Organizational infrastructure to support development of newly graduated nurses.
This is the second article in a series exploring the transition of newly graduated nurses to competent clinicians. The first article [Schoessler, M., & Waldo, M. (2006). The first 18 months in practice: A developmental transition model for the newly graduated nurse. Journal for Nurses in Staff Development, 22:47-52] described the developmental transition model derived from focused research activities and interaction with new graduates. This article presents the corresponding organization infrastructure designed to support development. The use of the term "infrastructure" denotes that this program extends beyond classroom and clinical experience to planned changes in the culture and practice of nursing staff and management team. Program success is measured in stakeholder satisfaction and decreased turnover of new graduates.
Schoessler
Mary
M
Providence Portland Medical Center, Portland, Oregon 97213, USA. Mary.schoessler@providence.org
Waldo
Mary
M
D001291:Attitude of Health Personnel; D002322:Career Mobility; D002983:Clinical Competence; D003479:Curriculum; D004509:Education, Nursing, Continuing / Q000458:organization & administration*; D006301:Health Services Needs and Demand; D006801:Humans; D017145:Models, Educational; D016294:Models, Nursing; D015402:Nursing Education Research; D009736:Nursing Process; D009741:Nursing Staff, Hospital / Q000193:education* / Q000523:psychology; D010563:Personnel Turnover; D011231:Preceptorship / Q000458:organization & administration; D018794:Problem-Based Learning / Q000458:organization & administration; D016730:Program Development; D015397:Program Evaluation; D020377:Self Efficacy; D012944:Social Support; D013192:Staff Development / Q000458:organization & administration*; D013850:Thinking