Magnet Hospital Recognition and Change

For many hospitals, quality of practice designations may drive change within the organization. One such designation often effectuating change is the Magnet Hospital Recognition. The purpose of this paper is to examine the effects of Magnet Hospital Recognition designations on nursing in healthcare institutions.

For several decades, healthcare professionals have worked to identify institutions which provide quality patient care and exhibit excellence in nursing. In 1983, a group of researchers conducted a nationwide study of hospitals recognized within the industry for their high success in both recruiting and retaining nurses, ultimately identifying forty-one hospitals to serve as “best practice” models for others to follow (qtd. in Lundmark, 2008, p. 3-70). Over the next several years, additional studies expounded on the initial researchers’ findings, looking to other hospitals to similarly demonstrate what was initially described as excellence in nursing practice, and later dubbed as “the forces of magnetism”) (Aiken, Smith, & Lake, 1994; Havens & Aiken, 1999; Lundmark, 2008, p. 3-70). Some years later, this research ultimately resulted in the establishment of a “Magnet Hospital Recognition Program” by the American Nurses Credentialing Center (“Magnet Recognition”, n.d.). This program still serves as a measure of quality within healthcare.

The Magnet Recognition Program recognizes healthcare organizations for high-quality services, overall. Following a “lengthy and comprehensive appraisal process” -- including examination on 164 individual topics --- over 225 institutions have been designated as magnet hospitals (Lundmark, 2008, p. 3-71). Final designation as a magnet hospital also requires that the institutions undergo lengthy site visits, and any recommendations are also subject to public commentary before becoming final (meaning the recognition is awarded) (Lundmark, 2008, p. 3-71). In order to maintain this magnet designation, healthcare institutions must also submit annual reports detailing their activities in each area initially examined during the recognition process. Hospitals must also reapply for designation every four years (Lundmark, 2008, p. 3-71). Given the level of effort expended on earning this designation, it is a true testament to the commitment of the organization to be one of the best in its class.

The Magnet Recognition Program requires that hospitals exhibit certain behaviors, including the previously discussed forces of magnetism. This includes factors such as quality of nursing leadership, professional models of care and professional development (Lundmark, 2008, p. 3-70). Further, the magnet program requires that the organizations “develop, disseminate and enculturate evidence-based criteria that result in a positive work environment for nurses and, by extension, all employees” (“Magnet Recognition”, n.d.). Overall, the program works to advance three distinct goals within healthcare organizations:

1.Promote quality in a setting that supports professional practice;

2.Identify excellence in the delivery of nursing services to patients; and

3.Disseminate best practices in nursing services (“Magnet Recognition”, n.d.).

In advancing these three goals, the Magnet Recognition Program designation effectuates change within healthcare institutions.

The first goal – promoting quality in a setting that supports professional practice – effectively adjusts the culture within an organization. As discussed by McClure (2005), magnet hospitals operate as a cohesive and organized unit in delivering quality care to patients, while creating a pleasant working atmosphere for all healthcare professionals (and not just limited nurses) (qtd. in Lundmark, 2008, p. 3-71). Most importantly, the quality of this care was not to be limited to mission statements or simply delivered to employees within employment manuals, but it was instead to be evidenced by each employee through their interactions with every patient (McClure, 2005, p. 199). Each employee should serve as a model of professionalism. For example, magnet hospitals continuously strive to apply new knowledge and evidence into service deliverables, further advising their professionalism within the field (“Magnet Recognition”, n.d.). Attaining this professionalism is only the first area for organizational change.

Next, in identifying excellence in the delivery of nursing services to patients, this goal impacts hospital operations. As explained by the ANCC (n.d.), the magnet recognition focuses attention on hospitals’ structures and internal processes, while similarly paying special attention to the outcome of those efforts. These institutions begin to review the results of their collective actions, instead of what gave rise to them in the first place (for example, defined protocol or policy) (“Magnet Recognition”, n.d.). As such, these organizations examine all areas of the organization ranging from employees to patients, to the organization as a whole (“Magnet Recognition”, n.d.). With this view, magnet hospitals are challenged to become inventive and develop innovative structures and processes that yield positive results (ANCC, n.d.). This innovation deviates from established methods of thinking within the organization, and further yields change.

Lastly, the third goal requires that hospitals disseminate best practices in nursing services. This requires a new level of engagement from leaders within the organization and increases communication at every level (“Magnet Recognition”, n.d.). Hospitals will work together to first identify positive outcomes (the initial objective tied to goal number two), and then examine how that was achieved (“Magnet Recognition”, n.d.). Nurses in magnet recognized institutions are also challenged to identify the best way to attain organizational goals (ANCC, n.d.). Once they have done so, these best practices may then be shared within the hospital setting.

It is clear that Magnet Hospital Recognition drives change within hospital organizations. Through examination of multiple areas of the hospital’s operations, the recognition promotes quality in a setting that supports professional practice, identifies excellence in the delivery of nursing services to patients, and requires that hospitals disseminate best practices in nursing services (“Magnet Recognition”, n.d.). In doing so, not only is the culture of the organization changed but so are its people and its practices.

References

Aiken, L.H., Sochalski, J. & Lake, E.T. (1997). Studying outcomes of organizational change in health services. Medical Care, 35(11), NS6-NS18.

Havens, D.S. & Aiken, L.H. (1999). Shaping systems to promote desired outcomes. Journal of Nursing Administration, 29(2), 14-20.

Lundmark, V.A. (2008). Magnet Environments for Professional Nursing Practice. Patient safety and quality: An evidence-based handbook for nurses (pp. 3-69 - 3-80). Rockville, MD: Agency for Healthcare Research and Quality, U.S. Dept. of Health and Human Services.

Magnet Recognition Program Overview. (n.d.). American Nurses Credentialing Center. Retrieved from http://www.nursecredentialing.org/Magnet/ProgramOverview

McClure, M. (2005). Magnet hospitals: insights and issues. Nursing Administrators Quarterly, 29(3), 198-201.

McClure, M., Poulin, M., Sovie, M. & Wandelt, M. (1983). Magnet hospitals: Attraction and retention of nurses. Kansas City, MO: American Nurses Association.