An abstract should describe the following elements, the purpose, significance, and results of your work and your recommendation.
Types of Abstract:
– A summary abstract usually submitted with a manuscript or grant proposal which provides a summary of what is to come in the submission.
– A conference abstract usually written for consideration to make an oral presentation or develop a poster for a professional or specialty organization meeting.
Word limit: Most abstracts have a word limit between 100 – 500 words with mean of 250 words.
Format : The format for an abstract depends on whom the abstract is being submitted to as well as the work itself. Most abstracts have common sections:
The current quantitative, correlational design, non-experimental research study explored the relationship among the predictor variables (measured in terms of perceived leadership practices and organizational commitment) and a criterion variable, (job satisfaction) of 112 critical-care nurses who practice in a non-profit healthcare organization in New York City. Three existing, validated instruments (Leadership Practice Inventory, Organizational Commitment Questionnaire, and Job in General scale) were used for the purposes of gathering data for the current study. Four different hypotheses were tested as part of the study involving bivariate and multivariate statistical analytical techniques. Findings from the study revealed a statistically significant relationship among the following hypotheses: (1) critical-care nurses’ perceived leadership and job satisfaction, (2) critical-care nurses’ organizational commitment and job satisfaction, and (3) critical-care nurses’ perceived leadership practices and organizational commitment. However, there were no significant relationships found among critical-care nurses’ demographic variables of age, gender, ethnicity, specialty certification, educational level, years with current employer, years with specialty area, title, shift, employment status, and job satisfaction. Organizational commitment was, by far, the strongest predictor of job satisfaction in this study. The findings of this study have leadership implications for nurse educators, preceptors, administrators, recruiters, and managers. Also presented as part of the study were recommendations and suggestions for health managers and health policymakers.
OBJECTIVE: The aim of this study was to explore the factors influencing critical care nurses’ perception of their overall job satisfaction.
BACKGROUND: Nurses’ job satisfaction is a key issue to consider in the retention of critical care nurses. Shortages of nurses result in unsafe patient care, increased expense, and increased stress levels among other nurses.
METHOD: The Leadership Practices Inventory was used among a sample of critical care nurses to measure perceived leadership practices, the Organizational Commitment Questionnaire measured nurses commitment, and the Job in General scale was used to measure nurses’ overall job satisfaction. Four different hypotheses were tested using bivariate and multivariate statistical analytical techniques.
RESULTS: Statistically significant relationships were found among the following hypotheses: (a) perceived leadership and job satisfaction; (b) organizational commitment and job satisfaction; and (c) perceived leadership practices, organizational commitment, and job satisfaction. No significant relationships were found among critical care nurses’ demographic variables and job satisfaction. Organizational commitment was the strongest predictor of job satisfaction. Encourage the heart (B = 0.116, P = .035) and organizational commitment (B = 0.353, P = .000) were found to be significantly associated with job satisfaction.
CONCLUSION: These findings have implications for nurse educators, preceptors, administrators, recruiters, and managers in promoting satisfaction.
Background: Job satisfaction is an important component of nurses’ lives that can have an effect on patient satisfaction and safety, productivity and performance, quality of care, retention, turnover, and commitment to the organization and the profession. Job dissatisfaction affects nurses’ commitment to the organization.
Methods: This non-experimental, quantitative study was conducted of critical care nurses who practice in a non-profit healthcare organization in New York City. The study consisted of a purposive sample of 204 critical care nurses who were employed in various critical-care units such as medical intensive care units (MICU), cardiothoracic intensive care unit
CTICU) Cardiac care unit (CCU), neuroscience intensive care unit, burn intensive care unit, and surgical intensive care unit( SICU). Two pre- existing, validated instruments (Organizational Commitment Questionnaire and Job in General scale) was used to gather data for the current study. Statistical analysis of data was performed.
Findings: There is a significant correlation between Organizational commitment and Job Satisfaction (r = .66, p = .00). The regression model examining the association between gender, age, years as an RN, years with current employer, highest educational degree and job satisfaction (the dependent variable) was not statistically significant (F(5, 87) = .605, p
= .69). The ANOVAs for the impact of ethnicity, specialty certification, specialty area, title, shift, and employment status were not statistically significant (p > .05).
Conclusion: The relationship between critical care nurses’ organizational commitment and job satisfaction reaffirms the importance of nurse leaders routinely monitoring nurses’ satisfaction and implementing strategies that address the dimensions of job satisfaction.
Organizational commitment, Job satisfaction, Nurses’ job satisfaction, Nurses’ retention
Background: Health Information and Communication Technology (HICT) has the potential to reduce patient wait time and improves patient satisfaction. The Long wait times for patients to receive medical services are a big issue in Canada. The Canadian government has invested in Information and Communication Technology (ICT) to shorten patient referral wait times for medical services. Little was known about the association between ICT investments and the quality of health care delivery, and particularly between the use of ICT and referral wait times in the Manitoba Health System (MHS).
Methods: The purpose of this quantitative correlational study was to determine if a relationship existed between the use of HICT and the quality of health care delivery in the MHS. The quality of health care delivery was measured in terms of referral wait time, health information sharing effectiveness, physicians’ satisfaction, and patients’ satisfaction.
Conclusion: Findings indicated the absence of a significant association between HICT use and referral wait times. Significant correlations were found to exist between (1) HICT use and health information sharing effectiveness, (2) HICT use and physician’s satisfaction, and (3) HICT use and patient’s satisfaction. Four recommendations emerged from this study: First, patient satisfaction should be used as an indicator of the quality of health care delivery. Second, health knowledge repository and expert systems should be integrated into health ICT systems to minimize unnecessary referrals. Third, a mixed health system should be implemented to shorten wait times. Fourth, the portability of the Canadian Medicare should be enhanced to allow Manitobans in particular and Canadians in general to seek medical services abroad. This study was intended to contribute to the existing body of knowledge associated with ICT investments’ outcomes and health care delivery in the MHS.
Information technology, Wait times, Patient satisfaction, Physician satisfaction
Herman, Susan DNP, RN, NEA-BC, CENP; Gish, Mary DNP, RN, NEA-BC; Rosenblum, Ruth DNP, RN, PNP-BC
OBJECTIVE: This study sought to identify significant differences in nursing leadership strengths by position title.
BACKGROUND: Recent reports show aspects of transformational leadership (TL) related to position, age, and educational level. This study focuses on differentiating the strength of leadership practices across the range of nursing management positions.
METHODS: The Leadership Practices Inventory—Self-assessment survey, and a variety of demographic questions, were used to anonymously poll voluntary members of the Association of California Nurse Leaders.
RESULTS: Nursing positions of director level and above were strongest in leadership practices. Those at manager and below were identified as needing additional leadership development. LPI-S subscales Enable Others to Act and Model the Way were strongest.
CONCLUSION: Those at the manager level and below will benefit most from additional education and training. Even upper levels of management would gain from enhancing the LPI practices of Challenge the Process and Inspire a Shared Vision.
By: Spetz, Joanne PhD, FAAN; Brown, Diane S. PhD, RN, CPHQ, FNAHQ, FAAN; Aydin, Carolyn PhD
BACKGROUND: Hospital rating programs often report fall rates, and performance-based payment systems force hospitals to bear the costs of treating patients after falls. Some interventions have been demonstrated as effective for falls prevention.
METHODS: Costs of falls-prevention programs, financial savings associated with in-hospital falls reduction, and achievable fall rate improvement are measured using published literature. Net costs are calculated for implementing a falls-prevention program as compared with not making improvements in patient fall rates.
RESULTS: Falls-prevention programs can reduce the cost of treatment, but in many scenarios, the costs of falls-prevention programs were greater than potential cost savings.
CONCLUSIONS: Falls-prevention programs need to be carefully targeted to patients at greatest risk in order to achieve cost savings.
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