Sistematik Derlemeler ve Meta Analiz
BibTex RIS Kaynak Göster

VUCA VE COVID-19 PANDEMİSİNDE HEMŞİRELERİN YETENEKLERİNİ YÖNETMEK

Yıl 2022, Cilt: 3 Sayı: 2, 239 - 249, 09.08.2022

Öz

COVID-19 pandemisinin ortaya çıkmasıyla birlikte vaka sayısındaki hızlı ve beklenmedik artışlar, pandeminin
yayılımının ve etkisinin belirsizliği, tüm dünyayı etkileyen karmaşık süreçler, belirlenmesi güç olay ve durumlar,
VUCA ile karakterize edilen değişken (Volatile), belirsiz (Uncertain), karmaşık (Complex) ve muğlak (Ambiquous)
ortamları oluşturmaktadır. Gelecekte, VUCA ortamlarıyla daha sık karşılaşılacağı öngörülmekle birlikte, dünyanın

karşı karşıya kaldığı en büyük küresel sağlık sorununa yol açan ve beklenmedik bir zamanda ortaya çıkan COVID-
19 pandemisi VUCA ortamının etkisini daha da açık ortaya koymaktadır. COVID-19 pandemisi, dünyada

genelinde, çok sayıda bireyin aynı anda hastaneye yatışını gerektirmiş, yoğun bakım hizmetlerine gereksinim
artmış, bu doğrultuda sağlık bakım hizmetleri pandeminin gereksinimlerine yanıt verecek şekilde düzenlenmesini
gerektirmiştir. Pandemiye göre yeniden şekillenen sağlık hizmet sunumu, her ortamda acil/kritik/yoğun bakım
hastalarına bakım verebilecek, bilgi ve becerisi yüksek, değişen ortamlara hızla uyum sağlayabilecek nitelikte
yetenekli hemşireye duyulan ihtiyacı artırmıştır. Pandemi süresince dünya genelinde yeterli deneyimi olmayan
hemşirelerin çok kısa sürede eğitilmeye çalışılması ve ülkemizde ise hemşirelerin izin ve istifa etme haklarının iptal
edilmesi gibi uygulamalar pandemiye etkili yanıt verebilecek nicelik ve nitelikte hemşire işgücünün hazır
olmadığını göstermiştir. Bu doğrultuda, hemşire işgücünün gelecekte yaşanabilecek pandemilere karşı hazırlıklı
olması ve yetenekli hemşirelerin yetiştirilmesi gerektiği belirtilmektedir. Bu derlemede, yetenek yönetiminin,
hemşire işgücünün COVID-19 pandemisi gibi VUCA ortamlarıyla baş etmede bir yöntem olarak nasıl
kullanılabileceğinin yöneticiler tarafından daha iyi anlaşılması amaçlanmaktadır.
Anahtar Kelimeler: VUCA, COVID-19, hemşire, pandemi, yetenek yönetimi

Destekleyen Kurum

-

Proje Numarası

-

Teşekkür

-

Kaynakça

  • 1. Nangia M, Mohsin F. Revisiting talent management practices in a pandemic driven VUCA environment- a qualitative investigation in the Indian IT industry. J. Crit. Rev. 2020; 7(7):937-942. doi: 30.31838 /jcr. 07.07.170.
  • 2. Pabico C. Creating supportive environments and thriving in a volatile, uncertain, complex, and ambiguous world. J Nurs Adm. 2015; 45(10):471-473. doi: 10.1097/NNA.0000000000000236.
  • 3. Haines, S. Applying talent management to nursing. Nurs. Times. 2013; 109(47):12-15.
  • 4. World Health Organization. State of the world's nursing 2020: investing in education, jobs and leadership. (Internet). 2020 Apr. 6 [cited 2020 May. 20]. Available from: https://www.who.int/publications/i/item/9789240003279.
  • 5. Kennedy A. The International Council of Nurses in the time of the COVID-19 pandemic. Int. Nurs. Rev. 2021; 68(2):144-146. doi: 10.1111/inr.12681.
  • 6. Buchan J, Catton H. COVID-19 and the international supply of nurses. International Council of Nurses. (Internet). 2020 [cited 2020 Nov. 25]. Available from: https://www.icn.ch/system/files/documents/202007/COVID19_internationalsupplyofnurses_Report_FINAL.pdf.
  • 7. Falatah, R. The impact of the coronavirus disease (COVID-19) pandemic on nurses’ turnover intention: an integrative review. Nurs. Rep. 2021; 11(4):787-810. doi: 10.3390/nursrep11040075
  • 8. Berlin G, Lapointe M, Murphy M, Viscardi M. Nursing in 2021: retaining the healthcare workforce when we need it most. (Internet). 2021 May. 11 [cited 2021 Nov. 4]. Available from: https://www.mckinsey.com/industries/healthcare-systems-and-services/our-insights/nursing-in-2021-retaining-the-healthcare-workforce-when-we-need-it-most.
  • 9. International Council of Nurses. Nurses: a voice to lead a vision for future healthcare. (Internet). 2021 May. 12 [cited 2021 May. 29]. Available from: https://www.icn.ch/system/files/documents/202105/ICN%20Toolkit_2021_ENG_Final.pdf.
  • 10. Du J, Chen Z. Applying organizational ambidexterity in strategic management under a “VUCA” environment: evidence from high tech companies in China. Int. J. Innov. Stud. 2018; 2(1):42-52. doi: 10.1016/j.ijis.2018.03.003
  • 11. Lawrence K. Developing leaders in a VUCA environment. UNC Executive Development 2013;1-15.
  • 12. Yurdasever, E. Acar Yurdasever K. Yetenek yönetiminin değişimi: KOMB ve COVID-19 pandemisi bağlamında bir değerlendirme. Abant Sosyal Bilimler Dergisi 2021; 21(1):113-135. doi: 10.11616/basbed.v21i60671.850903.
  • 13. Hadar LL, Ergas O, Alpert B, Ariav T. Rethinking teacher education in a VUCA world: student teachers’ social-emotional competencies during the COVID-19 crisis. Eur. J. Teach. Educ. 2020; 43(4):573-586. doi: 10.1080/02619768.2020.1807513.
  • 14. Bennett N, Lemoine JG. What a difference a word makes: understanding threats to performance in a VUCA world. Bus. Horiz. 2014; 57(3):311-317. doi: 10.1016/j.bushor.2014.01.001.
  • 15. Loyd T. Stories and strategies from the vuca world. (Internet). 2015 [cited 2021 Nov. 6]. Available from: http://vucabook.com/stories-and-strategies-from-the-vuca-world/
  • 16. Noda Y. Socioeconomical transformation and mental health impact by the COVID-19’s ultimate VUCA era: toward the new normal, the new Japan, and the new world. Asian J. Psychiat. 2020; 54:102262. doi: 10.1016/j.ajp.2020.102262.
  • 17. Yurdasever E, Fidan Y. KOMB (VUCA) dünyası ve yeni liderlik becerileri. İnsan ve Toplum Bilimleri Araştırmaları Dergisi 2020; 9(2):1638-1664. doi: 10.15869/itobiad.705576.
  • 18. Dima G, Mesesan Schmitz, L, Şimon MC. Job stress and burnout among social workers in the VUCA world of COVID-19 pandemic. Sustainability 2021; 13(13):1-25. doi: 10.3390/su13137109.
  • 19. World Health Organization. Novel Coronavirus (2019-nCoV) situation report-1. (Internet). 202 Jan. 21 [cited 2021 Nov. 6]. Available from: https://www.who.int/docs/default-source/coronaviruse/situation-reports/20200121-sitrep-1-2019-ncov.pdf.
  • 20. T. C. Sağlık Bakanlığı COVID-19 Bilgilendirme Platformu. [Internet]. 2020 Temmuz 2 [Erişim tarihi 2021 Ekim 30]. Erişim adresi: https://covid19.saglik.gov.tr/TR-66494/pandemi.html.
  • 21. Akkuş Y, Karacan Y, Güney R, Kurt B. Experiences of nurses working with COVID- 19 patients: a qualitative study. J. Clin. Nurs. [Internet]. 2021 Jul. 26 [cited 2021 Dec. 19]. Available from: https://onlinelibrary.wiley.com/doi/10.1111/jocn.15979
  • 22. Akdemir A, Günaydın SC, İnal İH. Pandemi sonrası oluşan VUCA ortamının çalısan insan kaynakları kaygı düzeyi ve verimliliği üzerine etkisi. Journal of Administrative Sciences 2021; 19(39):347-374. doi: 10.35408/comuybd.769685.
  • 23. Abu Mansour SI, Abu Shosha GM. Experiences of first‐line nurse managers during COVID‐19: a Jordanian qualitative study. J. Nurs. Manag. [Internet]. 2021 Dec. 12 [cited 2021 Dec. 18]. Available from: https://onlinelibrary.wiley.com/doi/10.1111/jocn.15979
  • 24. Lauck SB, Bains VK, Nordby D, Iacoe E, Forman J, Polderman J, et al. Responding to the COVID-19 Pandemic: development of a critical care nursing surge model to meet patient needs and maximise competencies. Aust. Crit. Care. 2022; 35(1):13-21. doi: 10.1016/j.aucc.2021.02.009.
  • 25. Wynne R, Davidson PM, Duffield C, Jackson D, Ferguson C. Workforce management and patient outcomes in the intensive care unit during the COVID-19 pandemic and beyond: a discursive paper. J. Clin. Nurs. [Internet]. 2021 Jun. 28 [cited 2021 Oct. 31]. Available from: https://onlinelibrary.wiley.com/doi/10.1111/jocn.15916.
  • 26. Koç Z. Covid-19 salgınında hastane uygulamaları: özel hastane örneği. Afet ve Risk Dergisi 2021; 4(2):351-370. doi: 10.35341/afet.982097.
  • 27. Türkmen E. COVID-19 salgınında yoğun bakım ünitelerinin organizasyonu. Yoğun Bakım Hemşireliği Dergisi 2020; 24(EK-1):39-45.
  • 28. Cadge W, Lewis M, Bandini J, Shostak S, Donahue V, Trachtenberg S. et al. Intensive care unit nurses living through COVID-19: a qualitative study. J Nurs Manag. 2021; 29(7):1965-1973. doi: 10.1111/jonm.13353.
  • 29. T.C. Sağlık Bakanlığı Sağlık Bilgi Sistemleri Genel Müdürlüğü. Sağlık İstatistikleri Yıllığı 2020 Haber Bülteni. (Internet). 2021 Eylül 9 [Erişim tarihi 2021 Ocak 13]. Erişim adresi: https://sbsgm.saglik.gov.tr/Eklenti/41611/0/haber-bulteni-2020pdf.pdf
  • 30. Kıraner E, Terzi B, Türkmen E, Kebapçı A, Bozkurt G. Türk yoğun bakım hemşirelerinin COVID-19 salgınındaki deneyimleri. Hemşirelikte Eğitim ve Araştırma Dergisi 2020; 17(3):284-286. doi: 10.5222/HEAD.2020.35556.
  • 31. Zhang Y, Sun Z, Latour JM, Hu B, Qian J. Hospital response to the COVID-19 outbreak: the experience in Shanghai, China. J. Adv. Nurs. 2020; 76(7):1483-1485. doi: 10.1111/jan.14364.
  • 32. Varasteh S, Esmaeili M, Mazaheri M. Factors affecting Iranian nurses’ intention to leave or stay in the profession during the COVID-19 pandemic. Int. Nurs. Rev. [Internet]. 2021 Sep. 25 [cited 2021 Nov. 6]. Available from: https://onlinelibrary.wiley.com/doi/10.1111/inr.12718
  • 33. Sherman RO. Leading in a time of chaos. Nurse Lead. 2020; 18(4):307. doi: 10.1016/j.mnl.2020.04.006.
  • 34. Liu Y, Wang H, Chen J, Zhang X, Yue X, Ke J, et al. Emergency management of nursing human resources and supplies to respond to coronavirus disease 2019 epidemic. Int J Nurs Sci. 2020; 7(2):135-138. doi: 10.1016/j.ijnss.2020.03.011.
  • 35. Wang H, Wang S, Yu K. COVID-19 infection epidemic: the medical management strategies in Heilongjiang Province, China. Crit Care. 2020; 24(1):2-4. doi: 10.1186/s13054-020-2832-8.
  • 36. Vázquez-Calatayud M, Regaira-Martínez E, Rumeu-Casares C, Paloma-Mora B, Esain A, Oroviogoicoechea C. Experiences of frontline nurse managers during the COVID-19: a qualitative study. J. Nurs. Manag. 2022; 30(1):79-89. doi: 10.1111/jonm.13488.
  • 37. Malinowska-Lipie´n I, Wadas T, Gabry´s T, Kózka M, Gniadek A., Brzostek T. et al. Evaluating Polish nurses’ working conditions and patient safety during the COVID-19 pandemic. Int. Nurs. Rev. [Internet]. 2021 Oct. 29 [cited 2021 Oct. 31];1-10 Available from: https://onlinelibrary.wiley.com/doi/10.1111/inr.12724
  • 38. Kandemir D, Yılmaz A, Sönmez B. Professional and psychological perceptions of emergency nurses during the COVID-19 pandemic: a qualitative study. Jpn J Nurs Sci. 2021:e12470. doi: 10.1111/jjns.12470.
  • 39. Marshall AP, Austin DE, Chamberlain D, Chapple LAS, Cree M, Fetterplace K. A critical care pandemic staffing framework in Australia. Aust Crit Care. 2021; 34(2):123-131. doi: 10.1016/j.aucc.2020.08.007.
  • 40. Li H, Dong S, He L, Wang R, Long S, He F, Tang H, Feng L. Nurses’core emergency competencies for COVID-19 in China: a cross-sectional study. Int Nurs Rev. 2021; 68(4):524-532. doi: 10.1111/inr.12692.
  • 41. Lyman B, Horton MK, Oman A. Organizational learning during COVID-19: a qualitative study of nurses’ experiences. J. Nurs. Manag. 2022; 30(1):4-14. doi: 10.1111/jonm.13452.
  • 42. Rathnayake S, Dasanayake D, Maithreepala SD, Ekanayake R, Basnayake PL. Nurses’ perspectives of taking care of patients with Coronavirus disease 2019: a phenomenological study. PLoS One 2021; 16(9):e0257064. doi: 10.1371/journal.pone.0257064.
  • 43. Bruyneel A, Gallani MC, Tack J, d'Hondt A, Canipel S, Franck S, et al. Impact of COVID-19 on nursing time in intensive care units in Belgium. Intensive Crit Care Nurs. 2021; 62:102967. doi: 10.1016/j.iccn.2020.102967.
  • 44. Endacott R, Pearce S, Rae P, Richardson A, Bench S, Pattison N, et al. How Covid-19 has affected staffing models in intensive care: a qualitative study examining alternative staffing models (SEISMIC). J. Adv. Nurs. [Internet]. 2021 Dec. 15 [cited 2021 Dec. 19]. Available from: https://onlinelibrary.wiley.com/doi/10.1111/jan.15081.
  • 45. Turner P. Talent management in healthcare exploring how the world’s health service organisations attract, manage and develop talent. Switzerland: Palgrave Macmillan; 2018.
  • 46. Longyear R, Boxer R, Johnson K. Travel ICU nurse concerns across Covid-19 hot spots. NEJM Catalyst Innovations in Care Delivery 2020;1-7.
  • 47. Gottlieb JD, Zenilman A. When nurses travel: labor supply elasticity during COVID-19 surges. Working Paper 2020; 166(November):1-36.
  • 48. Lee J, Cho HS, Shin SR. Nursing strategies for the post-COVID-19 era. Int. Nurs. Rev. 2021; 68:149-152. doi: 10.1111/inr.12653.
  • 49. Chen HM, Liu CC, Yang SY, Wang YR, Hsieh PL. Factors related to care competence, workplace stress, and intention to stay among novice nurses during the Coronavirus disease (COVID-19) pandemic. Int. J. Environ. Res. Public Health. 2021; 18(4):2122. doi: 10.3390/ijerph18042122.
  • 50. Baykal Ü, Türkmen E, Alan H, Yılmaz Başulaş Ç, Göktepe N, Gümüş E, et al. Türkiye’de COVID-19 salgını: kriz yönetiminde yönetici hemşirelerin deneyimleri ve yönetici hemşireler derneği’nin faaliyetleri. Hemşirelikte Eğitim ve Araştırma Dergisi 2020; 17(3):290-293. doi: 10.5222/HEAD.2020.36024.
  • 51. Sharif Nia H, Arslan G, Naghavi N, Sivarajan Froelicher E, Kaveh O, Pahlevan Sharif S. et al. A model of nurses' intention to care of patients with COVID-19: mediating roles of job satisfaction and organisational commitment. J Clin Nurs. 2021; 30(11-12):1684-1693. doi: 10.1111/jocn.15723.
  • 52. Gül D, Yetenek yönetiminin hemşirelerin iş doyumu ile örgütsel bağlılıkları üzerindeki etkisinin araştırılması. Çanakkale Onsekiz Mart Üniversitesi Sağlık Bilimleri Enstitüsü Hemşirelik Anabilim Dalı Yüksek Lisans Tezi. 2018.

MANAGING NURSES' TALENTS IN VUCA AND COVID-19 PANDEMIC

Yıl 2022, Cilt: 3 Sayı: 2, 239 - 249, 09.08.2022

Öz

With the emergence of the COVID-19 pandemic, rapid and unexpected increases in the number of COVID-19 cases, uncertainty about the spread and impact of the pandemic, complex processes affecting the whole world, circumstances that are difficult to determine have led to VUCA (Volatile, Uncertain, Complex, Ambiguous) environments. Although its predicted that we will encounter VUCA environments more frequently in the future, the COVID-19 pandemic which has caused the greatest global health problem reveals the impact of the VUCA environment even more obviously. Since many individuals were hospitalized globally at the same time due to the COVID-19 pandemic, need for intensive care services increased. Thus, health care services were arranged to meet the pandemic-related needs. The health service delivery, redesigned in line with the pandemic, has increased the need for talented nurses who have high levels of knowledge and skills, and can adapt quickly to changing environments so that they can care for emergency/critical/intensive care patients in every environment. Practices like trying to train nurses lacking enough pandemic-related experience, and canceling nurses' rights to take leave and resign indicated that talented nurse workforce is not enough to respond to the pandemic effectively. Therefore, nurse workforce should be prepared for future pandemics, and talented nurses should be trained. The aim in this review is to enable managers to better understand how talent management can be achieved, and how the nurse workforce can be used to deal with VUCA environments such as the COVID-19 pandemic.

Proje Numarası

-

Kaynakça

  • 1. Nangia M, Mohsin F. Revisiting talent management practices in a pandemic driven VUCA environment- a qualitative investigation in the Indian IT industry. J. Crit. Rev. 2020; 7(7):937-942. doi: 30.31838 /jcr. 07.07.170.
  • 2. Pabico C. Creating supportive environments and thriving in a volatile, uncertain, complex, and ambiguous world. J Nurs Adm. 2015; 45(10):471-473. doi: 10.1097/NNA.0000000000000236.
  • 3. Haines, S. Applying talent management to nursing. Nurs. Times. 2013; 109(47):12-15.
  • 4. World Health Organization. State of the world's nursing 2020: investing in education, jobs and leadership. (Internet). 2020 Apr. 6 [cited 2020 May. 20]. Available from: https://www.who.int/publications/i/item/9789240003279.
  • 5. Kennedy A. The International Council of Nurses in the time of the COVID-19 pandemic. Int. Nurs. Rev. 2021; 68(2):144-146. doi: 10.1111/inr.12681.
  • 6. Buchan J, Catton H. COVID-19 and the international supply of nurses. International Council of Nurses. (Internet). 2020 [cited 2020 Nov. 25]. Available from: https://www.icn.ch/system/files/documents/202007/COVID19_internationalsupplyofnurses_Report_FINAL.pdf.
  • 7. Falatah, R. The impact of the coronavirus disease (COVID-19) pandemic on nurses’ turnover intention: an integrative review. Nurs. Rep. 2021; 11(4):787-810. doi: 10.3390/nursrep11040075
  • 8. Berlin G, Lapointe M, Murphy M, Viscardi M. Nursing in 2021: retaining the healthcare workforce when we need it most. (Internet). 2021 May. 11 [cited 2021 Nov. 4]. Available from: https://www.mckinsey.com/industries/healthcare-systems-and-services/our-insights/nursing-in-2021-retaining-the-healthcare-workforce-when-we-need-it-most.
  • 9. International Council of Nurses. Nurses: a voice to lead a vision for future healthcare. (Internet). 2021 May. 12 [cited 2021 May. 29]. Available from: https://www.icn.ch/system/files/documents/202105/ICN%20Toolkit_2021_ENG_Final.pdf.
  • 10. Du J, Chen Z. Applying organizational ambidexterity in strategic management under a “VUCA” environment: evidence from high tech companies in China. Int. J. Innov. Stud. 2018; 2(1):42-52. doi: 10.1016/j.ijis.2018.03.003
  • 11. Lawrence K. Developing leaders in a VUCA environment. UNC Executive Development 2013;1-15.
  • 12. Yurdasever, E. Acar Yurdasever K. Yetenek yönetiminin değişimi: KOMB ve COVID-19 pandemisi bağlamında bir değerlendirme. Abant Sosyal Bilimler Dergisi 2021; 21(1):113-135. doi: 10.11616/basbed.v21i60671.850903.
  • 13. Hadar LL, Ergas O, Alpert B, Ariav T. Rethinking teacher education in a VUCA world: student teachers’ social-emotional competencies during the COVID-19 crisis. Eur. J. Teach. Educ. 2020; 43(4):573-586. doi: 10.1080/02619768.2020.1807513.
  • 14. Bennett N, Lemoine JG. What a difference a word makes: understanding threats to performance in a VUCA world. Bus. Horiz. 2014; 57(3):311-317. doi: 10.1016/j.bushor.2014.01.001.
  • 15. Loyd T. Stories and strategies from the vuca world. (Internet). 2015 [cited 2021 Nov. 6]. Available from: http://vucabook.com/stories-and-strategies-from-the-vuca-world/
  • 16. Noda Y. Socioeconomical transformation and mental health impact by the COVID-19’s ultimate VUCA era: toward the new normal, the new Japan, and the new world. Asian J. Psychiat. 2020; 54:102262. doi: 10.1016/j.ajp.2020.102262.
  • 17. Yurdasever E, Fidan Y. KOMB (VUCA) dünyası ve yeni liderlik becerileri. İnsan ve Toplum Bilimleri Araştırmaları Dergisi 2020; 9(2):1638-1664. doi: 10.15869/itobiad.705576.
  • 18. Dima G, Mesesan Schmitz, L, Şimon MC. Job stress and burnout among social workers in the VUCA world of COVID-19 pandemic. Sustainability 2021; 13(13):1-25. doi: 10.3390/su13137109.
  • 19. World Health Organization. Novel Coronavirus (2019-nCoV) situation report-1. (Internet). 202 Jan. 21 [cited 2021 Nov. 6]. Available from: https://www.who.int/docs/default-source/coronaviruse/situation-reports/20200121-sitrep-1-2019-ncov.pdf.
  • 20. T. C. Sağlık Bakanlığı COVID-19 Bilgilendirme Platformu. [Internet]. 2020 Temmuz 2 [Erişim tarihi 2021 Ekim 30]. Erişim adresi: https://covid19.saglik.gov.tr/TR-66494/pandemi.html.
  • 21. Akkuş Y, Karacan Y, Güney R, Kurt B. Experiences of nurses working with COVID- 19 patients: a qualitative study. J. Clin. Nurs. [Internet]. 2021 Jul. 26 [cited 2021 Dec. 19]. Available from: https://onlinelibrary.wiley.com/doi/10.1111/jocn.15979
  • 22. Akdemir A, Günaydın SC, İnal İH. Pandemi sonrası oluşan VUCA ortamının çalısan insan kaynakları kaygı düzeyi ve verimliliği üzerine etkisi. Journal of Administrative Sciences 2021; 19(39):347-374. doi: 10.35408/comuybd.769685.
  • 23. Abu Mansour SI, Abu Shosha GM. Experiences of first‐line nurse managers during COVID‐19: a Jordanian qualitative study. J. Nurs. Manag. [Internet]. 2021 Dec. 12 [cited 2021 Dec. 18]. Available from: https://onlinelibrary.wiley.com/doi/10.1111/jocn.15979
  • 24. Lauck SB, Bains VK, Nordby D, Iacoe E, Forman J, Polderman J, et al. Responding to the COVID-19 Pandemic: development of a critical care nursing surge model to meet patient needs and maximise competencies. Aust. Crit. Care. 2022; 35(1):13-21. doi: 10.1016/j.aucc.2021.02.009.
  • 25. Wynne R, Davidson PM, Duffield C, Jackson D, Ferguson C. Workforce management and patient outcomes in the intensive care unit during the COVID-19 pandemic and beyond: a discursive paper. J. Clin. Nurs. [Internet]. 2021 Jun. 28 [cited 2021 Oct. 31]. Available from: https://onlinelibrary.wiley.com/doi/10.1111/jocn.15916.
  • 26. Koç Z. Covid-19 salgınında hastane uygulamaları: özel hastane örneği. Afet ve Risk Dergisi 2021; 4(2):351-370. doi: 10.35341/afet.982097.
  • 27. Türkmen E. COVID-19 salgınında yoğun bakım ünitelerinin organizasyonu. Yoğun Bakım Hemşireliği Dergisi 2020; 24(EK-1):39-45.
  • 28. Cadge W, Lewis M, Bandini J, Shostak S, Donahue V, Trachtenberg S. et al. Intensive care unit nurses living through COVID-19: a qualitative study. J Nurs Manag. 2021; 29(7):1965-1973. doi: 10.1111/jonm.13353.
  • 29. T.C. Sağlık Bakanlığı Sağlık Bilgi Sistemleri Genel Müdürlüğü. Sağlık İstatistikleri Yıllığı 2020 Haber Bülteni. (Internet). 2021 Eylül 9 [Erişim tarihi 2021 Ocak 13]. Erişim adresi: https://sbsgm.saglik.gov.tr/Eklenti/41611/0/haber-bulteni-2020pdf.pdf
  • 30. Kıraner E, Terzi B, Türkmen E, Kebapçı A, Bozkurt G. Türk yoğun bakım hemşirelerinin COVID-19 salgınındaki deneyimleri. Hemşirelikte Eğitim ve Araştırma Dergisi 2020; 17(3):284-286. doi: 10.5222/HEAD.2020.35556.
  • 31. Zhang Y, Sun Z, Latour JM, Hu B, Qian J. Hospital response to the COVID-19 outbreak: the experience in Shanghai, China. J. Adv. Nurs. 2020; 76(7):1483-1485. doi: 10.1111/jan.14364.
  • 32. Varasteh S, Esmaeili M, Mazaheri M. Factors affecting Iranian nurses’ intention to leave or stay in the profession during the COVID-19 pandemic. Int. Nurs. Rev. [Internet]. 2021 Sep. 25 [cited 2021 Nov. 6]. Available from: https://onlinelibrary.wiley.com/doi/10.1111/inr.12718
  • 33. Sherman RO. Leading in a time of chaos. Nurse Lead. 2020; 18(4):307. doi: 10.1016/j.mnl.2020.04.006.
  • 34. Liu Y, Wang H, Chen J, Zhang X, Yue X, Ke J, et al. Emergency management of nursing human resources and supplies to respond to coronavirus disease 2019 epidemic. Int J Nurs Sci. 2020; 7(2):135-138. doi: 10.1016/j.ijnss.2020.03.011.
  • 35. Wang H, Wang S, Yu K. COVID-19 infection epidemic: the medical management strategies in Heilongjiang Province, China. Crit Care. 2020; 24(1):2-4. doi: 10.1186/s13054-020-2832-8.
  • 36. Vázquez-Calatayud M, Regaira-Martínez E, Rumeu-Casares C, Paloma-Mora B, Esain A, Oroviogoicoechea C. Experiences of frontline nurse managers during the COVID-19: a qualitative study. J. Nurs. Manag. 2022; 30(1):79-89. doi: 10.1111/jonm.13488.
  • 37. Malinowska-Lipie´n I, Wadas T, Gabry´s T, Kózka M, Gniadek A., Brzostek T. et al. Evaluating Polish nurses’ working conditions and patient safety during the COVID-19 pandemic. Int. Nurs. Rev. [Internet]. 2021 Oct. 29 [cited 2021 Oct. 31];1-10 Available from: https://onlinelibrary.wiley.com/doi/10.1111/inr.12724
  • 38. Kandemir D, Yılmaz A, Sönmez B. Professional and psychological perceptions of emergency nurses during the COVID-19 pandemic: a qualitative study. Jpn J Nurs Sci. 2021:e12470. doi: 10.1111/jjns.12470.
  • 39. Marshall AP, Austin DE, Chamberlain D, Chapple LAS, Cree M, Fetterplace K. A critical care pandemic staffing framework in Australia. Aust Crit Care. 2021; 34(2):123-131. doi: 10.1016/j.aucc.2020.08.007.
  • 40. Li H, Dong S, He L, Wang R, Long S, He F, Tang H, Feng L. Nurses’core emergency competencies for COVID-19 in China: a cross-sectional study. Int Nurs Rev. 2021; 68(4):524-532. doi: 10.1111/inr.12692.
  • 41. Lyman B, Horton MK, Oman A. Organizational learning during COVID-19: a qualitative study of nurses’ experiences. J. Nurs. Manag. 2022; 30(1):4-14. doi: 10.1111/jonm.13452.
  • 42. Rathnayake S, Dasanayake D, Maithreepala SD, Ekanayake R, Basnayake PL. Nurses’ perspectives of taking care of patients with Coronavirus disease 2019: a phenomenological study. PLoS One 2021; 16(9):e0257064. doi: 10.1371/journal.pone.0257064.
  • 43. Bruyneel A, Gallani MC, Tack J, d'Hondt A, Canipel S, Franck S, et al. Impact of COVID-19 on nursing time in intensive care units in Belgium. Intensive Crit Care Nurs. 2021; 62:102967. doi: 10.1016/j.iccn.2020.102967.
  • 44. Endacott R, Pearce S, Rae P, Richardson A, Bench S, Pattison N, et al. How Covid-19 has affected staffing models in intensive care: a qualitative study examining alternative staffing models (SEISMIC). J. Adv. Nurs. [Internet]. 2021 Dec. 15 [cited 2021 Dec. 19]. Available from: https://onlinelibrary.wiley.com/doi/10.1111/jan.15081.
  • 45. Turner P. Talent management in healthcare exploring how the world’s health service organisations attract, manage and develop talent. Switzerland: Palgrave Macmillan; 2018.
  • 46. Longyear R, Boxer R, Johnson K. Travel ICU nurse concerns across Covid-19 hot spots. NEJM Catalyst Innovations in Care Delivery 2020;1-7.
  • 47. Gottlieb JD, Zenilman A. When nurses travel: labor supply elasticity during COVID-19 surges. Working Paper 2020; 166(November):1-36.
  • 48. Lee J, Cho HS, Shin SR. Nursing strategies for the post-COVID-19 era. Int. Nurs. Rev. 2021; 68:149-152. doi: 10.1111/inr.12653.
  • 49. Chen HM, Liu CC, Yang SY, Wang YR, Hsieh PL. Factors related to care competence, workplace stress, and intention to stay among novice nurses during the Coronavirus disease (COVID-19) pandemic. Int. J. Environ. Res. Public Health. 2021; 18(4):2122. doi: 10.3390/ijerph18042122.
  • 50. Baykal Ü, Türkmen E, Alan H, Yılmaz Başulaş Ç, Göktepe N, Gümüş E, et al. Türkiye’de COVID-19 salgını: kriz yönetiminde yönetici hemşirelerin deneyimleri ve yönetici hemşireler derneği’nin faaliyetleri. Hemşirelikte Eğitim ve Araştırma Dergisi 2020; 17(3):290-293. doi: 10.5222/HEAD.2020.36024.
  • 51. Sharif Nia H, Arslan G, Naghavi N, Sivarajan Froelicher E, Kaveh O, Pahlevan Sharif S. et al. A model of nurses' intention to care of patients with COVID-19: mediating roles of job satisfaction and organisational commitment. J Clin Nurs. 2021; 30(11-12):1684-1693. doi: 10.1111/jocn.15723.
  • 52. Gül D, Yetenek yönetiminin hemşirelerin iş doyumu ile örgütsel bağlılıkları üzerindeki etkisinin araştırılması. Çanakkale Onsekiz Mart Üniversitesi Sağlık Bilimleri Enstitüsü Hemşirelik Anabilim Dalı Yüksek Lisans Tezi. 2018.
Toplam 52 adet kaynakça vardır.

Ayrıntılar

Birincil Dil Türkçe
Konular Hemşirelik
Bölüm Derlemeler
Yazarlar

Duygu Gül

Betül Sönmez 0000-0002-6091-4993

Proje Numarası -
Yayımlanma Tarihi 9 Ağustos 2022
Yayımlandığı Sayı Yıl 2022 Cilt: 3 Sayı: 2

Kaynak Göster

APA Gül, D., & Sönmez, B. (2022). VUCA VE COVID-19 PANDEMİSİNDE HEMŞİRELERİN YETENEKLERİNİ YÖNETMEK. YOBÜ Sağlık Bilimleri Fakültesi Dergisi, 3(2), 239-249.
AMA Gül D, Sönmez B. VUCA VE COVID-19 PANDEMİSİNDE HEMŞİRELERİN YETENEKLERİNİ YÖNETMEK. YOBÜ Sağlık Bilimleri Fakültesi Dergisi. Ağustos 2022;3(2):239-249.
Chicago Gül, Duygu, ve Betül Sönmez. “VUCA VE COVID-19 PANDEMİSİNDE HEMŞİRELERİN YETENEKLERİNİ YÖNETMEK”. YOBÜ Sağlık Bilimleri Fakültesi Dergisi 3, sy. 2 (Ağustos 2022): 239-49.
EndNote Gül D, Sönmez B (01 Ağustos 2022) VUCA VE COVID-19 PANDEMİSİNDE HEMŞİRELERİN YETENEKLERİNİ YÖNETMEK. YOBÜ Sağlık Bilimleri Fakültesi Dergisi 3 2 239–249.
IEEE D. Gül ve B. Sönmez, “VUCA VE COVID-19 PANDEMİSİNDE HEMŞİRELERİN YETENEKLERİNİ YÖNETMEK”, YOBÜ Sağlık Bilimleri Fakültesi Dergisi, c. 3, sy. 2, ss. 239–249, 2022.
ISNAD Gül, Duygu - Sönmez, Betül. “VUCA VE COVID-19 PANDEMİSİNDE HEMŞİRELERİN YETENEKLERİNİ YÖNETMEK”. YOBÜ Sağlık Bilimleri Fakültesi Dergisi 3/2 (Ağustos 2022), 239-249.
JAMA Gül D, Sönmez B. VUCA VE COVID-19 PANDEMİSİNDE HEMŞİRELERİN YETENEKLERİNİ YÖNETMEK. YOBÜ Sağlık Bilimleri Fakültesi Dergisi. 2022;3:239–249.
MLA Gül, Duygu ve Betül Sönmez. “VUCA VE COVID-19 PANDEMİSİNDE HEMŞİRELERİN YETENEKLERİNİ YÖNETMEK”. YOBÜ Sağlık Bilimleri Fakültesi Dergisi, c. 3, sy. 2, 2022, ss. 239-4.
Vancouver Gül D, Sönmez B. VUCA VE COVID-19 PANDEMİSİNDE HEMŞİRELERİN YETENEKLERİNİ YÖNETMEK. YOBÜ Sağlık Bilimleri Fakültesi Dergisi. 2022;3(2):239-4.