When the opportunity arose this spring for someone to serve as a co-chairperson of the Journal Club, I volunteered to fill this role and was thrilled with the positive response I received. OJIN: The Online Journal of Issues in Nursing, 9, (31). Men and women of the corporation (2nd ed.). The topics are brought forward by expert clinicians; members then work together on producing a poster, with the further assistance of a research librarian and graphic artist. The foregoing review of the Committee’s work illustrates some of the specific structures and processes that have contributed to the empowerment of members. Key words: empowerment, nursing research committees, power, shared governance, collaborative governance. This preview shows page 6 - 9 out of 37 pages. At our institution, the Nursing Research Committee, under the umbrella of a successful program of Collaborative Governance, has found consistently that members express feelings of empowerment as a result of their participation on the committee. -) The members exude a spirit of support, camaraderie and old fashioned brain power which is guided and buoyed by the Committee chairs and coach who are generous with their time, heart and soul. In turn, the subcommittee infrastructure has helped to unveil leadership ability and talent in Committee members; potential leaders continue to be identified as they display aptitude for key competencies essential to the success of the Committee. (2003). Each subcommittee now has a senior and junior co-chair. ... Kanter, Rosabeth Moss (1993) [1977]. OJIN: The Online Journal of Issues in Nursing. Joan M. Stack is a staff nurse in vascular surgery. Kanter (1977) argued that increasing access to opportunity will motivate employ-ees to succeed and to be more productive. This succession plan guarantees a leadership continuum including new members and more experienced members. Each subcommittee places a high value on the contributions from each member and relies on these contributions to advance the work of the team. The following discussion describes the structure and function of the Nursing Research Committee (NRC) and illustrates how membership on this committee has promoted feelings of empowerment among nurses. Journal of Nursing Administration, 37 (11), 510-516. Shared governance in an integrated health care network. As each subcommittee’s work grew in complexity, the leadership structure expanded to include subcommittee chairs to guide the work and assume accountability for expected outcomes. In 2002, the Committee leaders realized that the volume of work had increased due to the need to provide staff nurses with the latest evidence to promote quality and safety at the bedside. Collaborative Governance, the model which has been implemented at Massachusetts General Hospital (MGH), emphasizes participation and communication within and across disciplines in the decision-making process (Erickson et al., 2003). Staff nurse empowerment and effort-reward imbalance. Course Hero is not sponsored or endorsed by any college or university. As noted by Erickson et al. Siu, H.M., Laschinger, H.K.S., & Vingilis, E. (2005). leadership, lack of actual or perceived empowerment and autonomy, lack of appropriate organizational support and mentoring, and minimal opportunity for advancement (Kanter, 1993). Members experience the satisfaction of making a measurable contribution, recognize the importance of their work, and become inspired to make further contributions, as noted in the following quotes from two Committee members: -) I was and continue to be supported by other Committee members and leaders whom I utilize for everything from discussing journal articles to understanding how to set up teleconferencing at presentations. E-mail: jmstack@partners.org. The lack of empowerment of nurses in hospitals is one of the main causes of nurses’ burnout. Such reports of progressive leadership development illustrate the sense of empowerment, i.e., the sense of competence, growing autonomy, and personal impact on the organization expressed by committee members. The success of Committee initiatives had depended heavily on the willingness of individual Committee members to assume most of the responsibility for keeping them afloat. You are pointing out a very important and interesting effect of our “blindedness” to racial injustices toward our minority nurse colleagues. Men and Women of the Corporation. Through their Committee work, members have contributed directly to the larger initiatives of the institution while developing their own confidence, capabilities, and perspectives. A nurse who participated in this poster series reported: -) Working on the “Did You Know…?” poster subcommittee allows members to see issues that cross all nursing departments. The Committee structure has provided numerous opportunities to establish such partnerships.First and foremost is the mentoring process, through which incumbent leaders and new members work together to advance the Committee’s objectives. The award was created by the Center for Families at Purdue University and the Center for Work and Family at Boston College in honor of Kanter. Erickson, J.I., Hamilton, G.A., Jones, D.E., & Ditomassi, M. (2003). Belief in the trickle-down perspective of empowerment may explain the prevalence of empowerment initiatives that offer managers greater autonomy and power in organizations, in hopes that a sense of empowerment will pervade organizations (Block, 1987; Kanter, 1993). Thus, empowerment may be an effective way to reduce burnout and job tension among healthcare pro-fessionals. The subcommittee structure was developed as a means to manage more efficiently the significant expansion of the Committee’s core initiatives. Kanter (1977, 1993) supported this though t and stated th at empowerment of employees and managers are determined by positions and the occu pational structures of Empowerment plays significant role in employee’s satisfaction thus promoting their performance in organizations. The Partner’s Human Research Committee concluded that this activity of creating this manuscript to describe the Committee work and explain how it led to member empowerment did not meet the definition of human subjects research requiring Institutional Review Board review and approval. The subcommittee structure in particular has proven to be effective, not only in sustaining productivity, but also in empowering members to explore their innate potential for innovation, creativity, partnership, and leadership. This section will now explain how the application of these concepts and their associated principles has promoted empowerment of the Committee members as evidenced in the members’ expressions of competence, autonomy, sense of job meaningfulness, and ability to impact the organization. We take turns coordinating each session by introducing authors and facilitating the closing of the discussion. Subcommittees were established to oversee the Committee’s major initiatives, which were the Evidence-Based Poster Series, called “Did You Know...?”; the Nursing Research Day; and the Nursing Research Journal Club. Knowledge translation in palliative care: Can theory help? Structural empowerment Kanter (1977, 1993) conceptualizes structural empower-ment as the presence of social structures in the workplace that enable employees to accomplish their work in mean-ingful ways. Team inclusion and empowerment among nursing staff in long-term care. Kanters structural empowerment theory in organizations Kanter (1977, 1993) defines power as the ability to mobilize information, resources and support to get things done in an organization. DOI: 10.3912/OJIN.Vol12No01Man01Key words: burnout, empowerment, feminist theory, job satisfaction, nursing outcomes, nursing practice, nursing practice environment, power, relational theory, socialist feminismThe new millennium is upon us. Quotations from three members illustrate this pride: -) Our Committee is most proud of our innovative recent accomplishments: the development of our sub-committee structure and our succession planning model as well as our new and continuing forums to bring research to life. Kanter's (1983) five phase model of innovation provides the frame work for the description of the components and complexity of the nurse executive leadership process that ensure successful organizational change. Evaluation: The constructs described in Kanter's (1993) work empowerment theory are conceptually consistent with the nursing care process and can be logically extended to nurses' interactions with their patients and the outcomes of nursing care. The structures inherent in CG support professional development, empowerment, and commitment to the overall mission of the organization. Kluska et al., (2004) have noted that psychological empowerment includes feelings of competence, autonomy, job meaningfulness, and an ability to impact the organization. "The findings of Erickson et al. This structure has allowed the members to commit to a specific area of interest within the overall Committee. Shared governance models: The theory, practice and evidence. Many members and attendees have indicated that the Expo was a spectacular success, further reinforcing the rewards of collaborative efforts for Committee members and many other members of the organization. Nursing Administration Quarterly, 30 (3), 266-272. In this context, Kanter (1993) states that Work Empowerment Theory is conceptually consistent with the nursing care process and can be logically extended to support nurses’ interactions with their patients, as empowered nurses will enable best care practices for their patients, hence, resulting in optimal patient care outcomes . Thank you for your thoughtful and enlightening letter. To see the work of my peers being highlighted so favorably within MGH gives me a sense of pride to belong to such a productive and dynamic group. These nurses were excited about their ability to make a positive contribution to the organization through group involvement in research. Griffith, C., Larkin, M., Cierpial, C., Gettings, E., & Capasso, V. (2007a). Initially, the members divided into groups in accordance with their specific area of responsibility during the last 30 minutes of each monthly meeting. (1993). The meaningfulness of the members’ Committee work is seen in the enthusiasm and commitment evidenced by these nurses. CG was identified as a cornerstone of the professional practice model at MGH, an acute care facility in Boston, MA, in 1996 by Jeanette Ives Erickson, who was then the newly appointed Chief Nurse. The subcommittee structure in particular has proven to be effective, not only in sustaining productivity, but also in empowering members to explore their innate potential for innovation, creativity, partnership, and leadership. ; Mangold et al., 2006; Siu et al., 2005), showing how structures within the workplace that facilitate access to resources can empower employees to accomplish their work in more meaningful ways. The Committee membership now consists of 30 members, including a coach, an advisor, two Committee co-chairs, and two co-chairs of each of the three subcommittees. Kanter’s theory has been widely applied to the practice of professional nursing (Kluska et al. Kanter’s theory of structural empowerment focuses on the structures within the organization rather than the individual's own qualities (Bradbury-Jones, Sambrook, & Irvine, 2007).Kanter believes that a leader’s power will grow by sharing the power through empowering others and as a result, leaders will realize increased organizational performance (Fox, 1998). Empowerment is defined as having access to the power needed to carry out one’s job and opportunity for growth (Kanter, 1993). In 2006 the Committee leadership was more clearly defined by establishing a succession plan modeled after the leadership structure of Collaborative Governance. This article is offered to encourage more nurses to seek the rewards inherent in committee participation, and to demonstrate the link between committee work, empowerment, and professional development experienced by members of the Nursing Research Committee at our institution. Kanter RM. Members have expressed considerable pride in their participation in the Committee and its accomplishments. American Nurse Today, 2 (11). Catherine A. Griffith, RN, CNS, APRN, BC, CCRN Each subcommittee provides opportunities for members to assume increasing responsibility, with the potential for assuming a leadership position. Perhaps the best conclusion to this discussion can be heard in the following words from a Committee member: "Reflecting upon my job satisfaction, I can see a noticeable difference since joining the Committee. Through my work on the Committee and by developing my own research I am helping to instill in others new interest and curiosity toward nursing research. The mission of the Committee is to promote research utilization and foster a spirit of inquiry in clinical practice. ... has revealed autonomy and empowerment as two of the most important factors influencing job satisfaction. As one Committee member noted: As one of the newer members stated, Background Strategies proposed in Kanter’s empowerment theory have the potential to reduce job strain and improve employee work satisfaction and performance in … -) Now, as a co-chair of the Journal Club I have the opportunity to create and shape goals for the subcommittee as well as provide support for newer members of the group. Doing so has been fulfilling and rewarding, and in turn I feel strengthened personally. -) Attending a journal club session makes you feel like you are part of the research. Palmier, D. (1998). As the subcommittees became more cohesive and defined, their meetings expanded in length beyond the initial 30 minutes. Collaborative Governance (henceforth referred to as CG) “is the decision-making process that places the authority, responsibility, and accountability for patient care with the practicing clinician” (Erickson et al., 2003, p.98). In summary, the goal of this presentation is to demonstrate that empowerment has been shown to positively impact health care provider job satisfaction, organizational commitment and to decrease levels of stress and burnout. Vol. They have become a useful and ready resource for the work of the subcommittee. (J AM PSYCHIATR NURSES Assoc [1995], 1, 112-119) The authors thank Dr. Virginia Capasso, Advisor of the Nursing Research Committee; Jeanette Ives-Erickson, Chief Nurse and founder of Collaborative Governance; and all past and current members of the Nursing Research Committee who have dedicated their time and energy to the quest for excellence. Equity, which suggests mutual respect for the individual and the combined effort and contributions required to achieve a common goal (Batson, 2004), is demonstrated through the existing subcommittee structure. Structural Empowerment According to Kanter’s (1993) theory of structural power in organizations, formal and informal power, access to information, opportunity for growth, support and resources can promote employee empowerment resulting in positive organizational outcomes such as job Approximately 30 minutes of the Committee meeting is now used to communicate the work of each subcommittee to the Committee-at-large. Committee members are directly involved in identifying researchers, hosting the presentation, and structuring the ensuing discussion. Kanter’s (1977 /1993) theory on structural empowerment is the framework for this study. A secondary analysis of two studies linking perceived work empowerment with two aspects of staff nurse decisional involvement using Kanter's (1977, 1993) theory of … 13 No. Joan M. Stack, RN, BSN, MS This allows subcommittee members to concentrate on a specific area in which they are personally invested, thus focusing their time, energies, and creative abilities on achievable goals and specific initiatives that are of interest to them. Kanter (1993) states that structural empowerment in organizations could be possible by enabling employees to access knowledge, resources, and support. The non-threatening atmosphere helped me to take risks and step outside my comfort zone. There are seven committees which comprise the MGH CG structure: Nursing Practice, Ethics in Clinical Practice, Diversity Steering, Patient Education, Quality, Staff Nurse Advisory, and Nursing Research. The “Did You Know?...” poster series, which is a venue to disseminate evidence-based knowledge, has served as an example of successful partnership on multiple levels. Empowerment has also been linked to posi-tive workplace behaviours. Catherine A. Griffith is a Clinical Nurse Specialist in the Cardiac Surgery Division and Coach of the Nursing Research Committee at the Massachusetts General Hospital in Boston, Massachusetts. In this sense, accessing information refers to being informed about an organization’s objectives and values, and to Pride in one’s work and attention to detail are signs of ownership. AORN, 80(3), 493-496, 498, 501-504, 506, 509-512. The synergism of a rich clinical practice environment, a supportive administration, and the subcommittee structure has provided Committee members with numerous opportunities to develop both personally and professionally. 1, Manuscript 1. Members also exhibit pride when they encourage colleagues to join the Committee. Two main empowering structures are important: the opportunity structure and the power structure. The principles associated with four guiding concepts support successful shared governance structures. 2. © 2008 OJIN: The Online Journal of Issues in Nursing, Substance Use Disorders and Related Concerns, The 200th Birthday of Florence Nightingale, Addressing Social Determinants of Health: Progress and Opportunities, Translational Research: From Knowledge to Practice, Catherine A. Griffith, RN, CNS, APRN, BC, CCRN, Erickson, Hamilton, Jones & Ditomassi, 2003, Griffith, Larkin, Cierpial, Gettings, & Capasso, 2007a, www.nursingworld.org/MainMenuCategories/ANAMarketplace/ANAPeriodicals/OJIN/TableofContents/ Volume92004/Number1January31/SharedGovernanceModels.aspx, From Bedside to Boardroom – Nursing Shared Governance, Shared Governance: The Role of Buy-in in Bringing About Change, Traditional and Non-traditional Collective Bargaining: Strategies to Improve the Patient Care Environment, Common Denominators: Shared Governance and Work Place Advocacy – Strategies for Nurses to Gain Control over Their Practice, Shared Governance Models: The Theory, Practice, and Evidence, A Journey, Not an Event – Implementation of Shared Governance in a NHS Trust, Shared Governance: Hartford Hospital's Experience, Shared Governance: A Nurse Executive Response, Measuring the Impact of Shared Governance. 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