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J Nurs Manag. 2015 Mar;23(2):200-10. doi: 10.1111/jonm.12114. Epub 2014 Jan 20.

Hourly rounding: perspectives and perceptions of the frontline nursing staff.

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  • 1School of Nursing, State University of New York at Buffalo, Amherst, NY, USA.

Abstract

AIMS:

To gain knowledge of a nursing staff's perspectives and perceptions of hourly rounding in an acute care hospital setting.

BACKGROUND:

Research has shown hospitals that have successfully implemented hourly rounding have significant decreases in adverse patient events with improvements in patient and staff satisfaction. More recent studies and clinical observations by the author are revealing barriers and difficulties in translating this evidence-based practice to the bedside.

METHOD:

An original survey was distributed to direct care staff on six inpatient units. Descriptive analysis of each survey item and subanalysis of the registered nurse (n = 52) and patient care assistant (n = 15) responses was reported and aggregated according to demographic data and Rogers' Theory of Diffusion of Innovation.

RESULTS:

Findings varied considerably between job category, shift worked, unit worked on and educational level of the registered nurses. Overall only 25% (n = 13) of the registered nurses felt a sense of ownership of the hourly rounding initiative and only 23.1% (n = 12) agreed that completion of the hourly rounding paper documentation tool was a true indication that hourly rounding was actually being done.

CONCLUSIONS AND IMPLICATIONS FOR NURSING MANAGEMENT:

Results from this study may give nursing leadership and educators' insight on how to lead and sustain a new initiative or evidence-based practice.

© 2014 John Wiley & Sons Ltd.

KEYWORDS:

Rogers' Theory of Diffusion of Innovation; Studer Group; hourly rounding; rounding with purpose

[PubMed - indexed for MEDLINE]
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