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Background. With projected nursing shortages, an aging workforce, and the imminent retirement of nurse leaders, nursing leadership shortages are a concern. While several studies have indicated the interest of nurses in pursuing leadership positions, limited research has focused on examining the influence of the leadership practice environment on nurses' motivation to lead. Aim. The aims of the study were to (1) assess the relationship between the leadership environment and the motivation of nurses to lead and (2) determine whether there are particular aspects of the leadership environment that influence motivation to lead. Methods. A cross‐sectional research design was used to collect data from 435 nurses working in 16 public and private hospitals in Oman. Leadership Environment Scale and Motivation to Lead Scale were used to assess participants' perceived leadership environment and their motivation to engage in formal leadership roles, respectively. Multivariate linear regression was used to assess the relationship between the perceived leadership environment and the motivation of nurses to undertake leadership roles. Findings. Nurses reported a mean scale value of 3.208 out of 5 (SD = 0.467) for their motivation to lead, which exceeds the midpoint, indicating a strong motivation to engage in formal leadership roles. Nurses reported a mean score of 3.194 out of 4 (SD = 0.661), which exceeds the midpoint, suggesting a favorable perception of leadership environment. The findings showed a significant relationship between the leadership environment and nurses' motivation to lead. Specifically, self‐organization (β = 0.185, p = 0.001, CI = 0.086–0.378), agents (β = 0.221, p = 0.002, CI = 0.124–0.474), and transformative exchange (β = 0.100, p = 0.037, CI = 0.101–0.142) were characteristics of the leadership environment that were associated with greater motivation to engage in leadership. Conclusion. This study emphasizes the importance of cultivating a supportive leadership environment as a potential strategy to attract nurses to assume formal nursing leadership roles. Implications for Nursing Management. Strategies to improve nurses' motivation to lead in a complex healthcare environment include improving nurses' active involvement in their organization, creating a collegial supportive and mentoring leadership culture, and improving transformative exchange by supporting career and educational advancement. [ABSTRACT FROM AUTHOR]

Background. Global nursing shortages have led to the recruitment of culturally and linguistically diverse nurses from various countries. However, nurses face integration challenges in their host countries. Objective. This systematic review aimed to find the most recent evidence of factors associated with integrational strategies and models to support the transition and adaptation of culturally and linguistically diverse nurses to the professional workforce in healthcare settings. Methods. This systematic review used the population, exposure, outcome framework to select studies according to JBI guidelines. Original peer‐reviewed quantitative studies published between 2000 and 2021 were identified. Two researchers independently screened the studies based on eligibility criteria using title, abstract, and full text. The JBI critical appraisal tool assessed the methodology's quality for analytical cross‐sectional studies. Data were extracted, tabulated, and analysed narratively. PRISMA checklist was used in reporting. Data Sources. CINAHL (Ebsco), PubMed, Medic, ERIC (ProQuest), and Scopus. Results. The systematic review encompassed 19 articles and identified multiple factors associated with successful integration. These factors were classified into the following six categories: sociodemographic characteristics, discrimination, social support, organisational support, workplace environment, and acculturation. Conclusions. Comprehensive cultural competency training for healthcare staff, including managers, enhances cultural proficiency in work environments. Clear guidelines addressing bias and discrimination create a supportive environment where culturally and linguistically diverse nurses feel valued and respected, facilitating their adaptation and integration. Relevance to Clinical Practice. Patient care quality can be improved by ensuring sustainable culturally and linguistically diverse nurses' integration into healthcare organisations. Cultural diversity is a unique opportunity to bring a diverse range and experience to clinical settings. The diversity can also help enhance the cultural competence of healthcare staff, allowing them to better understand and cater to the needs of culturally diverse patients. Patient or Public Contribution. Not required for study design. [ABSTRACT FROM AUTHOR]

The recruitment and retention of in-patient psychiatric mental health registered nurses (PMH-RNs) remains a challenge. This qualitative study sought to identify factors impacting the recruitment and retention of PMH-RNs in acute-care settings. Participants (N = 15) were recruited for focus groups including one with in-patient unit administrators (n = 4), two with current PMH-RNs (n = 7), and two with nursing students (n = 4). Data were analyzed using a directed content analysis approach. Participants were informed about the study's purpose, procedures, potential risks, and benefits, and they provided verbal consent before participating. Administrators emphasized a focus on retention and described a variety of supports they provided PMH-RNs, including formal and informal support and education. PMH-RNs' most prevalent concerns were their safety, co-worker and/or management challenges, and emotional and/or physical exhaustion. Students also expressed concerns about safety in psychiatric settings and desired more interaction with PMH-RNs. They were also interested in learning more about the specialty as they valued the opportunity to see change in patients. All three groups mentioned a need for more interaction between students and PMH-RNs, while safety concerns were expressed by both PMH-RNs and students. Because PMH-RNs play a critical role for in-patient psychiatric care, recruiting and retaining specialist nurses can focus on increasing student engagement with the PMH-RNs, attending to PMH-RNs' management and staffing concerns, and providing additional resources for responding to events that threaten safety in the workplace to prevent burnout. [ABSTRACT FROM AUTHOR]

Aim: This study explored undergraduate nursing students' mentoring experiences during their final clinical practicum as they prepared to enter the workforce. Methods: We used a qualitative case study design with data collected in two focus group discussions involving 19 students. Data were analysed using inductive thematic analysis. Results: Students' descriptions of their mentoring experiences fell under three themes: 'great experience', 'being treated like part of the family', and 'gaining confidence and skills'. Students described their mentors as having critical roles in providing feedback and learning opportunities to interns. Students also reported that ungraded initial assessment, friendlier workplaces, and mentors with patience were required to strengthen their professional learning at the workplace. Conclusion: These results suggest that prompt and constructive feedback, warmer workplace environments, and passionate mentors' involvement may help enhance students' mentoring experiences during their clinical practicum. Implications for Nursing Management: Management and academia should work jointly to develop mentorship programs to achieve better student outcomes. Doing this will lead to role clarity, higher levels of satisfaction, and increased productivity. Management needs to consider compensating mentors for their time in student learning and select experienced nurses willing to mentor others to promote enjoyable relationships and effective mentoring engagements. Management needs to find creative ways to build mentoring into appraisals, for at present, it is considered a voluntary activity for educating the next generation of nurses. Management should ensure adequate training and ongoing support for mentors and mentees in clinical mentoring. [ABSTRACT FROM AUTHOR]

Aims: This article reports the results of a scoping review to identify initiatives for improving recruitment and retention of nurses in health care and ascertain their effectiveness. Background: The global shortage of nurses has results in greater competition for vacant posts and an increased need to retain existing post holders. While there are a large number of publications discussing ways to improve recruitment and retention, the effectiveness of these needs to be established. Evaluation: Thirteen papers met the inclusion criteria. There was no literature identified focusing on recruitment and only one paper reported a formal evaluation of a retention initiative. Key issues: Five themes summarized the initiatives for retaining nurses: leadership and support, ongoing professional development, recognition, work environment and flexible scheduling. Conclusion: While strategies have been proposed to retain nurses, there is a dearth of evidence supporting the effectiveness of these. Implications for Nursing Management: Although there is a lack of evaluations of retention strategies, the review identified a number of initiatives that warrant consideration. With the launch of the National Health Service People Plan in England in 2021, which is recommending initiatives identified in this review without robust evidence, an integrated programme of research evaluating this is recommended. [ABSTRACT FROM AUTHOR]

Aim: This study aimed to analyse the treatment cost of a patient, depending on the number of patients treated, patient waiting times, and the number of nurses and doctors employed in an emergency department of a private hospital. Background: Within health systems, changes in health care resources can be very costly, especially if these changes are long‐term. The discrete‐event simulation method described in this paper allows for the monitoring and analysis of complicated changes in real systems by using computer‐based modelling. Method: The discrete event simulation model was derived from nine scenarios according to the number of nurses and doctors, and a comparison was made between the results of the scenarios and the actual results. Results: Among the scenarios, scenario 6 provided the lowest treatment cost for a patient by employing three doctors and two nurses with the best performance. The cost of treatment for a patient varies between ŧ9.00 and ŧ11.00 depending on the value of δ, and the daily cost of these resources to the hospital is ŧ1300.77. Conclusions: This study provides a clear picture of a cost analysis comparison based on changes made about the actual health system in the computer‐based simulated environment. Implications for Nursing Management: The workforce data of nurses and doctors offers enough detail for cost analysis in health care settings to calculate the cost of treatment for a patient. [ABSTRACT FROM AUTHOR]

Aim: The aim of this study is to explore primary health care nurses' mental health, concerns and perceived safety and supports during COVID‐19. Background: Respiratory pandemics have negative impacts on nurses' wellbeing. While literature is replete with hospital nurses' experiences, there is less exploration of COVID‐19 impacts on primary health care nurses. Given the importance of primary health care nurses in the health system, understanding their experiences is vital. Methods: Three hundred and fifty nine primary health care nurses responded to an online cross‐sectional survey. The Depression Anxiety Stress Scales (DASS‐21) was used to measure emotional state. Data were analysed using descriptive and inferential statistics. Results: DASS‐21 scores indicated that 39.6% of participants were experiencing symptoms of depression, anxiety or stress. Of those, 41.8% were experiencing symptoms on one scale, 26.9% were experiencing symptoms on two scales and 31.2% were experiencing symptoms across all three scales. Most participants identified that their feelings were related to COVID‐19. Conclusions: COVID‐19 is having a significant impact on primary health care nurses' mental health. Nurse managers need to develop strategies to effectively address nurses' concerns and effectively support them to sustain the workforce during and after the pandemic. Implications for Nursing Management: Findings from this study can inform the design of effective nurse support programmes to reduce mental health impacts and promote staff wellbeing during the pandemic. [ABSTRACT FROM AUTHOR]

Aims: The study aimed to describe the changes in the nursing workforce in 2008–2018 in Guangdong province, China. Background: A strong nursing workforce is important in the development of the health care system in China. However, whether the nursing workforce in China has improved is underexplored. Methods: Three waves of surveys were conducted in hospitals in Guangdong province, China, in 2008, 2014 and 2018. Findings The proportion of less experienced nurses and nurses holding a bachelor's degree has increased. The hospital nurse‐to‐patient ratio did not change significantly. The work environment deteriorated from 2008 to 2014 and improved from 2014 to 2018. Nurse‐perceived staffing adequacy and nurses participating in hospital administration were scored lowest. The nurse–physician relations declined from 2008 to 2018. Nurse satisfaction, retention and quality of care improved, while reduced personal accomplishment deteriorated. Conclusion: The nursing workforce in Guangdong province, China, is young and highly educated. Nurse outcomes and quality of care have made progress from 2008 to 2018. Nurse staffing and burnout remain matters of concern. Implications for nursing management: Strategies addressing nursing workforce issues in China include dealing with the nursing shortage, establishing pathways for nurses' participation in decision‐making, increasing nurses' income and welfare, promoting recognition of nurses and improving the quality of care. [ABSTRACT FROM AUTHOR]

Aims: To explore the working experiences of Chinese hospital care workers from their own perspectives. Background: Many countries face an increasing demand for nursing care and an acute shortage of registered nurses. As a result, much of the care work at hospitals is delegated to assistant staff, such as care workers. Methods: Data were collected by semi‐structured interviews with 22 hospital care workers in three hospitals of Guangzhou City, China. Thematic analysis was used to analyse the data. Results: Hospital care workers are mainly rural‐to‐urban migrant women, partaking in caregiver jobs to make a living. They play a significant role in the hospital to aid patients as well as nurses. Hospital care workers experience a sense of ambiguity towards their job, viewing it as "low" and "isolated", yet at the same time, "acceptable" and "helping". Conclusion: Hospital care workers are a workforce that is not well supported, trained or regulated. Their working experiences suggest that attention needs to be given to protecting this vulnerable group. Implications for Nursing Management: The working conditions of hospital care workers should be improved. Hospital care workers need improved status, increased rewards, and channels for further training and opportunities for continued career advancement. [ABSTRACT FROM AUTHOR]

Aims: To examine the factors influencing final‐year nursing/midwifery students' intentions to migrate following graduation. Background: With expanding global staff shortages, effective recruitment and retention strategies targeted at new nursing/midwifery graduates are necessary. Understanding factors that influence graduates' decisions to migrate or remain in the health care organisation that supported their education is essential but under‐researched. Methods: A cross‐sectional electronic survey was distributed to graduating nursing/midwifery students across nine higher education institutions in Ireland with a 36% (N = 407) response rate. Results: 85% of Irish (n = 376) nursing/midwifery graduating students reported an intention to migrate overseas and 70% intend to return within 5 years. Pay, working conditions and career were ranked as influencing intentions to migrate. Multivariable analysis illustrated that educational opportunities and friends predict migration, while family and obligation were protective factors. Conclusion: Nursing and midwifery leaders and policymakers must reconsider recruitment and retention strategies and embrace innovative and responsive approaches to address migration intentions and trends. Implications for nursing/midwifery management: Strategic leadership is required to develop effective structures that support personal, professional and career opportunities for new graduates. Targeted recruitment innovations to entice graduates back into the health service are recommended. [ABSTRACT FROM AUTHOR]

Aims: To identify (a) the challenges for multicultural aged care teams; (b) the opportunities to facilitate teamwork; and (c) the strategies to assist team members in a multicultural work environment. Background: High‐income countries have an increasingly culturally diverse aged care workforce. Fostering teamwork in such an environment is challenging. Methods: This systematic review of qualitative studies followed the Joanna Briggs Institute (JBI) meta‐aggregation approach. Six databases were searched. Retrieved articles were screened by two reviewers. This review identified 111 findings that were aggregated into 15 categories and five themes. Findings: Aged care workers' awareness of cultural diversity varies, and their knowledge of each other's cultural background is limited. However, cultural skills are demonstrated, contributing to teamwork. Their experience in cross‐cultural encounters is broad, and enhanced team cohesion is desired. Conclusions: The cultural competence of the aged care workforce shapes team building, peer support opportunities and positive cross‐cultural experiences. Implications for Nursing Management: Recommendations are provided for the adaptation of aged care workers to culturally diverse teams, fostering teamwork to enhance care outcomes for clients. Interventions for improvements in cross‐cultural leadership and management, and staff experience of cross‐cultural encounters are much needed. [ABSTRACT FROM AUTHOR]

Aim: The purpose of this dimensional concept analysis was to identify preferences for favourable nursing work environments by Baby Boomer, Generation X and Millennial nurses. Background: Favourable nursing work environments have been associated with better nurse and patient outcomes. Researchers have reported differences among generations related to the work environment, but the extent to which there are differences in preferences, not just perceptions, is less certain. Method: A dimensional concept analysis was performed, in which one concept was analysed from multiple points of view. Articles were obtained from PubMed, CINAHL and PsycINFO. Articles published in the last ten years were included if they reported preferences, desires or ideals for the nursing work environment and were categorized by generational cohort. Eight articles qualified for review. Results: Four major themes were identified: nursing practice/unit characteristics, managers/leadership, team/professional interactions and pay/benefits. An additional theme of personal/self emerged among Millennials. Conclusions: All generations reported preferences related to benefits/pay, manager/leadership, nursing practice/unit characteristics and team/interactions. Only Millennials reported aspects related to self. Implications for nursing management: All generations desired the first four themes. To address each, nursing leaders should consider the following: (a) ensure adequate staffing and resources are in place for nursing staff; (b) obtain input from all generations about their level of satisfaction with benefits/pay and examine ways to provide better benefits or pay when possible; (c) encourage leadership self‐development, such as educational opportunities and mentorship; and (d) determine opportunities to improve interactions among staff members. For Millennials, the only group who had expectations in the area of 'self', provide individualized attention and opportunities that allow them to create a better work–life balance, such as self‐scheduling. [ABSTRACT FROM AUTHOR]

Aims: To provide an overview of the practice patterns of advanced practice nurses and to explore their perceptions of their role in Singapore. Background: Role expansion of advanced practice nurses is increasingly popular in healthcare systems. However, their practice patterns remain variable, thereby introducing role ambiguity. Uncertainty revolves around how advanced practice nurses perceive their practice, competency and readiness for role expansion. Methods: A nationwide survey of advanced practice nurses was conducted in Singapore. Statistical analyses of closed‐ended responses and content analysis of open‐ended responses were undertaken. Results: A total of 87 participants were surveyed (42.8% response rate). Significant discrepancies existed between current practices and their expectations. Readiness for and acceptance of role expansion were discerned but multiple barriers to practice have remained. Conclusion: This pioneering study in Asia provides important evidence to support the call for greater clarity in the role of APNs and for review of existing institutional practice restrictions. It provides insights into healthcare systems in similar developmental stages of advanced practice nursing. Implications for nursing management: When outlining the goals and role priorities of advanced practice nurses APNs, nurse administrators can consider their best contributions in practice. This allows for long‐term sustainability of their role. [ABSTRACT FROM AUTHOR]

Aim: To identify factors influencing nurses' willingness to lead. Background: Given the ageing workforce and the projected retirement of nurse leaders, there is a concern about nursing leadership shortages in the next decade. Several studies have shown that nurses are not interested in pursuing leadership positions, but studies investigating nurses' willingness to lead and related predictors remain limited. Methods: A workforce survey of 1,201 direct‐care nurses was conducted in Oregon. Logistic regression modelling was used to identify factors influencing the likelihood of nurses' willingness to lead. Results: Fifty‐three percent of nurses were willing to pursue leadership roles. Years of experience, job burnout, the perception of the work environment, adequacy of leadership preparation, and the amount of salary and compensation were significant predictors of nurses' willingness to lead. Conclusion: Increasing nurses' participation in hospital affairs and providing adequate leadership preparation, parts of the work environment, prior to engaging them in leadership roles is recommended to improve their attitudes about leading. Implications for Nursing Management: Recruitment of future nursing leaders should not be based solely on demographics such as age and gender. Rather, recruiters should focus on creating more favourable work environments in which to lead. [ABSTRACT FROM AUTHOR]

Aims: The purpose of this review is to help the nurse leader develop an understanding of the five generations currently in the health care workforce by providing defining characteristics, general behaviours, and strategies for the nurse manager to employ for each generational cohort. Background: Generations are groups of people born during the same 15–20 year time period who share similar experiences before adulthood, which shape long‐term behaviours. Key descriptors and characteristics are provided. Evaluation: The current generational cohorts in the health care workforce are Traditionalists (born between 1922 and 1945), baby boomers (born between 1946 and 1964), Generation X (born between 1965 and 1979), millennials (born between 1980 and 1995), and Generation Z (born after 1995). Key Issues: Health care teams often comprise members of three or more generations. Intergenerational differences in team members can result in challenges; however, different perspectives provided by multiple generations can be used advantageously to strengthen the team's efficiency and outcomes. Conclusions: There are strengths in each generation. Key differences can be harnessed to build stronger teams through comprehensive communication strategies, customized reward systems, and workplace flexibility. Examples are provided for each area. Implications: Managers can use intergenerational differences to create a rich environment that bridges generational differences and fosters workforce cohesion. [ABSTRACT FROM AUTHOR]

Aim To investigate the views of senior nurse and human resource managers of strategies to retain hospital nurses in a metropolitan area. Background Against a global shortage, retaining nurses is a management imperative for the quality of hospital services. Method Semi-structured interviews, thematically analysed. Results Metropolitan areas have many health organisations in geographical proximity, offering nurses choices in employer and employment. Senior nurse and human resource managers recognised the complexity of factors influencing nurse turnover, including those that 'pulled' nurses out of their jobs to other posts and factors that 'pushed' nurses to leave. Four themes emerged in retaining nurses: strategy and leadership, including analysis of workforce and leavers' data, remuneration, the type of nursing work and career development and the immediate work environment. Conclusions In contexts where multiple organisations compete for nurses, addressing retention through strategic leadership is likely to be important in paying due attention and apportioning resources to effective strategies. Implications for nursing management Aside from good human resource management practices for all, strategies tailored to different segments of the nursing workforce are likely to be important. This metropolitan study suggests attention should be paid to strategies that address remuneration, progressing nursing careers and the immediate work environment. [ABSTRACT FROM AUTHOR]

Aim This study evaluated the impact of the late career nurse initiative on nurse perceptions of their work environment, workplace burnout, job satisfaction, organisational commitment and intention to remain. Background The Ontario Ministry of Health and Long- Term Care introduced the late career nurse initiative with the goal of improving the retention of front-line nurses aged 55 and over by implementing a 0.20 full-time equivalent reduction of physically or psychologically demanding duties, enabling nurses to engage in special projects for the improvement of their organisations and patient care. Methods A sample of 902 nurses aged 55 and over from acute and long-term care facilities were surveyed using valid and reliable questionnaires. Results Nurses who had participated in the initiative did not differ significantly from those who had not in terms of workplace burnout, job satisfaction, length of service or intention to remain within their current organisation. The late career nurse initiative participants reported significantly higher perceptions of managers' ability, leadership and support and their level of participation in hospital affairs. Conclusion The late career nurse initiative was associated with perceived differences in nurses' work environment but not outcomes. Implications for nursing management Leaders need to pay attention to how late career nurses are selected and matched to organisational projects. [ABSTRACT FROM AUTHOR]

Aim To discuss selected work hazards and safety concerns for aging nurses. Background Greater numbers of older nurses remain in the workforce. Projections suggest that one-third of the nursing workforce will be over age 50 years by 2015. Employers will struggle to find ways to protect the health and safety of their aging workforce and prevent a massive loss of intellectual and human resources when these experienced nurses exit the workforce. Evaluation Review of recent relevant literature in English language journals. Key issues Repetitive motion injuries, fatigue and slips, trips and falls are three major work hazards older nurses face. We discuss several factors for each hazard, including: the normal physiological aging effects of diminished strength, hearing and vision; workplace variables of work schedules, noise and clutter; and personal characteristics of sleep disturbances, overexertion and fatigue. Conclusions Inconclusive evidence exists to guide best practices for designing safe workplace environments and shift patterns for nursing work. Implications for nursing management There are at least two areas administrators can reduce work hazards for older workers: (1) modification of the workplace, and (2) creating the infrastructure to support the aging workforce to encourage healthy behaviours. [ABSTRACT FROM AUTHOR]

Aim To test the psychometric properties of the McCloskey-Mueller Satisfaction Scale and to assess which of the McCloskey-Mueller Satisfaction Scale dimensionalities have a considerable impact on job satisfaction of nursing employees in three public Slovenian hospitals. Background Job satisfaction of nurses is linked to productivity, turnover, absenteeism and patient outcomes. Little is known about the factors contributing to job satisfaction among Slovenian hospital nurses. Understanding the contributing factors could help nurse managers to take appropriate measures. Method A cross-sectional survey study was used to obtain a sample of 169 registered nursing assistants and 74 registered nurses working in three public hospitals in Slovenia, from which data was obtained using the McCloskey-Mueller Satisfaction Scale. Dimensionality was tested using exploratory factor analysis. Results A seven-factor structure of 29 items was obtained, which accounted for 54.3% of the total variance in job satisfaction, and was internally consistent (Cronbach's alpha coefficient of the instrument was 0.78). The first factor 'Satisfaction with Interaction Opportunities', which is a component of the social rewards dimension in the McCloskey-Mueller Satisfaction Scale, explained 30.6% of the variation. Conclusion The registered nursing assistants' job dissatisfaction was higher than that of the registered nurses. Both were mostly dissatisfied with professional opportunities. Using the factor analysis, a seven-factor structure was found instead of the originally introduced eight-factor model, which suggests a need for further redevelopment of the McCloskey-Mueller Satisfaction Scale. Implications for nursing management The results suggest that operational management needs to revitalize the work environment by ensuring proactive leadership and allowing participation in the decision-making process, while health-care organisations need to support the professional development of registered nursing assistants and registered nurses in order to achieve sustainable effects in job satisfaction. [ABSTRACT FROM AUTHOR]

An introduction is presented in which the editor discusses various reports within the issue on topics including the importance of workforce planning and educational support, the impact of role stress on nurses and caregivers and some perspectives on job satisfaction among nurses.

attree m., flinkman m., howley b., lakanmaa r-l., lima-basto m. & Uhrenfeldt L. (2011) Journal of Nursing Management 19, 786-802 A review of nursing workforce policies in five European countries: Denmark, Finland, Ireland, Portugal and United Kingdom/England Aim Review nursing workforce policies in five European countries: Denmark, Finland, Ireland, Portugal and the United Kingdom. Background Imbalances in registered nurse (RN) supply and demand is a global, significant and recurring issue that impacts on healthcare systems, organizations, staff and patients. Method Policy Review using resources located by a systematic search of relevant healthcare databases and policies in Danish, English, Finnish and Portuguese over the time period 2003-2007. Content analysis was used to identify themes and compare policies. Results Common nursing workforce policy themes were identified across the five countries: (1) improving retention through effective human resource management, improving the practice environment and nurses' working lives and (2) improving recruitment through attracting more new recruits and RNs back to practice, and international recruitment. The present study also identified methodological issues relating to data quality and quantity. Lack of an agreed definition and standardized measures of nursing need and shortage makes comparison and evaluation of policy effectiveness and impact difficult. Implications for Nursing Management Healthcare systems and organizations need to identify and implement effective policies that promote the retention of RNs in the workforce, or risk threats to healthcare system sustainability, as well as patient care quality and safety. [ABSTRACT FROM AUTHOR]

An introduction to the journal is presented in which the editor discusses the importance of innovation in nursing practice, an article on telemedicine stroke intervention and treatment programme within a community hospital, and another on the view of nurses and physicians on the transfer of health information in documentation.

An introduction is presented in which the editor discusses various reports within the issue on topics including aspects of the workforce on work climate, communication and culture of in healthcare organization, impact of nurse leaders on work environment, and mentoring programs for workforce.