PubMed indexed nursing journal article titles & abstracts

Body Mass Index, Weight, and Pressure Ulcer Prevalence: An Analysis of the 2006-2007 International Pressure Ulcer Prevalencetrade mark Surveys.

J Nurs Care Qual. 2008 Jul 17;

Authors: Vangilder C, Macfarlane G, Meyer S, Lachenbruch C

To assess the relationships among pressure ulcer prevalence, body mass index (BMI), and weight, this report analyzed the US data from the 2006 and 2007 International Pressure Ulcer Prevalencetrade mark Surveys. Findings indicated an overall reduction in pressure ulcer prevalence from 2004 and 2005 to 2006 and 2007; there was a higher prevalence of pressure ulcers in patients with low BMI and patients with both low and high weights. One in 10 patients were extremely obese.

PMID: 18641521 [PubMed - as supplied by publisher]

Why Do Chronic Venous Leg Ulcers Not Heal?

J Nurs Care Qual. 2008 Jul 12;

Authors: Jones KR

Chronic venous leg ulcers account for the majority of lower extremity ulcers and represent a serious health and financial burden. Although several clinical practice guidelines and systematic reviews are available to guide treatment decisions, healing rates have not improved over the last decade. This research study illustrates some of the limitations of relying on existing databases to guide wound management as well as the importance of considering patient preferences, staff knowledge and skill, and available resources.

PMID: 18628719 [PubMed - as supplied by publisher]

Reducing Serious Injury From Falls in Two Veterans' Hospital Medical-Surgical Units.

J Nurs Care Qual. 2008 Jul 12;

Authors: Quigley PA, Hahm B, Collazo S, Gibson W, Janzen S, Powell-Cope G, Rice F, Sarduy I, Tyndall K, White SV

A large veteran's hospital participated in a year-long collaborative project across 9 hospitals to reduce serious injury from falls in acute care, targeting medical-surgical units. The primary objective of this project was to develop and test a set of interventions (bundles) to prevent serious physical injury (fractures and hemorrhagic bleeds) from patient falls. The interventions were implemented using tests of change on 2 medical-surgical units focused on engaging unit-based staff and combining innovations for vulnerable populations at greatest risk for injury if they fall.

PMID: 18628718 [PubMed - as supplied by publisher]

[A high-resolution gastroenterology clinic in Andalusia: what is it, and how should it work]

Rev Esp Enferm Dig. 2008 Jan;100(1):5-10

Authors: Herrerías Gutiérrez JM, Argüelles Arias F, Martín Herrera L, Montero Domínguez JM, de Dios Vega J, Martín-Vivaldi Martínez R, Domínguez Macías A, Maldonado Eloy-García J, Sánchez Cantos AM, Romero Gómez M, Márquez Galán JL

INTRODUCTION: The present concept in our healthcare system is that medical care should be given on an outpatient basis with hospitalization occurring only when essential. We therefore put forth the development of the "all in one" outpatient office or "high resolution" outpatient clinic. For such purpose we administered a questionnaire to various Andalusian hospitals to define and determine those aspects necessary in the development of the aforementioned outpatient office. MATERIALS AND METHODS: The questionnaire was filled out by 10 Andalusian hospitals. This is a prospective-descriptive study of responses from all 10 participating hospitals. The 27 questions inquired on the existence of such an outpatient office and the infrastructure needed to develop this service: How many patients are seen, where is it physically located, where do patients come from, criteria for assigning patients to this medical office, condition of incoming patients, whether ultrasound scans are performed, whether an integrated hospital computer system exists, nursing staff, how many visits are required before coming to a diagnosis, and finally whether this type of outpatient office is needed, and if so, why. RESULTS: Of all 10 hospitals, 5 of them had this type of clinic. All of them considered this type of outpatient service essential. The number of patients treated should be "10", in the hospital itself. There are differences as to whether patients should come from the emergency room or a primary care physician. It seems logical to assume that only patients who can be diagnosed via ultrasounds or endoscopy should be chosen. To allow an ultrasonogram the patient should visit the outpatient office in a state of "fasting" and with standard blood counts from the primary care physician. The outpatient clinic should have a computer system and its own nurse. According to participating hospitals this type of outpatient visits is very useful in our present healthcare system, as it allows higher levels of collaboration between Primary Care and the specialist; it also provides a rapid orientation regarding patient pathology, and acts as a "filter" for the rest of the healthcare system. CONCLUSIONS: The outpatient office should be tended to by an attending specialist in the field (FEA) with knowledge and experience in ultrasounds and gastrointestinal endoscopy, as well as user competency with the required computer programs. In our present-day system this can be considered a modality of high-resolution outpatient services and a model of efficiency.

PMID: 18358054 [PubMed - indexed for MEDLINE]

Perspective: the world, your work and you!

Can J Nurs Adm. 1998 Nov-Dec;11(4):57-63

Authors: Ferguson-Paré M

PMID: 10025275 [PubMed - indexed for MEDLINE]

Home care--when will the information age arrive?

Can J Nurs Adm. 1998 Nov-Dec;11(4):46-56

Authors: Carefoote R

This is the final article in a series of three focusing on key management processes in home care. The first article addressed the issue of quality management; the second examined service and human resource issues. This article looks at financial and information management, recognizing that financial management hinges on access to good information. The article focuses on the information issues in home care. It starts by outlining the context that makes the need for home care information critical and discusses some of the issues found in existing information. It then identifies some of the operational, clinical, financial and utilization information needs of home care administrators.

PMID: 10025274 [PubMed - indexed for MEDLINE]

Witmer establishes provincial task force to review nursing services.

Can J Nurs Adm. 1998 Sep-Oct;11(3):95-101

Authors:

PMID: 9855888 [PubMed - indexed for MEDLINE]

Health care issues: managing services and people in home care: today's challenge.

Can J Nurs Adm. 1998 Sep-Oct;11(3):77-94

Authors: Carefoote RL

This article is the second in a series of three focusing on key management processes in home care. The first article addressed the issue of quality management and the next article looks at financial and information management. This article examines the issues of service and human resource management with an emphasis on service management. It starts by outlining some of the pressures behind the unprecedented demand for home care services and looks at a few of the strategies home care agencies can utilize to manage service demand. It then moves to a discussion of human resources, specifically the case manager. Basic qualifications, knowledge, skills, and attributes are outlined and administrators are encouraged to facilitate the ongoing development of this costly and critical resource.

PMID: 9855887 [PubMed - indexed for MEDLINE]

Partnerships: the foundation for future success.

Can J Nurs Adm. 1998 Sep-Oct;11(3):61-76

Authors: Shannon VJ

Partnerships will most probably be considered the watchword of the nineties. Their meaning is extrapolated from interviews with individuals involved in creating partnerships of all kinds as well as reviewing selected literature. Criteria for success and common themes found in failure are presented. The relationship between collaboration and partnership is discussed as well as the impact on power bases. Because partnership is fundamentally viewed as a process entailing the development of relationships, two author's views of developmental sequences are compared and contrasted.

PMID: 9855886 [PubMed - indexed for MEDLINE]

Perspective: the Nursing Education Council of British Columbia.

Can J Nurs Adm. 1998 Sep-Oct;11(3):52-60

Authors: Macleod M, Storch J

PMID: 9855885 [PubMed - indexed for MEDLINE]

Factors influencing job satisfaction on specialty nursing units.

Can J Nurs Adm. 1998 Sep-Oct;11(3):25-51

Authors: Freeman T, O'Brien-Pallas LL

In the midst of downsizing, restructuring, layoffs, hospital closures, mergers, and the beginning cycle of shortages in specialty units, nursing administrators must extend their understanding of the factors influencing job satisfaction and the implications these findings may have for nursing practice, in order to enhance the quality of worklife for nurses in a hospital setting and create competitive work environments. The Causal Model of Job Satisfaction for Nurses (Blegen & Mueller, 1987), including Leatt and Schneck's (1981) technology variable, was the conceptual framework used to look at the effect of the 14 variables (opportunity, routinization, autonomy, job communication, social integration, distributive justice, promotional opportunity, motivation, pay, workload, general training, kinship responsibility, unit size, technology) on job satisfaction. This study demonstrated a statistically significant positive correlation between autonomy, motivation and job satisfaction and a statistically significant negative correlation between routinization and job satisfaction.

PMID: 9855884 [PubMed - indexed for MEDLINE]

Bridging the gap: medical directives for acute care nurse practitioners.

Can J Nurs Adm. 1998 Sep-Oct;11(3):9-24

Authors: Vlasic V, McKay C, Bisnaire D, Doyle-Pettypiece P, Keizer M, Krawiec F, Ridley J

The following article describes the process by which a group of acute care nurse practitioners sought to address the legal challenges of working beyond the traditional scope of nursing practice. It was necessary to establish mechanisms for communicating a diagnosis, as well as for ordering diagnostic tests, treatments and procedures. Medical directives were viewed as an approach to address components of practice involving controlled acts not authorized to nursing. The process of developing medical directives began with a description of the components of a medical directive. Algorithms were then developed based on the College of Nurses of Ontario's decision tree (Purvis, 1995) for the performance of procedures. These algorithms were broad and applicable across all clinical programs. The final step, required each nurse practitioner/clinical nurse specialist in collaboration with physician colleagues, to develop individual appendices specific to each clinical program. Health care administrators may find the information provided of assistance in addressing legal concerns that arise when new opportunities for nursing involve movement beyond traditional boundaries.

PMID: 9855883 [PubMed - indexed for MEDLINE]

Case management: a literature review.

Can J Nurs Adm. 1998 May-Jun;11(2):93-109

Authors: Smith JE

The achievement of an integrated system of care is one of the major goals of Canadian health care restructuring. Although many of the structural barriers to service integration have been removed, integration of care for individuals with long-term, complex health and human needs has not yet been achieved. Case management is now being considered in many countries as a method of integrating and coordinating health and social service systems. Central to the effectiveness of case management is the role of the case manager. The case manager provides clients with continuity, consistency, and coordination of care across all clinical settings and boundaries. Comprehensive case management practice requires professionals with the knowledge and skills to work within existing bureaucratic and organizational service systems. This article is a summary of the literature on long-term care case management, with a focus on Canadian studies.

PMID: 9726178 [PubMed - indexed for MEDLINE]

Home care quality management. Where are we now? Where do we go from here?

Can J Nurs Adm. 1998 May-Jun;11(2):78-92

Authors: Carefoote RL

This article is the first of a series of three focusing on key management processes in home care--quality management, financial and information management, and, service and human resource management. The articles examine the current state of practice in Ontario and suggest a desirable future state. In this first article, home care is defined and a brief description is provided from a national and provincial perspective. Quality is also defined and the drivers for quality in home care outlined. Using a framework of key principles, the current home care program is assessed and conclusions drawn about where it sits on the quality continuum. Activities to move home care closer to true quality management are then suggested for the province, community, and service provider levels.

PMID: 9726177 [PubMed - indexed for MEDLINE]

Research utilization: evaluation of initiatives in a public health nursing division.

Can J Nurs Adm. 1998 May-Jun;11(2):59-77

Authors: Camiletti YA, Huffman MC

The need to incorporate research findings into public health nursing has never been greater. This paper describes briefly, the initiatives to promote research in a public health nursing division and the results of the evaluation questionnaire. Results indicated that public health nurses valued research and felt comfortable with the concepts and phases of the research utilization model. They would engage in research activities if conducted at team meetings and when time was allotted. They identified administrative support and the supportive environment as being positive facilitators to research utilization. Despite these findings, the majority (67.5%) were not changing their practice as a result of the initiatives. They identified having difficulty formulating a research question and needing assistance with article critique. Time was cited as the greatest deterrent. They felt they did not have time to read research or engage in the steps of the research utilization model. Recommendations from the evaluation include the need to designate time for research utilization at team meetings. Once the nurses comfort level and value placed on research utilization increases, they may be motivated to initiate research activities on their own.

PMID: 9726176 [PubMed - indexed for MEDLINE]

The emergence of a culture that promotes evidence based clinical decision making within an acute care setting.

Can J Nurs Adm. 1998 May-Jun;11(2):36-58

Authors: Tranmer JE, Coulson K, Holtom D, Lively T, Maloney R

Nursing research programs within acute care hospitals are essential to the development and integration of nursing knowledge, difficult to implement and rarely evaluated. The purpose of this paper is three fold: (1) to describe the development, structures, and processes of a nursing research program within an acute care teaching hospital and (2) to describe selected evaluation outcomes and (3) to discuss future directions.

PMID: 9726175 [PubMed - indexed for MEDLINE]

Perspective: the Internet--an invaluable career planning and development resource.

Can J Nurs Adm. 1998 May-Jun;11(2):31-5

Authors: Wheeler MM

PMID: 9726174 [PubMed - indexed for MEDLINE]

Nursing leadership and autonomous professional practice of registered nurses.

Can J Nurs Adm. 1998 May-Jun;11(2):7-30

Authors: Ferguson-Paré M

Autonomous professional practice continues to be elusive for registered nurses. Autonomous professional practice implies that nurses would be free to determine the procedures for carrying out their nursing work. In other works, they would be able to make independent decisions about their own nursing practice. This article reports research that describes the nature of nursing leadership that supports autonomous professional practice of registered nurses.

PMID: 9726173 [PubMed - indexed for MEDLINE]

Nurse manager selection process (Part 1). Survey of selection process (Part 2).

Can J Nurs Adm. 1998 Jan-Feb;11(1):65-84

Authors: Vandewater DA, White L

The Queen Elizabeth II Health Sciences Centre developed as a result of the merger of the five adult hospitals in Halifax, Nova Scotia. The merge involved 7000 staff members, 2700 of whom were nursing staff. Although mergers are becoming relatively common amongst health care organizations, there is a paucity of information in the literature to describe such an enormous human resource effort. This two-part article describes the hiring process for the selection and placement of 52 nurse managers over a concentrated time period of six weeks. Issues identified and resolved included: unionized and non unionized head nurses, the role of nurse managers, varying educational preparations, the time frame and organization of the process itself, options for unsuccessful incumbents, and multi unit and multi site management. The second part of the article reports on the results of a survey which was carried out to obtain feedback from the applicants and the interview panel members. The survey was conducted within eight weeks of the conclusion of the hiring process. Overall the process was deemed successful, albeit stressful. Some of the problems encountered are discussed.

PMID: 9616557 [PubMed - indexed for MEDLINE]

A computer-generated measure of nursing workload for the emergency department based on discharge diagnosis.

Can J Nurs Adm. 1998 Jan-Feb;11(1):52-64

Authors: Maxwell DM

A computer-based system which automatically generates nursing workload figures for the Emergency Department is described. This system uses measures derived from the GRASPR system, linked to the discharge diagnosis, to generate total workload figures, obviating the need for data collection or input beyond the initial implementation.

PMID: 9616556 [PubMed - indexed for MEDLINE]