|
1000
|
Abstract/Summary
|
-
<jats:title>Abstract</jats:title><jats:sec>
<jats:title>Background</jats:title>
<jats:p>Employees’ decision to speak up or to stay silent can have implications for health care providers, employees and people who need care. As a result, a shift is needed from blindly following guidelines to implementing a sustainable proactive organizational culture in which employees, especially nurses, can evaluate their work environment and take advantage of growth opportunities. The aim of this review is to analyse the characteristics of employee voice opportunities in the health care context, particularly for nurses.</jats:p>
</jats:sec><jats:sec>
<jats:title>Methods</jats:title>
<jats:p>The search was conducted in April 2023 in the following databases: MEDLINE via PubMed, CINHAL via EBSCO, Scopus via Elsevier, Wiley/Web of Science and Cochrane Library. The search results were imported into the COVIDENCE program and screened by two researchers separately. We used the following search components: health care organization, opportunities, and employee voice. The review followed the PRISMA-ScR guidelines. We identified 951 studies in five databases and via citation tracking. After we removed 102 duplicates and screening 839 titles and abstracts, 23 full texts were assessed. According to our inclusion and exclusion criteria, we included 9 studies.</jats:p>
</jats:sec><jats:sec>
<jats:title>Results</jats:title>
<jats:p>Three main characteristics of employee voice opportunities that need to be considered to enable nurses to have a voice in the organization were identified. These main categories are individual factors, organizational culture, and available voice channels. It is not possible to rank them in order of importance; they are interrelated.</jats:p>
</jats:sec><jats:sec>
<jats:title>Conclusions</jats:title>
<jats:p>To conclude, employee voice is a process. In order for utilize employee voice opportunities, individual employee factors, organizational culture and its embedded context must be considered. Individual internal and external motivation, which is influenced by socio-cultural aspects and work hierarchies, must also be considered for successful use of opportunities.</jats:p>
</jats:sec>
|
|
1000
|
Hinweis
|
-
DeepGreen-ID: 0c538266c3dd40f68036904d40481cc0 ; metadata provieded by: DeepGreen (https://www.oa-deepgreen.de/api/v1/), LIVIVO search scope life sciences (http://z3950.zbmed.de:6210/livivo), Crossref Unified Resource API (https://api.crossref.org/swagger-ui/index.html), to.science.api (https://frl.publisso.de/), ZDB JSON-API (beta) (https://zeitschriftendatenbank.de/api/), lobid - Dateninfrastruktur für Bibliotheken (https://lobid.org/resources/search)
|
