| Peer-Reviewed

The Nurse Manager’s Role in the Primary Nursing Care Model: A Review of Clinical and Management Aspects

Received: 20 September 2018     Accepted: 1 November 2018     Published: 30 January 2019
Views:       Downloads:
Abstract

Implementation of the primary nursing care model requires a change in the role of the nurse manager from “a collector of information and responses” to a nurses’ trainer in care planning and related decision-making and support. To describe the experience of introducing the primary nursing care model in a surgical setting; to describe methods designed to change the nurse manager’s role; and to provide organizational elements and data based on practical experience. In order to apply the four cornerstones of primary nursing to a surgical setting, the staff was given full assistance by creating the necessary organizational and relational conditions and promoting the transition from “being a primary nurse” to “feeling a primary nurse” in their provision of care to, and relationship with patients, as well as in their experience with their respective families and social environment. The transition from a team nursing to primary nursing model was prepared by defining care standards, reshaping organizational processes, mapping nursing competencies, defining materials and resources, building instruments such as clinical care pathways, and administering a questionnaire for nurses and patients as both a fact-finding survey tool preceding the introduction of the model and an impact-assessment tool at one year’s distance of such introduction. The application of the primary nursing model created a positive environment in professional relationships where nurses could test their accountability; in addition, patients’ satisfaction with the care provided was higher; their perception of dignity improved with regard to privacy, autonomy and relational aspects; and, finally, pain perceived at rest and on movement dropped. The manager’s satisfaction does not derive from knowing anything about his or her patients and controlling the situation at any time, but rather from seeing patients recognize and seek care from their attending nurses, who are closely involved in care provided to patients and feel comfortable about what they are doing and their own professional growth. The primary nursing model implies a necessary renewal in the cordinatoor’s role to include clinical and managerial components in its leadership activities at the patient’s bedside. When the model is applied, a nurse manager becomes a clinical manager who works out standards for the care practice, assesses the performance of his or her staff, teaches nurses, supports them in decision-making, oversees care, coordinates care activities, and has a direct experience in the relationship that a nurse establishes with a patient.

Published in American Journal of Nursing Science (Volume 8, Issue 1)
DOI 10.11648/j.ajns.20190801.12
Page(s) 9-17
Creative Commons

This is an Open Access article, distributed under the terms of the Creative Commons Attribution 4.0 International License (http://creativecommons.org/licenses/by/4.0/), which permits unrestricted use, distribution and reproduction in any medium or format, provided the original work is properly cited.

Copyright

Copyright © The Author(s), 2019. Published by Science Publishing Group

Keywords

Primary Nursing, Leadership Styles, Job Satisfaction Coaching, Nursing Competence

References
[1] Bertoldi F., Celi A. (2017) La consegna al letto del paziente: l’esperienza dei reparti di Cardiochirurgia e Chirurgia Vascolare di Trento (Delivery at the patient’s bedside. The experience of the Trento Cardiac Surgery and Vascular Surgery wards) Assistenza Infermieristica e Ricerca 36: 189-196.
[2] Cowden T., Cumminngs G., Profetto McGrant J. (2011) Leaderschip practices and staff nurses’ intent to stay: a systematic rewiew. Journal of Nursing Managment, 19, 461-477.
[3] Drach-Zahavy A. (2004) Primary nurses’ performance: role of supportive management. Journal of Advanced Nursing, 45 (1), 7-16.
[4] Fukuda M. (2017) Nursing competency: definition, structure and development Yonago Acta medica, 61 (1) 1-7.
[5] Konstantinou C, Prezerakos, P. (2018) Relationship Between Nurse Managers' Leadership Styles and Staff Nurses' Job Satisfaction in a Greek NHS Hospital. American Journal of Nursing Science. Special Issue: Nursing Education and Research. Vol. 7, No. 3-1, 2018, pp. 45-50. doi: 10.11648/j.ajns.s.2018070301.17.
[6] Magon G, Suardi T. (2013) Primary Nursing - Conoscere e utilizzare il modello (Knowing and Using the Model). Republic of San Marino: Maggioli Editore.
[7] Manthey M. (2008) La pratica del primary nursing (Primary Nursing Practice). Rome: Il pensiero scientifico editore.
[8] Manthey M. (2006) Leadership for Relationship-Based Care. Creative Nursing 1, 3-4.
[9] Motta P C, (2001) Linee guida, clinical pathway e procedure per la pratica infermieristica: un inquadramento concettuale e metodologico (Guidelines, clinical pathway and procedures for the nursing practice, concepts and methodology) Nursing Oggi 4: 27-36.
[10] Rantanen A., Pitkänen A., Paimensalo-Karell I., Elovainio M., Aalto P. (2016). Two models of nursing practice: a comparative study of motivational characteristic, work satisfaction end stress Journal of Nursing management 24 (2): 261-70. doi: 10.1111 / jonm.12313.
[11] Safaa E. S: A., Nagwaa I., A., Sameh S. K.. (2017) Effect of Implementing Clinical Pathway Guidelines on Clinical Outcomes of Patients with Acute Coronary Syndrome. American Journal of Nursing Science. Vol. 6, No. 5, 2017, pp. 401-417. doi: 10.11648/j.ajns.20170605.15.
[12] Shamian J., Frunchak V., Georges P., Miller G., Kagan B. (1988). Role Responsibility of head nurses in primary nursing and Team Nursing Units. Jona 18 (5).
[13] Silvestro A., Maricchio R., Montanaro A., Molinar Min M., Rossetto P. (2009). La complessità assistenziale - Concettualizzazione, modello di analisi e metodologia applicative (The complexity of care – Concepts, model of analysis and implementation methodology) Milan: McGraw-Hill.
[14] Stefancyk A, Hancock B; Meadows M. T. (2013) The nurse manager Change Agent, Change Coach? Nursing Administration Quarterly. 37 (1): 13–17.
[15] Watson R., Stimpson A., Topping A. (2002) Clinical competence assessment in nursing: a systematic review of the literature journal of Advanced Nursing Vol 39, Issue 5.
[16] Zannini L., (2009) La tutorship nella formazione degli adulti, uno sguardo pedagogico (Coaching in adult training, a pedagogical approach). Milan: Guerini scientifica.
Cite This Article
  • APA Style

    Francesca Bertoldi, Ornella Roat. (2019). The Nurse Manager’s Role in the Primary Nursing Care Model: A Review of Clinical and Management Aspects. American Journal of Nursing Science, 8(1), 9-17. https://doi.org/10.11648/j.ajns.20190801.12

    Copy | Download

    ACS Style

    Francesca Bertoldi; Ornella Roat. The Nurse Manager’s Role in the Primary Nursing Care Model: A Review of Clinical and Management Aspects. Am. J. Nurs. Sci. 2019, 8(1), 9-17. doi: 10.11648/j.ajns.20190801.12

    Copy | Download

    AMA Style

    Francesca Bertoldi, Ornella Roat. The Nurse Manager’s Role in the Primary Nursing Care Model: A Review of Clinical and Management Aspects. Am J Nurs Sci. 2019;8(1):9-17. doi: 10.11648/j.ajns.20190801.12

    Copy | Download

  • @article{10.11648/j.ajns.20190801.12,
      author = {Francesca Bertoldi and Ornella Roat},
      title = {The Nurse Manager’s Role in the Primary Nursing Care Model: A Review of Clinical and Management Aspects},
      journal = {American Journal of Nursing Science},
      volume = {8},
      number = {1},
      pages = {9-17},
      doi = {10.11648/j.ajns.20190801.12},
      url = {https://doi.org/10.11648/j.ajns.20190801.12},
      eprint = {https://article.sciencepublishinggroup.com/pdf/10.11648.j.ajns.20190801.12},
      abstract = {Implementation of the primary nursing care model requires a change in the role of the nurse manager from “a collector of information and responses” to a nurses’ trainer in care planning and related decision-making and support. To describe the experience of introducing the primary nursing care model in a surgical setting; to describe methods designed to change the nurse manager’s role; and to provide organizational elements and data based on practical experience. In order to apply the four cornerstones of primary nursing to a surgical setting, the staff was given full assistance by creating the necessary organizational and relational conditions and promoting the transition from “being a primary nurse” to “feeling a primary nurse” in their provision of care to, and relationship with patients, as well as in their experience with their respective families and social environment. The transition from a team nursing to primary nursing model was prepared by defining care standards, reshaping organizational processes, mapping nursing competencies, defining materials and resources, building instruments such as clinical care pathways, and administering a questionnaire for nurses and patients as both a fact-finding survey tool preceding the introduction of the model and an impact-assessment tool at one year’s distance of such introduction. The application of the primary nursing model created a positive environment in professional relationships where nurses could test their accountability; in addition, patients’ satisfaction with the care provided was higher; their perception of dignity improved with regard to privacy, autonomy and relational aspects; and, finally, pain perceived at rest and on movement dropped. The manager’s satisfaction does not derive from knowing anything about his or her patients and controlling the situation at any time, but rather from seeing patients recognize and seek care from their attending nurses, who are closely involved in care provided to patients and feel comfortable about what they are doing and their own professional growth. The primary nursing model implies a necessary renewal in the cordinatoor’s role to include clinical and managerial components in its leadership activities at the patient’s bedside. When the model is applied, a nurse manager becomes a clinical manager who works out standards for the care practice, assesses the performance of his or her staff, teaches nurses, supports them in decision-making, oversees care, coordinates care activities, and has a direct experience in the relationship that a nurse establishes with a patient.},
     year = {2019}
    }
    

    Copy | Download

  • TY  - JOUR
    T1  - The Nurse Manager’s Role in the Primary Nursing Care Model: A Review of Clinical and Management Aspects
    AU  - Francesca Bertoldi
    AU  - Ornella Roat
    Y1  - 2019/01/30
    PY  - 2019
    N1  - https://doi.org/10.11648/j.ajns.20190801.12
    DO  - 10.11648/j.ajns.20190801.12
    T2  - American Journal of Nursing Science
    JF  - American Journal of Nursing Science
    JO  - American Journal of Nursing Science
    SP  - 9
    EP  - 17
    PB  - Science Publishing Group
    SN  - 2328-5753
    UR  - https://doi.org/10.11648/j.ajns.20190801.12
    AB  - Implementation of the primary nursing care model requires a change in the role of the nurse manager from “a collector of information and responses” to a nurses’ trainer in care planning and related decision-making and support. To describe the experience of introducing the primary nursing care model in a surgical setting; to describe methods designed to change the nurse manager’s role; and to provide organizational elements and data based on practical experience. In order to apply the four cornerstones of primary nursing to a surgical setting, the staff was given full assistance by creating the necessary organizational and relational conditions and promoting the transition from “being a primary nurse” to “feeling a primary nurse” in their provision of care to, and relationship with patients, as well as in their experience with their respective families and social environment. The transition from a team nursing to primary nursing model was prepared by defining care standards, reshaping organizational processes, mapping nursing competencies, defining materials and resources, building instruments such as clinical care pathways, and administering a questionnaire for nurses and patients as both a fact-finding survey tool preceding the introduction of the model and an impact-assessment tool at one year’s distance of such introduction. The application of the primary nursing model created a positive environment in professional relationships where nurses could test their accountability; in addition, patients’ satisfaction with the care provided was higher; their perception of dignity improved with regard to privacy, autonomy and relational aspects; and, finally, pain perceived at rest and on movement dropped. The manager’s satisfaction does not derive from knowing anything about his or her patients and controlling the situation at any time, but rather from seeing patients recognize and seek care from their attending nurses, who are closely involved in care provided to patients and feel comfortable about what they are doing and their own professional growth. The primary nursing model implies a necessary renewal in the cordinatoor’s role to include clinical and managerial components in its leadership activities at the patient’s bedside. When the model is applied, a nurse manager becomes a clinical manager who works out standards for the care practice, assesses the performance of his or her staff, teaches nurses, supports them in decision-making, oversees care, coordinates care activities, and has a direct experience in the relationship that a nurse establishes with a patient.
    VL  - 8
    IS  - 1
    ER  - 

    Copy | Download

Author Information
  • Cardiac Surgery and Vascular Surgery, St. Chiara Hospital, Trento, Italia

  • General Surgery, St. Chiara Hospital, Trento, Italia

  • Sections