A qualitative study on the attributes of nurses' workplace social capital in Japan
Aim To identify attributes of nurses' workplace social capital in Japan. Background Much attention has been paid to nurses' workplace social capital to improve the quality of the work environment; however, few studies are available on the attributes of nurses' workplace social capital...
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Published in | Journal of nursing management Vol. 26; no. 1; pp. 74 - 81 |
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Main Authors | , , |
Format | Journal Article |
Language | English |
Published |
England
Hindawi Limited
01.01.2018
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Subjects | |
Online Access | Get full text |
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Summary: | Aim
To identify attributes of nurses' workplace social capital in Japan.
Background
Much attention has been paid to nurses' workplace social capital to improve the quality of the work environment; however, few studies are available on the attributes of nurses' workplace social capital.
Methods
Semi‐structured interviews were conducted with 32 nurses at seven hospitals. Nurses reported on the attributes of workplace social capital, such as characteristics facilitating individual positive action in an organisation, which were qualitatively analysed using the Kawakita Jiro method.
Results
The attributes of nurses' workplace social capital were organised into six groups: affirmation; exchange of appreciation; unrestricted information sharing; ability to trust; access to the strength; and altruistic reciprocity.
Conclusion
The attributes of nurses' workplace social capital included a social structure that allowed nurses to make full use of their abilities both vertically and horizontally and were supported by a sense of security. In particular, newly emerged exchange of appreciation and altruistic reciprocity were important for nurses in Japan in building cooperative relationships with others.
Implications for Nursing Management
Managing human relationships, such as exchange of appreciation and altruistic reciprocity, in clinical settings based on nurses' workplace social capital may promote positive emotions in the organisation, positive ideas among staff and cooperative teamwork, which may lead to high‐quality patient care. |
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Bibliography: | Funding information This work was supported by JSPS KAKENHI grant number 25862131. ObjectType-Article-1 SourceType-Scholarly Journals-1 ObjectType-Feature-2 content type line 23 |
ISSN: | 0966-0429 1365-2834 |
DOI: | 10.1111/jonm.12525 |