Abstract
Introduction The nursing work environment within healthcare settings has garnered significant scholarly interest due to its profound impact on patient outcomes and employee retention. Extensive research has established a direct link between the quality of the work environment, patient satisfaction levels, and the prevention of nursing staff burnout. This study is predicated on the belief that targeted interventions addressing psychosocial and organizational aspects are pivotal in maintaining and enhancing working conditions, thereby ensuring both quality patient care and the well-being of healthcare personnel in hospital settings. The primary objective of this research is to assess the impact of specialized interventions targeting organizational and psychosocial dimensions on various parameters of the work environment over a two-year period across two nursing services within the hospitalization area.
Methodology Information was extracted from the institution's biannual work environment report, generated through an audit utilizing the Great Place to Work® tool. This tool evaluates aspects such as credibility, fairness, respect, camaraderie, and pride within the work environment. Data for the years 2021 and 2023 were collected from two nursing workstations and subjected to statistical analysis using the test of proportion difference within the STATA/SE 18.0 statistical package. Subsequently, individualized psychosocial and organizational strategies were implemented for these nursing stations from 2022 onwards.
Results Data from 2021–2023 period revealed the implementation of various focused actions aimed at enhancing the work environment. These initiatives included changes in leadership style, team-building activities centered around assertive communication, adjustments in shift allocation with team rotation, enhanced interaction with institutional cross-sectional areas, modifications to the educational schedule with personalized training, reinforcement of specialized competencies, and the introduction of new individual challenges, motivations, and recognitions aligned with institutional culture. Additional activities such as the publication of a birthday calendar and integration spaces between hospital management and human resources were also introduced. After two years, there was a notable increase in the perception of respect (12% increase, p=0.0307) and fairness (15% increase, p=0.0123) among staff members. Although other dimensions saw modest changes, such as credibility, camaraderie, and pride, these were not statistically significant.
Conclusion In conclusion, the interventions implemented between 2022 and 2023 in specific nursing service workstations have led to a significant improvement in staff perceptions of respect and fairness. These findings underscore the efficacy of targeted strategies in enhancing the work environment and highlight potential areas for ongoing focus to further optimize nursing service environments.
