The Gerontologist
HOME HELP FEEDBACK SUBSCRIPTIONS ARCHIVE SEARCH TABLE OF CONTENTS
QUICK SEARCH:   [advanced]


     

This Article
Right arrow Full Text
Right arrow Full Text (PDF)
Right arrow Alert me when this article is cited
Right arrow Alert me if a correction is posted
Services
Right arrow Similar articles in this journal
Right arrow Similar articles in PubMed
Right arrow Alert me to new issues of the journal
Right arrow Download to citation manager
Citing Articles
Right arrow Citing Articles via HighWire
Right arrow Citing Articles via Google Scholar
Google Scholar
Right arrow Articles by Yeatts, D. E.
Right arrow Articles by Queen, C.
Right arrow Search for Related Content
PubMed
Right arrow PubMed Citation
Right arrow Articles by Yeatts, D. E.
Right arrow Articles by Queen, C.
The Gerontologist 44:256-261 (2004)
© 2004 The Gerontological Society of America

Self-Managed Work Teams in Nursing Homes: Implementing and Empowering Nurse Aide Teams

Dale E. Yeatts, PhD1,, Cynthia Cready, PhD1, Beth Ray, MSW1, Amy DeWitt, MS1 and Courtney Queen, MS1

Correspondence: Address correspondence to Dale E. Yeatts, Department of Sociology, University of North Texas, Denton, TX 76203. E-mail: yeatts{at}unt.edu

Purpose: This article describes the progress of our study to examine the advantages and costs of using self-managed nurse aide teams in nursing homes, steps that are being taken to implement such teams, and management strategies being used to manage the teams. Design and Methods: A quasi-experimental design is underway where certified nurse aide (CNA) teams are being established in five nursing homes (NHs) in the Dallas-Fort Worth metropolitan area, and five additional NHs are being treated as comparison NHs. Results: As of March 2004 CNA teams were established in five NHs, and baseline survey data were collected from the CNAs, nurses, residents, and family members in each of these NHs as well as from those in the five comparison homes. Implications: Qualitative analyses show positive effects of CNA teams. Quantitative analyses will not be complete until follow-up survey data are collected 12 months after team implementation. Steps for implementing teams include surveying management to be sure that they want nurse teams; orienting and training the managers, nurses, and nurse aides; and facilitating the teams. Management of the teams includes routine feedback from management to the teams and vice versa while using a give-and-take approach.

Key Words: Nursing homes • Certified nurse aides • Staff empowerment • Self-managed work teams • Long-term care




This article has been cited by other articles:


Home page
 GerontologistHome page
D. E. Yeatts and C. M. Cready
Consequences of Empowered CNA Teams in Nursing Home Settings: A Longitudinal Assessment
Gerontologist, June 1, 2007; 47(3): 323 - 339.
[Abstract] [Full Text] [PDF]

Home page
 GerontologistHome page
J. Cohen-Mansfield and A. Bester
Flexibility as a management principle in dementia care: the adards example.
Gerontologist, August 1, 2006; 46(4): 540 - 544.
[Abstract] [Full Text] [PDF]

Home page
 GerontologistHome page
D. B. Mukamel, H. Temkin-Greener, R. Delavan, D. R. Peterson, D. Gross, S. Kunitz, and T. F. Williams
Team Performance and Risk-Adjusted Health Outcomes in the Program of All-Inclusive Care for the Elderly (PACE)
Gerontologist, April 1, 2006; 46(2): 227 - 237.
[Abstract] [Full Text] [PDF]


HOME HELP FEEDBACK SUBSCRIPTIONS ARCHIVE SEARCH TABLE OF CONTENTS
All GSA journals Journals of Gerontology Series A: Biological Sciences and Medical Sciences Journals of Gerontology Series B: Psychological Sciences and Social Sciences
Copyright © 2004 by The Gerontological Society of America.