Professional Practice



Professionalpractice in the organization has helped in improving the outcomes ofnurses and patients. The professional practice model empowers nursesto participate in decision making (Pierce,Hazel &amp Mion, 1996). Allthe health professionals in the organization work together as a teamto provide patient services in an efficient and highly responsiveway. This team work has also helped nurses in communication andbecome more informed in their nursing practice. The professionalpractice in the organization plays a great role in promoting safe andquality patient care (Dearholt,et al, 2007). Ideally,this has helped in promoting and fostering an environment for patientcare and healing. Further, nursing empowerment has helped inenhancing nurse satisfaction and retention (Scott,Sochalski &amp Aiken, 1999). Currently,the organization does not suffer from nurse turnover and shortages.The working environment is responsive in fostering for both the needsof patients and nurses.

Anotherimportant factor in nursing profession is magnet recognition, whichrefers to as a performance driven credential. Nurses who show greaterachievement in their professional receive magnet, which comes withmany benefits both internally and externally. Magnet hospitalsprovide a safer environment, high quality care, and better patientoutcomes (Hoffart&amp Woods, 1996). Nursesengaged in magnetic organizations work more and show a highperformance record, which translates to better outcomes.

Magnethospitals have a high rate of nurse retention (Mark,Salyer &amp Wan, 2003). Thisis because all workers like working in an environment where they areempowered and recognized. Such hospitals empower their nurses byrecognizing their accomplishments and giving them an opportunity todevelop their professions. On the other hand, hospitals that do notpursue magnet designation are less likely to enjoy their nursingcareer because of high rate of dissatisfaction. Such hospitals have ahigh rate of nurses’ turnover. As such, magnet designation is agreat tool of nurse satisfaction and essentially high retention rate(Marshall &amp Marshall, 2011).


Dearholt,S. L., Poe, S. S., Pugh, L. C., &amp White, K. M. (2007). JohnsHopkins nursing evidence-based practice model and guidelines.Sigma Theta Tau International Honor Society of Nursing.

Hoffart,N., &amp Woods, C. Q. (1996). Elements of a nursing professionalpractice model. Journalof Professional Nursing,12(6),354-364.

Mark,B. A., Salyer, J., &amp Wan, T. T. (2003). Professional nursingpractice. Journalof Nursing Administration,33,224-234.

Marshall,E. S., &amp Marshall, E. S. (2011). Transformationalleadership in nursing: From expert clinician to influential leader.New York, NY: Springer.

Pierce,L. L., Hazel, C. M., &amp Mion, L. C. (1996). Effect of aprofessional practice model on autonomy, job satisfaction andturnover. NursingManagement,27(2),48M-48T.

Scott,J. G., Sochalski, J., &amp Aiken, L. (1999). Review of magnethospital research: findings and implications for professional nursingpractice. Journalof Nursing Administration,29(1),9-19.