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Aim: This study aimed to investigate the association between work environment and sense of coherence among staff nurses. Background: In Antonovsky's salutogenetic theory, factors that causes stress are not always harmful when people's sense of coherence is high. Although the effects of sense of coherence have repeatedly been confirmed, few studies have examined factors that increase sense of coherence. Methods: We used cross‐sectional data (N = 6172) surveyed in 2017 from a 2‐year longitudinal study in 2016 and 2017. Multiple group structural equation modelling was conducted for years of nurse experience of different groups. Results: Work environment subscale scores for nurses with less than 5 years of experience ranged from 2.3 to 2.9 and for those with more than 5 years, from 2.1 to 2.7. The averages of sense of coherence for the groups were 36.9 and 39.7, respectively. For both groups, there was a statistically significant association between work environment and sense of coherence. Conclusions: Improvement of nurses' work environment may increase sense of coherence, leading to improvements in health. Implications for Nursing Management: The study suggests that nurse managers should improve the work environment to increase sense of coherence of staff nurses, leading to improved health for any length of a nurse's experience. [ABSTRACT FROM AUTHOR]

Aim This study explores nurse managers' experiences in dealing with patient/family violence toward their staff. Background Studies and guidelines have emphasised the responsibility of nurse managers to manage violence directed at their staff. Although studies on nursing staff have highlighted the ineffectiveness of strategies used by nurse managers, few have explored their perspectives on dealing with violence. Methods This qualitative study adopted a grounded theory approach to explore the experiences of 26 Japanese nurse managers. Results The nurse managers made decisions using internalised ethical values, which included maintaining organisational functioning, keeping staff safe, advocating for the patient/family and avoiding moral transgressions. They resolved internal conflicts among their ethical values by repeating a holistic assessment and simultaneous approach consisting of damage control and dialogue. They facilitated the involved persons' understanding, acceptance and sensemaking of the incident, which contributed to a resolution of the internal conflicts among their ethical values. Conclusions Nurse managers adhere to their ethical values when dealing with patient violence toward nurses. Their ethical decision-making process should be acknowledged as an effective strategy to manage violence. Implications for nursing management Organisational strategies that support and incorporate managers' ethical decision-making are needed to prevent and manage violence toward nurses. [ABSTRACT FROM AUTHOR]