Abstract

Keywords

۱٫ Introduction

۲٫ Method

۳٫ Results

۴٫ Discussion

CRediT author statement

Ethical approval

Conflict of interest

Funding

References

Abstract
Background
Previous studies on the effects of providing feedback about quality improvement measures to nurses show mixed results and the factors explaining the variance in effects are not yet well-understood. One of the factors that could explain the variance in outcomes is how nurses perceive the feedback. It is not the feedback per se that influences nurses, and consequently their performance, but rather the way the feedback is perceived.

Objectives
This article aims to enhance our understanding of Human Resource attributions and employee engagement and burnout in a feedback environment. An in-depth study of nurses’ attributions about the ‘why’ of feedback on quality measurements, and its relation to engagement and burnout, was performed.

Design and Methods
A convergent mixed-methods, multiple case study design was used. Evidence was drawn from four comparable surgical wards within three teaching hospitals in the Netherlands that volunteered to participate in this study. Nurses on each ward were provided with oral and written feedback on quality measurements every two weeks, over a four month period. After this period, an online survey was distributed to all the nurses (n = 184) on the four participating wards. Data were collected from 91 nurses. Parallel to the survey, individual, semi-structured face-to-face interviews were conducted with eight nurses and their ward manager in each ward, resulting in interview data from 32 nurses and four ward managers.

Results
Results show that nurses – both as a group and individually – make varying attributions about their managers’ purpose in providing feedback on quality measurements. The feedback environment is associated to nurses’ attributions and these attributions are related to nurses’ burnout.

Conclusions
By showing that feedback on quality measurements can be attributed differently by nurses and that the feedback environment plays a role in this, the study provides an interesting mechanism for explaining how feedback is related to performance. Implications for theory, practice and future research are discussed.

۱- Introduction

۱-۱ Background

Providing feedback to nursing teams is an important and frequently used strategy for improving clinical performance after quality measurements in hospital care (De Vos et al., 2009). Feedback on performance is generally used to draw healthcare workers attention to gaps between desired and actual practice in patient care, and can be defined as “delivering information about clinical performance provided to patient populations over a specified period of time to professionals, practices or institutions, for the purpose of improving the team’s or clinician’s insight into the quality of care they provide and improving it when possible” (Ivers et al., 2020). The mechanisms of how providing feedback on performance would lead to improved performance are too often ignored in the literature on healthcare quality improvement (Tuti et al., 2017). However, from behaviour change literature we know that feedback is a basic change method that relates to several theories on learning and goal setting (Kok et al., 2016), with the most likely mechanisms being: 1) that feedback on performance triggers positive change through creating awareness of suboptimal performance; and 2) that positive feedback in case of improved performance over time can be rewarding and thus stimulate further improvement.