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Biomedical subjects

R R Alward

Publications and source records attributed to R R Alward.

16 recordsLinked to original sources
PubMed1994

Supporting shift workers.

In interviews with nurses across the United States, the authors became aware of the significant effect nurse executives, nurse managers, staff educators, and researchers had on the lives of nurse shift workers, and on their adjustment to permanent and rotating shift work. In this excerpt from their book, The Nurse's Shift Work Handbook, the authors discuss the importance of the shift system, shift worker selection factors, and the ways nurse administrators can foster shift workers' adaptation through education and supportive services.

Circadian Rhythm↗
PubMed1990

A comparison of rotating-shift and permanent night nurses.

This study tests the hypothesis that permanent night nurses would be no better off than rotating shift nurses on the first night of a run of duty. duty. Thirty permanent and 30 rotating shift female nurses from the same hospital participated in a study involving sleep diaries, oral temperature measurement as well as subjective ratings of well-being and the effort needed to complete their work. Although the permanent nurses fared significantly better than rotating shift nurses in subjective ratings, this did not appear to be due to the maintenance of a nocturnal orientation in the permanent group. Significant differences between the groups only emerged in the amount of night sleep before the shift. Day sleep amounts were similar between groups, as was the size of the temperature drop (0.5 degree F) between midnight and 4 a.m. Thus, lifestyle and social differences between the groups appeared to be more likely than biological rhythm adjustment ones to account for the permanent group's better subjective ratings.

Adult↗
PubMed1990

Public relations. Part II, Strategies and tactics.

In Part I of this series, the six steps in the public relations process are discussed. They include identifying publics, conducting research, establishing goals, developing and implementing public relations strategies, and evaluating outcomes. In Part II, many of the commonly used public relations strategies and tactics are described.

Audiovisual Aids↗
PubMed1990

Public relations. Part I, A skill for nurses.

Public relations is a part of marketing. It is concerned with the promotion of a positive image of organizations and individuals. In this two-part series, the authors discuss how nurse administrators, managers, intrapreneurs, and entrepreneurs can use public relations strategies and techniques to advance their careers, organizations, and the profession. Although JONA readers may be familiar with many of these strategies, nurse administrators may wish to use the series to make their entire professional nurse staff aware of the value of the public relations process when it is operationalized throughout the nursing division. Part I describes the development of public relations, its role in marketing, nursing's publics, and the steps of the public relations process. It ends with the application of this process to career development.

Career Mobility↗
PubMed1990

Survey response rates to a professional association mail questionnaire.

The purpose of this research was to study the effect of various direct mail techniques on professional nurses' response rates to questionnaires. A random sample of 700 registered professional nurses consisting of five groups who were members of New York State Nurses Association (NYSNA) were mailed a questionnaire with 22 items. The study demonstrated that the response rates were directly attributable to techniques used. Providing information about the association was related to significantly decreased response rates and monetary incentives with significantly increased response rates. A combined direct mailing for questionnaire completion and membership solicitation was not effective for either purpose.

Data Collection↗
PubMed1983

Patient classification systems: the ideal vs. reality.

This author identifies a critical problem in the wholesale adoption of patient classification systems (PCSs) in nursing departments. She suggests that without attention to their reliability and validity for the specific institution's standards and practice, PCSs may frustrate, rather than assist, the nursing administrator's efforts to predict staffing needs. Here she describes an "ideal" PCS and compares it with the reality of today's systems. She then suggests ways that nursing administrators can move closer to this ideal system and make PCSs more useful management tools.

Budgets↗
PubMed1983

A marketing approach to nursing administration--Part 1.

This two-part series assists the nursing administrator to recognize the value of the marketing discipline to nursing management and suggests how a marketing approach can be incorporated into the nursing service organization. Although both articles are written with the hospital nurse administrator in mind, nurse executives of other health care facilities such as nursing homes, health maintenance organizations, and home health and community health agencies will find marketing concepts equally applicable within their organizational structures.

Data Collection↗
PubMed1983

A marketing approach to nursing administration--Part 2.

Marketing has been defined as effectively managing exchange relationships with an organization's markets or constituencies[1]. To apply a marketing approach to nursing administration, an awareness of all divisional relationships that involve the exchange of values must be developed. The interactions of the nursing division with the larger health care organization, patient population, medical staff, community, and other markets are very complex. Identifying markets with similar needs, preferences, perceptions, attitudes, and behaviors is essential because each segment requires different marketing strategies, tactics, and goals. After defining present and potential markets, the nurse administrator must ask what is valued and exchanged by each segment. A marketing information and research program can provide the data necessary to analyze the needs and preferences of the nursing markets as well as the nursing organization's capabilities and deficits. Part 1 concluded with a description of the qualitative and quantitative phases of a marketing information program. Part 2 explores the management phase, in which research information is translated into strategies and tactics designed to meet the needs of identified market segments. Potential problems the nursing administrator may face in implementing a marketing approach are discussed.

Advertising↗