Evidence Based Research
The complexity of today’s health care environment has resulted in a search for ways to maintain excellence in care standards and health care provider (HCP) competencies. Incorporating research findings into clinical practice will improve patient outcomes and foster efficient and effective care delivery.
The growing focus on providing high quality care suggests that HCP's involvement in quality activities is likely to increase in the coming years. Organizational structures that encourage professional development and integration of shared knowledge in organizations have been cited as instrumental in knowledge transfer and personal knowledge use.
The growing focus on providing high quality care suggests that HCP's involvement in quality activities is likely to increase in the coming years. Organizational structures that encourage professional development and integration of shared knowledge in organizations have been cited as instrumental in knowledge transfer and personal knowledge use.
Research in Practice
Unfortunately current findings suggest the implementation of research findings in everyday clinical practice is unsystematic at best with mixed outcomes.
Incorporation of Kanter’s theory of structural empowerment can be positively correlated to positive professional practice and patient outcomes. (Davies, Wong & Laschinger, 2011).
Incorporation of Kanter’s theory of structural empowerment can be positively correlated to positive professional practice and patient outcomes. (Davies, Wong & Laschinger, 2011).
How Leaders Play a Role
Leaders play an important role in shaping HCP’s attitudes about work, responses to change and acceptance of new innovations.
Leaders also require evidence-based approaches for creating work environments that ensure high quality care and productive, satisfied staff (Spence-Laschinger, 2008).
Social structures within the work environment that provide HCP’s with access to information, support, resources, strong interpersonal relationships and opportunities to learn and grow are empowering and allow HCP’s to accomplish their work in meaningful ways (Spence-Laschinger, Almost, & Tuer-Hodes, 2003). The interaction between leaders and staff play an important role in creating positive work environments. Leaders who establish high quality relationships with their employees are more sensitive to their values and goals and are more likely to support activities that are important to them (Davies et al., 2011).
Leaders also require evidence-based approaches for creating work environments that ensure high quality care and productive, satisfied staff (Spence-Laschinger, 2008).
Social structures within the work environment that provide HCP’s with access to information, support, resources, strong interpersonal relationships and opportunities to learn and grow are empowering and allow HCP’s to accomplish their work in meaningful ways (Spence-Laschinger, Almost, & Tuer-Hodes, 2003). The interaction between leaders and staff play an important role in creating positive work environments. Leaders who establish high quality relationships with their employees are more sensitive to their values and goals and are more likely to support activities that are important to them (Davies et al., 2011).
Structural Empowerment in Relation to Evidence Based Practice
INFORMATION
•Knowledge of organizational goals, polices, decisions, data and technical knowledge.
•Provides a sense of purpose and meaning for employees.
•Enhances the ability to make judgements and influence decisions that contribute to organizational goals.
SUPPORT
•Feedback and guidance from superiors, peers and subordinates.
•Emotional support, advice and hands on assistance.
RESOURCES
•Capacity to access materials, money, supplies, time and equipment required to accomplish organizational goals.
OPPORTUNITY
•Participation on committees, task forces and interdepartmental work groups.
•Access to challenges, rewards, and professional development opportunities to increase knowledge and skills. (Ning et al, 2009)
•Knowledge of organizational goals, polices, decisions, data and technical knowledge.
•Provides a sense of purpose and meaning for employees.
•Enhances the ability to make judgements and influence decisions that contribute to organizational goals.
SUPPORT
•Feedback and guidance from superiors, peers and subordinates.
•Emotional support, advice and hands on assistance.
RESOURCES
•Capacity to access materials, money, supplies, time and equipment required to accomplish organizational goals.
OPPORTUNITY
•Participation on committees, task forces and interdepartmental work groups.
•Access to challenges, rewards, and professional development opportunities to increase knowledge and skills. (Ning et al, 2009)
Distribution of Power Supports Empowerment
Decentralization of formal power to individuals throughout the system (high level managers to frontline staff) will result in the dissemination of information regarding the effectiveness and efficiency of interventions (Wagner et al., 2010).
Leaders may act as sponsors and role models for staff but frontline staff have to accept the sponsorship that is being afforded to them, and believe in the ability to carry out the interventions being asked of them (Manojlovich, 2005).
Professional development programs, in-service education and continuing education programs for frontline staff and managers are key mechanisms for continuous learning and clinical expertise (Spence-Laschinger et al., 2003)
Leaders may act as sponsors and role models for staff but frontline staff have to accept the sponsorship that is being afforded to them, and believe in the ability to carry out the interventions being asked of them (Manojlovich, 2005).
Professional development programs, in-service education and continuing education programs for frontline staff and managers are key mechanisms for continuous learning and clinical expertise (Spence-Laschinger et al., 2003)