Why the Nurse Manager Certificate Program?

• Created by nurses with both academic and clinical expertise.
• All course work is evidence-based and peer-reviewed.
• Honor society is a trusted source for nursing knowledge.
• The experts say:

“During the follow-up study of magnet hospitals, the most essential organizational characteristic was determined to be the quality of nursing leadership” (Gleason-Scott, Sochalski, Aiken, 1999).

Impact Patient Care

“Higher levels of job satisfaction were related to higher perceptions regarding the level of patient care, which were related to higher levels of trust in management (Andrews Dziegielewski, 2005).

Impact Nurse Productivity

“Managers who used leadership behaviors in guiding their hospital departments have employees who report significantly higher levels of job satisfaction, productivity, and organizational commitment than managers who did not” (McNeese-Smith, 1997).

Impact Nurse Retention

Taunton , Boyle, Woods, Hansen, Bott (1997) identified manager leadership behaviors as “the intervention most likely to improve retention of hospital staff nurses because of the leader's ability to improve staff satisfaction.”

Impact Nurse Satisfaction

“Research confirms that [an] employee's relationship with his or her immediate supervisor is a primary determinant of the employee's satisfaction level and how long the employee remains with an employer” (Wagner, 2006).

Impact Nurse Manager Recruitment

Patrick Laschinger's (2006) findings support Kanter's (1993) contention that empowering work conditions have an impact on employees' feelings of support and sense of accomplishment at work. “Positive perceptions of organizational support may play an important role in retaining current middle managers, and possibly attracting future leaders to management positions” (Patrick Laschinger, 2006).

Impact Nurse Manager Retention

“Turnover rates for nurse managers are comparable with those experienced by staff nurses. This suggests that nurse managers may share similarities in the experience [of] job satisfaction with their employees. These conclusions would suggest that the individual upon whom the organization relies to address critical retention issues may be ill equipped to meet that challenge. In light of this analysis, future consideration should be given to addressing retention planning by first addressing the work environment of the nurse manager” (Andrews Dziegielewski, 2005).

“Internal promotion of staff nurses to managers was not succeeding because most staff nurses did not have the necessary management experience and/or education to function in the director capacity” (Squires, 2001).

References

Andrews, D., Dziegielewski, S. (2005). The nurse manager: Job satisfaction and the nursing shortage and retention issues. Journal of Nursing Management, 13 , 286-295. Retrieved June 15, 2006 .

Gleason-Scott, J., Sochalski, J., Aiken, L. (1999). Review of magnet hospital research. Journal of Nursing Administration, 29 (1), 9-19. Retrieved August 29, 2006

Buchan, J. (1999). Still attractive after all these years? Magnet hospitals in a changing health care environment. Journal of Advanced Nursing, 30 (1), 100-108. Retrieved August 29, 2006 .

Kanter, R.M. (1993). Men and women of the corporation. New York : Basic Books.

McNeese-Smith, D.K. (1995). Job satisfaction, productivity, and organizational commitment: The result of leadership. Journal of Nursing Administration, 25 (9), 17-26. Retrieved August 10, 2006 .

McNeese-Smith, D.K. (1996). Increasing employee productivity, job satisfaction, and organizational commitment. Hospital and Health Services Administration, 41 (2), 160-175. Retrieved August 10, 2006 .

McNeese-Smith, D.K. (1997). The influence of manager behavior on nurses' job satisfaction, productivity, and commitment. The Journal of Nursing Administration, 27 (9), 47- 55. Retrieved June 15, 2006 .

Patrick, A, Laschinger, H.K.S. (2006). The effect of structural empowerment and perceived organizational support on middle level nurse managers' role satisfaction. Journal of Nursing Management, 14 , 13-22. Retrieved August 10, 2006 .

Squires, A. (2001). Leadership development for the new manager in the small, acute care facility. Journal of Nursing Administration, 31 (12), 561-564. Retrieved August 10, 2006 .

Taunton, R.L., Boyle, D.K., Woods, C.Q., Hansen, H.E., Bott, M.J. (1997). Manager leadership behaviors improve retention of hospital staff nurses. Western Journal of Nursing Research, 19 (2), 205-226. Retrieved June 15, 2006 .

Wagner, S.E. (2006). Staff retention: “Satisfied” to “engaged.” Nursing Management, 37 (3), 24-29.