{"id":{"repo_id":"msu","oai_identifier":"oai:d.lib.msu.edu:dnp_9"},"canonical_url":"https://search.dev.ndltd.org/etd/msu/oai:d.lib.msu.edu:dnp_9","repository":{"repo_id":"msu","name":"Michigan State University","base_url":"https://d.lib.msu.edu/oai"},"display":{"title":"A project plan : healthy work environment and unit culture","abstract":"Background and Review of Literature: A Healthy Work Environment (HWE) has broad implications impacting wellness and retention of team members, recruitment, quality and safety of care delivered, and the overall organizational culture. A review of the literature demonstrates various factors contribute to the presence or absence of a HWE. Purpose: The purpose of this evidence-based quality improvement project is to improve the HWE and ultimately decrease team member churn, increase team member belonging and engagement as well as likelihood to recommend on a neuroscience clinical unit within a large midwestern Magnet ® designated hospital. Methods: Key interventions were implemented focusing on the fundamental core components of the IHI Framework for Improving Joy in Work: camaraderie and teamwork, choice and autonomy, meaning and purpose, and physical and psychological safety. Implementation Plan / Procedure: Following the IHI Framework for Improving Joy in Work, \"What matters to you?\"208Aconversations to identify impediments to joy at work were held with team members. Targeted strategies to address impediments were developed and implemented. Results/Interpretation: Effectiveness of the IHI Framework for Improving Joy in Work was evaluated by comparing pre and post implementation data for rolling twelve month transfer and churn percentage, engagement and belonging scores, and likelihood to recommend. The twelve month rolling transfer and churn percentage decreased from August 2021 to January 2022. Belonging and engagement scores decreased from July 2021 to November 2021. Likelihood to recommend decreased from August 2021 to January 2022. Implications/Conclusion: The COVID-19 pandemic impacted the implementation of the IHI Framework for Improving Joy in Work as it proved to be a significant disruption impacting overall stress, staffing levels, and tested the resilience of healthcare organizations across the nation. It is recommended that the neuroscience clinical unit consider continued application of the IHI Framework for Improving Joy in Work as a strategy to recover from the COVID-19 pandemic.","abstract_html":"Background and Review of Literature: A Healthy Work Environment (HWE) has broad implications impacting wellness and retention of team members, recruitment, quality and safety of care delivered, and the overall organizational culture. A review of the literature demonstrates various factors contribute to the presence or absence of a HWE. Purpose: The purpose of this evidence-based quality improvement project is to improve the HWE and ultimately decrease team member churn, increase team member belonging and engagement as well as likelihood to recommend on a neuroscience clinical unit within a large midwestern Magnet ® designated hospital. Methods: Key interventions were implemented focusing on the fundamental core components of the IHI Framework for Improving Joy in Work: camaraderie and teamwork, choice and autonomy, meaning and purpose, and physical and psychological safety. Implementation Plan / Procedure: Following the IHI Framework for Improving Joy in Work, "What matters to you?"208Aconversations to identify impediments to joy at work were held with team members. Targeted strategies to address impediments were developed and implemented. Results/Interpretation: Effectiveness of the IHI Framework for Improving Joy in Work was evaluated by comparing pre and post implementation data for rolling twelve month transfer and churn percentage, engagement and belonging scores, and likelihood to recommend. The twelve month rolling transfer and churn percentage decreased from August 2021 to January 2022. Belonging and engagement scores decreased from July 2021 to November 2021. Likelihood to recommend decreased from August 2021 to January 2022. Implications/Conclusion: The COVID-19 pandemic impacted the implementation of the IHI Framework for Improving Joy in Work as it proved to be a significant disruption impacting overall stress, staffing levels, and tested the resilience of healthcare organizations across the nation. It is recommended that the neuroscience clinical unit consider continued application of the IHI Framework for Improving Joy in Work as a strategy to recover from the COVID-19 pandemic.","abstract_has_math":false,"creators":["Woltschlaeger-Brooks, Susanne A."],"institution":null,"degree_name":null,"degree_level":null,"degree_discipline":null,"degree_department":null,"school":null,"contributors":["Iseler, Jackie"],"advisors":[],"committee_chairs":[],"committee_members":[],"year":2022,"date_issued":"2022","date_published":"2022","updated_at":"2026-07-24T03:16:39Z","subjects":["Hospitals","Employees--Health aspects","Teams in the workplace","Corporate culture"],"languages":["English"],"rights":["In Copyright"],"rights_urls":[],"identifier_entries":[{"key":"dc:identifier","label":"Identifier","values":["dnp:9","oclc:1334682471","local:R_24w8XF7jnE6imdg"],"render_values":[{"text":"dnp:9","href":null,"code":true},{"text":"oclc:1334682471","href":null,"code":true},{"text":"local:R_24w8XF7jnE6imdg","href":null,"code":true}]}]},"links":{"outbound_url":"https://doi.org/doi:10.25335/wb6t-2x72","outbound_label":"DOI","outbound_source":"dc:identifier"},"metadata_groups":[{"id":"people","label":"People","entries":[{"key":"dc:contributor","label":"Contributor","values":["Iseler, Jackie"]},{"key":"dc:creator","label":"Author","values":["Woltschlaeger-Brooks, Susanne A."]}]},{"id":"academic_context","label":"Academic Context","entries":[{"key":"dc:coverage","label":"Dc Coverage","values":["Middle West"]},{"key":"dc:date","label":"Dc Date","values":["2022"]},{"key":"dc:relation","label":"Dc Relation","values":["Doctor of Nursing Practice Projects"]},{"key":"dc:type","label":"Dc Type","values":["Text","Theses"]}]},{"id":"subjects_keywords","label":"Subjects and Keywords","entries":[{"key":"dc:subject","label":"Dc Subject","values":["Hospitals","Employees--Health aspects","Teams in the workplace","Corporate culture"]}]},{"id":"language_rights","label":"Language and Rights","entries":[{"key":"dc:language","label":"Dc Language","values":["English"]},{"key":"dc:rights","label":"Dc Rights","values":["In Copyright"]}]},{"id":"identifiers","label":"Identifiers","entries":[{"key":"dc:identifier","label":"Identifier","values":["dnp:9","oclc:1334682471","local:R_24w8XF7jnE6imdg","https://doi.org/doi:10.25335/wb6t-2x72"]}]},{"id":"additional","label":"Additional Metadata","entries":[{"key":"dc:description","label":"Description","values":["Background and Review of Literature: A Healthy Work Environment (HWE) has broad implications impacting wellness and retention of team members, recruitment, quality and safety of care delivered, and the overall organizational culture. A review of the literature demonstrates various factors contribute to the presence or absence of a HWE. Purpose: The purpose of this evidence-based quality improvement project is to improve the HWE and ultimately decrease team member churn, increase team member belonging and engagement as well as likelihood to recommend on a neuroscience clinical unit within a large midwestern Magnet ® designated hospital. Methods: Key interventions were implemented focusing on the fundamental core components of the IHI Framework for Improving Joy in Work: camaraderie and teamwork, choice and autonomy, meaning and purpose, and physical and psychological safety. Implementation Plan / Procedure: Following the IHI Framework for Improving Joy in Work, \"What matters to you?\"208Aconversations to identify impediments to joy at work were held with team members. Targeted strategies to address impediments were developed and implemented. Results/Interpretation: Effectiveness of the IHI Framework for Improving Joy in Work was evaluated by comparing pre and post implementation data for rolling twelve month transfer and churn percentage, engagement and belonging scores, and likelihood to recommend. The twelve month rolling transfer and churn percentage decreased from August 2021 to January 2022. Belonging and engagement scores decreased from July 2021 to November 2021. Likelihood to recommend decreased from August 2021 to January 2022. Implications/Conclusion: The COVID-19 pandemic impacted the implementation of the IHI Framework for Improving Joy in Work as it proved to be a significant disruption impacting overall stress, staffing levels, and tested the resilience of healthcare organizations across the nation. It is recommended that the neuroscience clinical unit consider continued application of the IHI Framework for Improving Joy in Work as a strategy to recover from the COVID-19 pandemic.","Thesis (D.N.P.)--Michigan State University. Clinical nurse specialist, 2022","Includes bibliographical references (pages 52-58)"]},{"key":"dc:format","label":"Dc Format","values":["137 pages","application/pdf"]},{"key":"dc:title","label":"Title","values":["A project plan : healthy work environment and unit culture"]}]}],"canonical_facts":{"dc:contributor":["Iseler, Jackie"],"dc:coverage":["Middle West"],"dc:creator":["Woltschlaeger-Brooks, Susanne A."],"dc:date":["2022"],"dc:description":["Background and Review of Literature: A Healthy Work Environment (HWE) has broad implications impacting wellness and retention of team members, recruitment, quality and safety of care delivered, and the overall organizational culture. A review of the literature demonstrates various factors contribute to the presence or absence of a HWE. Purpose: The purpose of this evidence-based quality improvement project is to improve the HWE and ultimately decrease team member churn, increase team member belonging and engagement as well as likelihood to recommend on a neuroscience clinical unit within a large midwestern Magnet ® designated hospital. Methods: Key interventions were implemented focusing on the fundamental core components of the IHI Framework for Improving Joy in Work: camaraderie and teamwork, choice and autonomy, meaning and purpose, and physical and psychological safety. Implementation Plan / Procedure: Following the IHI Framework for Improving Joy in Work, \"What matters to you?\"208Aconversations to identify impediments to joy at work were held with team members. Targeted strategies to address impediments were developed and implemented. Results/Interpretation: Effectiveness of the IHI Framework for Improving Joy in Work was evaluated by comparing pre and post implementation data for rolling twelve month transfer and churn percentage, engagement and belonging scores, and likelihood to recommend. The twelve month rolling transfer and churn percentage decreased from August 2021 to January 2022. Belonging and engagement scores decreased from July 2021 to November 2021. Likelihood to recommend decreased from August 2021 to January 2022. Implications/Conclusion: The COVID-19 pandemic impacted the implementation of the IHI Framework for Improving Joy in Work as it proved to be a significant disruption impacting overall stress, staffing levels, and tested the resilience of healthcare organizations across the nation. It is recommended that the neuroscience clinical unit consider continued application of the IHI Framework for Improving Joy in Work as a strategy to recover from the COVID-19 pandemic.","Thesis (D.N.P.)--Michigan State University. Clinical nurse specialist, 2022","Includes bibliographical references (pages 52-58)"],"dc:format":["137 pages","application/pdf"],"dc:identifier":["dnp:9","oclc:1334682471","local:R_24w8XF7jnE6imdg","https://doi.org/doi:10.25335/wb6t-2x72"],"dc:language":["English"],"dc:relation":["Doctor of Nursing Practice Projects"],"dc:rights":["In Copyright"],"dc:subject":["Hospitals","Employees--Health aspects","Teams in the workplace","Corporate culture"],"dc:title":["A project plan : healthy work environment and unit culture"],"dc:type":["Text","Theses"]},"updated_at":"2026-07-24T03:16:39Z"}