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Evaluate a relationship-based, cognitive behavioral change program focusing on staff and administrators' experiences and reactions. The evaluation includes tracking upward trends in HCAHPS scores as an indicator of improved unit culture and quality of care. The Workplace Harassment Survey (WHS-2013), which has demonstrated high validity and reliability (alpha = .96), will be used before and after the intervention to measure nurse perceptions of workplace harassment (Belevre, Belevre, & Chesire, 2018). The assessment will utilize a 5-point Likert scale and can be conducted electronically and anonymously.

The evaluation employs a nonexperimental, descriptive design comparing pre-intervention baseline data with data collected after a 12-week program phase-in. Statistical significance will be assessed via Pearson correlations to examine relationships among survey items. Patient exit interviews, aligned with hospital policy, will be analyzed for perceptions of care delivery, supplemented by comparison of HCAHPS scores among participating units versus non-participants. Additionally, a six-month follow-up will analyze absenteeism and employee retention to gauge long-term program impact.

Key indicators include nurse staff satisfaction, measured via WHS-2013 responses and performance review feedback; patient satisfaction, via HCAHPS scores and Nursing Satisfaction Index (NSI) trends; and documentation quality, including adherence to policies and documentation adequacy. Integration of the WHS-2013 into existing employee feedback models, along with quarterly data trend analyses and reviews with administrative leaders, will facilitate ongoing assessment. Modifications to patient exit interviews to include staff stress and collaboration perceptions will allow for more comprehensive feedback. Pending initial results, the program will consider expanding to additional units and tailoring interventions to staff needs based on ongoing feedback.

Sample Paper For Above instruction

Introduction

Evaluating a cognitive behavioral change program within a healthcare setting requires a comprehensive approach that measures both staff and patient perceptions, as well as objective performance indicators. The primary goal is to assess whether the intervention positively influences the unit culture, staff well-being, and ultimately, patient satisfaction. This paper outlines a structured evaluation plan, employing validated tools and quantitative metrics to determine program effectiveness.

Evaluation Framework and Methodology

The evaluation employs a nonexperimental, descriptive design, emphasizing pre- and post-intervention comparisons. The cornerstone of the evaluation is the Workplace Harassment Survey (WHS-2013), a validated instrument with high reliability (alpha = .96), that captures nurses' perceptions of workplace harassment and bullying behaviors (Belevre, Belevre, & Chesire, 2018). This survey is administered electronically and anonymously before the program begins and after its completion at 12 weeks.

Complementing the survey data are patient exit interviews, designed in accordance with hospital policy, which gather qualitative insights into patients' perceptions of care and staff interactions. Additionally, HCAHPS (Hospital Consumer Assessment of Healthcare Providers and Systems) scores serve as a quantitative measure of patient satisfaction, compared between units participating in the program and non-participating control units.

Data Analysis and Indicators

Statistical analysis will involve Pearson correlation tests to explore relationships among survey items and assess the significance of changes pre- and post-intervention. The comparison of HCAHPS scores aims to identify trends indicative of improved patient perceptions, while staff satisfaction metrics from WHS-2013 and performance reviews provide insights into staff engagement and morale.

A long-term follow-up at six months includes monitoring absenteeism and employee retention rates to evaluate sustained effects of the intervention. The analysis will also incorporate documentation review to ensure compliance with policies and evaluate the quality of record-keeping, which reflects staff adherence and accountability.

Process and Continuous Improvement

The program emphasizes integrating the WHS-2013 into existing employee feedback mechanisms, facilitating ongoing monitoring. Quarterly data analysis enables early identification of trends and informs necessary modifications. Regular review meetings with administrative leaders support transparent communication and strategic planning.

Moreover, modifications to patient exit interviews—adding questions regarding staff stress levels and collaborative practices—will deepen understanding of how the program influences staff dynamics and patient perceptions. Based on initial findings, expansion to additional units may be considered, with customized interventions tailored to specific staff needs and feedback.

Conclusion

This comprehensive evaluation plan aims to systematically measure the impact of a relationship-based, cognitive behavioral change program on healthcare unit culture, staff well-being, and patient satisfaction. By employing validated tools, rigorous data analysis, and continuous feedback loops, healthcare organizations can ensure intervention effectiveness and guide future quality improvement initiatives.

References

• Belevre, S., Belevre, P., & Chesire, D. (2018). Nursing professional development anti-bullying project. Journal for Nurses in Professional Development, 34(5). doi: 10.1097/nnd
• Chesire, D. (2013). Workplace Harassment Survey 2013 [Modified survey tool]. Unpublished.
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