Date of Graduation

Fall 8-31-2020

Document Type

Project/Capstone

Degree Name

Master of Science in Nursing (MSN)

First Advisor

Margaret Levine

Second Advisor

Cathy Coleman

Third Advisor

Curtis Peterson

Abstract

Newly hired nurses to critical care units need time and guidance to develop the confidence and knowledgeable experience to recognize and instinctually intervene in these moments. Regardless of being a new graduate or just new to the hospital or unit, adapting to the unfamiliarity or physical newness of these microsystems adds to the difficulty with all the new processes and policies, monitoring equipment as well as any other foreign equipment used within the microsystem. Many newly hired registered nurses report a disconnect in these intense and fast paced settings leading to a lack of professional confidence (Ortiz, 2015). Research shows to varying degrees, 35% - 60% of newly hired nurses will leave their first place of employment within a year of their hire date (Flinkman, Isopahkala-Bouret & Salanterä, 2013). Frequently, newer nurses report feeling unwelcomed or underprepared, frustrated, and bullied in their new microsystems (Hawkins, Jeong & Smith, 2019). At a local community hospital, turnover rates are increasing enough that executive leadership has dubbed the issue a “revolving door” problem of nurses being hired but leaving shortly after.

. It was discovered that mentoring programs have been utilized to help new nurses develop confidence, gain insight into their health care systems, and develop quality nursing skills; mentoring also has increased job satisfaction and retention, benefiting not only the health organization, but also the patients these nurses care for (Hodgson and Scanlan, 2013). A mentorship program was proposed to this community hospital’s stakeholders, and permission was granted to implement a program and measure its results.

Available for download on Tuesday, July 27, 2021

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