research on the implementation and outcomes of self‐managing elderly care teams. BACKGROUND: Due to increasing demand for elderly nursing care and an ageing workforce, recruiting and retaining community nurses have become challenging. Implementing self‐managing teams may be a solution to address this problem. EVALUATION: This scoping review included 27 studies, varying from narrative reviews to a quantitative cross‐sectional study. The studies' primary focus on self‐managing teams was essential for eligibility. KEY ISSUES: Nurses' job satisfaction was high in self‐managing teams due to improved relationships with patients and increased autonomy. Continuity of care and patient acceptability were high. Transformation of managers to coaches in a team with a flat hierarchy is needed to empower nurses with responsibility for their own work. Trust and teamwork should be assisted by suitable ICT support systems. CONCLUSIONS: International interest in self‐managing teams is large, but quantitative research is limited and guidelines for implementation are needed. Recommendations for potential successful implementation were made. IMPLICATIONS FOR NURSING MANAGEMENT: Nurse autonomy and job satisfaction can increase by implementing self‐managing teams. This requires a change in management styles, from managing to coaching nurses. |
format | Online Article Text |
id | pubmed-10092661 |
institution | National Center for Biotechnology Information |
language | English |
publishDate | 2022 |
publisher | John Wiley and Sons Inc. |
record_format | MEDLINE/PubMed |
spelling | pubmed-100926612023-04-13 The implementation and outcomes of self‐managing teams in elderly care: A scoping review de Bruin, Jeanine Doodkorte, Remco Sinervo, Timo Clemens, Timo J Nurs Manag Regular Issue AIM: We aim to map the existing evidence and gaps in research on the implementation and outcomes of self‐managing elderly care teams. BACKGROUND: Due to increasing demand for elderly nursing care and an ageing workforce, recruiting and retaining community nurses have become challenging. Implementing self‐managing teams may be a solution to address this problem. EVALUATION: This scoping review included 27 studies, varying from narrative reviews to a quantitative cross‐sectional study. The studies' primary focus on self‐managing teams was essential for eligibility. KEY ISSUES: Nurses' job satisfaction was high in self‐managing teams due to improved relationships with patients and increased autonomy. Continuity of care and patient acceptability were high. Transformation of managers to coaches in a team with a flat hierarchy is needed to empower nurses with responsibility for their own work. Trust and teamwork should be assisted by suitable ICT support systems. CONCLUSIONS: International interest in self‐managing teams is large, but quantitative research is limited and guidelines for implementation are needed. Recommendations for potential successful implementation were made. IMPLICATIONS FOR NURSING MANAGEMENT: Nurse autonomy and job satisfaction can increase by implementing self‐managing teams. This requires a change in management styles, from managing to coaching nurses. John Wiley and Sons Inc. 2022-10-17 2022-11 /pmc/articles/PMC10092661/ /pubmed/36192833 http://dx.doi.org/10.1111/jonm.13836 Text en © 2022 The Authors. Journal of Nursing Management published by John Wiley & Sons Ltd. https://creativecommons.org/licenses/by-nc-nd/4.0/This is an open access article under the terms of the http://creativecommons.org/licenses/by-nc-nd/4.0/ (https://creativecommons.org/licenses/by-nc-nd/4.0/) License, which permits use and distribution in any medium, provided the original work is properly cited, the use is non‐commercial and no modifications or adaptations are made. |
spellingShingle | Regular Issue de Bruin, Jeanine Doodkorte, Remco Sinervo, Timo Clemens, Timo The implementation and outcomes of self‐managing teams in elderly care: A scoping review |
title | The implementation and outcomes of self‐managing teams in elderly care: A scoping review |
title_full | The implementation and outcomes of self‐managing teams in elderly care: A scoping review |
title_fullStr | The implementation and outcomes of self‐managing teams in elderly care: A scoping review |
title_full_unstemmed | The implementation and outcomes of self‐managing teams in elderly care: A scoping review |
title_short | The implementation and outcomes of self‐managing teams in elderly care: A scoping review |
title_sort | implementation and outcomes of self‐managing teams in elderly care: a scoping review |
topic | Regular Issue |
url | https://www.ncbi.nlm.nih.gov/pmc/articles/PMC10092661/ https://www.ncbi.nlm.nih.gov/pubmed/36192833 http://dx.doi.org/10.1111/jonm.13836 |
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