Abstract
Background: The workplace context was a high-care unit within a large residential aged care facility.
Methods: We used the Promoting Action on Research Implementation in Health Services (PARiHS) framework to assess workplace readiness via interviews, individual surveys and observation of practice.
Results: A profile of current culture emerged as mutually supportive and task focused, but at the same time lacking corporate team features of shared decision-making and feedback for practice improvement. However, latent within the frontline leaders and personal care staff, there was evidence of some embedded knowledge and capacity for corporate team performance.
Conclusions: This study has validated an evidence-based method for conducting environmental scanning in aged care, recommended before any major change is introduced.
Implications for nursing management: Environmental scanning helps gauge workforce capacity and limitations; this information can enable managers to capitalize on identified cultural strengths to fortify change and avoid pitfalls of personal and collective vulnerabilities. © 2012 Blackwell Publishing Ltd.
| Original language | English |
|---|---|
| Pages (from-to) | 293-303 |
| Number of pages | 11 |
| Journal | Journal of Nursing Management |
| Volume | 21 |
| Issue number | 2 |
| DOIs | |
| Publication status | Published - Mar 2013 |
| Externally published | Yes |
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Research output: Contribution to journal › Article › Research › peer-review
TY - JOUR
T1 - An environmental scan of an aged care workplace using the PARiHS model
T2 - Assessing preparedness for change
AU - Gibb, H.
PY - 2013/3
Y1 - 2013/3
N2 - Aim: The environmental scan aimed to deepen our understanding of the aged care work culture and to ascertain the readiness of the workers to advance towards team-based quality care provision. Background: The workplace context was a high-care unit within a large residential aged care facility. Methods: We used the Promoting Action on Research Implementation in Health Services (PARiHS) framework to assess workplace readiness via interviews, individual surveys and observation of practice. Results: A profile of current culture emerged as mutually supportive and task focused, but at the same time lacking corporate team features of shared decision-making and feedback for practice improvement. However, latent within the frontline leaders and personal care staff, there was evidence of some embedded knowledge and capacity for corporate team performance. Conclusions: This study has validated an evidence-based method for conducting environmental scanning in aged care, recommended before any major change is introduced. Implications for nursing management: Environmental scanning helps gauge workforce capacity and limitations; this information can enable managers to capitalize on identified cultural strengths to fortify change and avoid pitfalls of personal and collective vulnerabilities. © 2012 Blackwell Publishing Ltd.
AB - Aim: The environmental scan aimed to deepen our understanding of the aged care work culture and to ascertain the readiness of the workers to advance towards team-based quality care provision. Background: The workplace context was a high-care unit within a large residential aged care facility. Methods: We used the Promoting Action on Research Implementation in Health Services (PARiHS) framework to assess workplace readiness via interviews, individual surveys and observation of practice. Results: A profile of current culture emerged as mutually supportive and task focused, but at the same time lacking corporate team features of shared decision-making and feedback for practice improvement. However, latent within the frontline leaders and personal care staff, there was evidence of some embedded knowledge and capacity for corporate team performance. Conclusions: This study has validated an evidence-based method for conducting environmental scanning in aged care, recommended before any major change is introduced. Implications for nursing management: Environmental scanning helps gauge workforce capacity and limitations; this information can enable managers to capitalize on identified cultural strengths to fortify change and avoid pitfalls of personal and collective vulnerabilities. © 2012 Blackwell Publishing Ltd.
KW - article
KW - home for the aged
KW - human
KW - information processing
KW - organization
KW - organization and management
KW - patient care
KW - standard
KW - theoretical model
KW - very elderly
KW - workplace, Aged, 80 and over
KW - Focus Groups
KW - Homes for the Aged
KW - Humans
KW - Models, Theoretical
KW - Organizational Culture
KW - Organizational Innovation
KW - Patient Care Team
KW - Workplace
UR - https://www.scopus.com/inward/record.uri?eid=2-s2.0-84875054220&doi=10.1111%2fj.1365-2834.2012.01407.x&partnerID=40&md5=6a1b882f82954ed0de57827aa96d6b24
U2 - 10.1111/j.1365-2834.2012.01407.x
DO - 10.1111/j.1365-2834.2012.01407.x
M3 - Article
VL - 21
SP - 293
EP - 303
JO - Journal of Nursing Management
JF - Journal of Nursing Management
SN - 0966-0429
IS - 2
ER -