Strategic management in the establishment of a magnet hospital: A nursing staff perspective

Hung-Yu Yang, Chiu-Hui Yu, Ming-Jye Wang^*

Institute of Health Industry Management, Yuanpei University, Hsin-Chu.
National Taiwan University Hospital Hsin-Chu Branch, Hsinchu City.

DOI: 10.4236/health.2013.58179                

Abstract

Magnet hospital certification has a reputation for being one solution to nurse recruitment and retention. It is a matter of priority for hospitals to identify and enhance the basic organizational social structures which promote the development and maintenance of magnetism. A total of 436 valid self-administered questionnaires were collected from nurses. Paired sample t-tests, importance-performance gap analysis andANO-VAwere applied. The aims of this study were to investigate the key factors in and the gaps between nurses’ perceptions and hospital performance in areas contributing to magnetism. The results showed that Salary structure, welfare, and manpower deployment were the key forces of magnetism influencing nursing practice. Public and private hospitals showed significant differences in manpower deployment and nurse-patient relationships. Nurses who rotated shifts were more dissatisfied with their hospital scheduling system. Therefore, personnel policies and program are the primary forces in the development of a magnet hospital. Considering the demand for flexible scheduling of nurses, providing a supportive work environment, and keeping pace with today’s changing health care environment could achieve better outcomes for nurses, patients, and hospitals. These findings provide a reference to help set priorities for the implementation and development of effective strategies with limited resources. Public hospitals should take the lead in promoting magnet hospitals and set up reasonable salary systems, nursing workforce standards, and administrative support in order to attract and effectively retain nurses.

Keywords

Magnet Hospital; Importance-Performance Gap Analysis; Human Resource Management; Nursing Management

Conflicts of Interest

The authors declare no conflicts of interest.

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