Implementation of a magnet hospital model: attracting and retaining healthcare staff in a Swedish hospital.
Employee resourcing
Implementation
Magnet hospital model
Organisational change
Journal
Journal of health organization and management
ISSN: 1758-7247
Titre abrégé: J Health Organ Manag
Pays: England
ID NLM: 101179473
Informations de publication
Date de publication:
03 Sep 2024
03 Sep 2024
Historique:
medline:
23
9
2024
pubmed:
23
9
2024
entrez:
23
9
2024
Statut:
epublish
Résumé
Staff shortages in the healthcare sector increase the competition for qualified staff. A magnet hospital is intended to attract, and retain healthcare professionals. This article aims to investigate the challenges related to implementation of a magnet hospital model, and given these challenges, to analyse the interplay between different organisational levels in a Swedish hospital. The data collection followed the implementation of a magnet hospital model and consisted of 14 meeting observations, 31 interviews and 13 document analyses. The model implementation was driven by a top-down approach, with accompanying bottom-up activities, involving healthcare professionals, to ensure adaption to the hospital's conditions at different organisational levels. The findings revealed that the model was more appealing to top management, seeking a standardised solution to attract and retain nurses. Clinic managers preferred tailor-made solutions for managing their employee resourcing challenges. Difficulties in translating and contextualising the model to the hospital's conditions created challenges at every organisational level. Some were contained within a level while others spread to the organisational level below and turned into something else. Apart from unique empirical material depicting the implementation of a magnet hospital model as an effort to attract and retain healthcare professionals, the value of this study lies in the attention given to the challenges that arise when responsibility for implementing a management model is shifted from top management to change agents tasked with facilitating and executing the organisational change.
Identifiants
pubmed: 39308092
doi: 10.1108/JHOM-04-2024-0159
doi:
Types de publication
Journal Article
Langues
eng
Sous-ensembles de citation
IM
Pagination
329-343Informations de copyright
© Peter Nilsson and Maria Gustavsson.
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