School of Nursing
Date of Degree
Doctor of Nursing Practice (DNP)
Mary Jean Schumann, DNP, MBA, RN, CPNP-PC, FAAN; Lori Escallier, Ph.D., RN, CPNP-PC, FAAN; Jacqueline Witter, Ed.D., FNP, MS, RN
Nurse Manager; Job Satisfaction; Quality Improvement Project
Background: It is important that the nurse managers are able to contribute to organizational vision, mission, and goals by influencing others, sharing the vision, and implementing it (Boyce, 2018). They are pivotal to the successful accomplishments of the hospital mission. The issue of recruiting, developing and retaining nurse managers is one that challenges many health care institutions, hospitals, hospitals, and health systems. The literature regarding this concern was reviewed and the paucity of useful science in this regard led to question of how to improve the job satisfaction and job retention of nurse managers at urban academic medical centers.
Objective: The purpose of this project was to examine the effectiveness of educational interventions for nurse manager role development, job satisfaction and intent to remain in the role.
Methods: This quality improvement project utilized a quasi-experimental pre-posttest design, incorporating the AONL Nurse Competency tool, the Turnover Intention Tool, and the Minnesota Satisfaction (Short Form) tool. The sample size consisted of 16 nurse managers from various nursing areas at an urban academic hospital. Demographics, competency self-assessments, as well as job satisfaction and the intent to remain in the role were measured and reviewed. The interventions were presented in four educational sessions.
Results: The managers had a mean age of 53.3 years, 73.3% were female and Black. Sixty percent were Masters’ prepared. On average, had 27.9 years in the profession. There was no difference in most of the measured variables except about job satisfaction and retention. There was a one- point drop in thinking about leaving the organization, the job, and the profession.
Conclusion/Implications: While statistical significance was not found, the nurse managers’ responses were clinically significant; they expressed greater positive responses to the financial components of the interventions. Based upon the responses, this is but a first step in engaging the managers at a deeper level to positively influence their intent to stay.
©2021 Patricia A. Winston. All rights reserved.
Winston,, P. A. (2021). Improving Nurse Manager Job Satisfaction: An Urban Academic Quality Improvement Project. , (). Retrieved from https://hsrc.himmelfarb.gwu.edu/son_dnp/96