The American Psychological Association (2018) described resilience as the manner in which individuals can adapt and cope effectively while undergoing adversity, stress, trauma, threats, tragedies and critical life changes. It merely means “bouncing back” from worrying challenges (Aburn, Gott, & Hoare, 2016). Resilient individuals are people with the capability of undergoing adversities but still maintain their social and emotional wellbeing (Bonanno, 2004). On the other hand, wellbeing refers to a state of wellness in which individuals are by and large able to enjoy life; have abilities to be connected to others as well as dealing with challenges (Hart, Brannan, & Chesnay, 2014). In the healthcare profession, healthcare practitioners are continuously faced with many stressors in the course of their duty that significantly impair not only their wellbeing but also posing a toll on their workplace productivity (Jackson, Firtko, & Edenborough, 2007). Frey, Robinson, Wong, and Gott (2018) enumerated time pressures, multiple roles, workload and emotional issues as the primary stressors that may influence the wellbeing of healthcare professional leading to burnout, fatigue, and psychological trauma.
To this end, healthcare institutions need to lay formidable strategies for preventing workplace stress such as promoting resilience supporting workplace environments (Jeffcott, Ibrahim, & Cameron, 2009). Individual practitioners also need to come up with their own resilience plans to enable them to cope with workplace stressors (Kelley, 2005). In doing so, not only is the wellbeing of healthcare practitioners bound to improve but also workplace productivity (Breda, 2011). This paper is aimed at developing a personal plan meant to enhance a nurse’s personal resilience and wellbeing as a healthcare practitioner as well as creating a supportive culture meant to promote the development of the same for a healthcare team. Moreover, the paper will endeavor to propose strategies in which healthcare organisations can advance a culture that promotes resilience and wellbeing in a healthcare environment.
Resilience and wellbeing have emerged as essential concepts in any profession (Christel et al., 2010). For a long time, resilience and wellbeing have been applied at the social scene with individuals and families’ welfare being at the forefront of most empirical studies (Hart, Brannan, & Chesnay, 2014). However, resilience did not received much research in the way it can influence workplace productivity, workplace relationships, organisational culture, and employees’ relationships with their loved ones and their personal endeavours (Breda, 2011). In the healthcare industry, Jackson, Firtko, and Edenborough (2007) contended that harsh and dynamic workplace conditions are continuously becoming a critical source of stress for healthcare practitioners across the globe.
For instance, being the first healthcare practitioners to receive and journey with patients through their recovery process, nurses are bound to be affected by numerous circumstances that can quickly lead to productivity compromise (McCann et al., 2013). Adversities facing nurses in the course of their duty including but not limited to forced organisational change; excessive workload; workplace abuse and bullying; health and safety concerns; violence; and professional independence (Christel et al., 2010). These struggles constitute some of the primary reasons for high nurses’ turnover across the globe (Moloney, Boxall, Parsons, & Sheridan, 2017). To this end, Stephens, Smith, and Cherry (2017) advised that it is incumbent upon healthcare institutions to promote working environments that enhance resilience among nurses. Moreover, Hart, Brannan, and Chesnay (2014) recommended that in their individual ability, nurses need to develop their own coping mechanisms that enables them to endure harsh workplace events, workplace interpersonal relations as well as balancing work and family matters.
It is only though resilience that nurses can be able to salvage their workplace and out of workplace wellbeing (Foureur, Besley, Burton, Yu, & Crisp, 2013). Resilience differentiates between nurses who can hold on to their nursing careers and the ones who quit in the slightest sense of workplace pressures (Nemeth et al., 2008). Cohn et al., (2009) reiterated this assertion and stated that the nursing environment is challenging and that only nurses with great audacity and resilience have abilities to cope with workplace pressures. In an article by Kim and Windsor (2015) resilience was described as the capabilities of individuals to absorb challenging situations by employing individualised coping mechanisms thereby mitigating distress. Aburn, Gott and Hoare (2016) indeed reinforced the definition of resilience as the aptitude pressed on success regardless of adversarial conditions.
Since its advancement in the 1800s, resilience’ theory as an important facet for wellbeing has been advanced as a scale, a series, a path as well as a conditional (Breda, 2011). For instance, in theories that perceive resilience as a conditional virtue, physiological and psychological aspects; body chemistry and personalities are important facets that give individuals the audacity and skills to remain resilient when faced by adversities (Bonanno, 2004). Moreover, an article by Jackson et al., (2007) explained that resilience, by and large, entails developing personal behaviours such as forming formidable relationships with fellow employees, developing problem-solving skills, being participative in work, and being involved in physical exercise and arts. These personal behaviours are instrumental in nurturing inherent resilience which is vital in lessening impacts of traumatic experiences at the workplace (Kelley, 2005). Internal resilience is by and large influenced by sense of hope, purpose, and value for life amidst adversaries (Kelley, 2005).
Nurses are severely impacted by many modern-day workplace challenges that significantly minimise their abilities to cope with challenging situations (Hart, Brannan, & Chesnay, 2014). Health care institutions have to come up with ways and means of not only recruiting nurses but also being knowledgeable in how they can support and retain them (Hart, Brannan, & Chesnay, 2014). In their application of a “work-based educational intervention program meant to support the development of personal resilience in nurses and midwives”, McDonald, Jackson, Wilkes, and Vickers, (2012) came to the conclusion that nurses’ resilience to workplace pressures can significantly be improved if appropriate educational programs on the same are implemented. Educated nurses and midwives have abilities to improve their self-confidence, communication, workplace relationships, self-mindfulness, and problem–solving skills McDonald et al., (2012). In their experiment, indeed, different attendants were reported to have elevated levels of resilience including facets such as boldness, self –confidence, self-care, and self-awareness McDonald et al., (2012).
In another study by Gerhart et al., (2016) in which the researchers carried out a mindfulness-based communication training with the view of promoting the resilience of different medical staff working in the palliative care unit found out that resilience suppressing facets such as depression, post-traumatic stress, cognitive fusion and depersonalizations had significantly decreased. In 2008, Maunder et al. carried out a computer-based resilience training while preparing an interdisciplinary healthcare team meant to combat an influenza pandemic with the aim of shielding them from the stress of the exercise. The training proved instrumental in enhancing their self-efficacy, self-confidence, interpersonal challenges as well as coping mechanisms (Maunder et al., 2008). Moreover, Foureur et al. (2013), motivated by the desire to enhance the resilience of nurses employed a “mindfulness-based program” meant to elevate wellbeing and sense of coherence as well as minimising anxiety, stress, and depression. The study’ went as expected since their wellbeing and sense of coherence improved while anxiety levels went down (Foureur et al., 2013).
All these evidence-based intervention mechanisms of enhancing resilience and wellbeing of healthcare practitioners are all instrumental in achieving these objectives (Edmonson & Asturi, 2015). In 2013, an assessment of the literature by McCann et al. determined that resilience can indeed be learned and enhanced. To this end, appropriate mentorship programs was suggested and implemented by healthcare institutions (McDonald et al., 2012). McDonald et al. (2012) viewed mentorship programs as being instrumental in nurturing professional relationships; supporting optimism and emotional intelligence; building hardiness; promoting spirituality; elevating reflective and critical thinking skills and encouraging work-life balance. Intervention strategies geared at elevating resilience levels among nurses by aiding them to cope with the realities of the nursing profession can be instrumental in protecting nurses from experiencing burn out the course of their career life (Boyle, 2011).
At a personal level, I plan to develop my resilience and wellbeing by positively focusing on how brighter the future is bound to be than concentrating on the negative events that have occurred. Nurses need to accept that change, adversaries, stressful moments, challenges and difficulties are part and parcel of everyday life (Hart, Brannan, & Chesnay, 2014). I will strengthen my social and career life by making the right connections. Forging effective relationships with family members, friends and workmates are very critical resilience and wellbeing (Cohn et al., 2009). I also plan to create realistic, achievable goals and move forward to do something to realise them. Continually moving oneself towards achieving personal goals is a sure strategy in achieving resilience and wellbeing (Pipe et al., 2012).
I will start using well thought off decisive actions while approaching challenges as opposed to running away from them. I will try to master opportunities in the challenges that I go through at the workplace and daring to move right ahead to find lasting solutions Kim & Windsor (2015) observe that the nurses ability to put forward his/her skills and knowledge in the face of adversities at the workplace greatly helps him/her to overcome most of such adversities. This position is reiterated by Rushton, Batcheller, Schroeder, and Donohue, (2015) who observe that nurses who undergo hardships and tragedies at work but take their time to discover opportunities in those adversities showcase better workplaces relationships, an elevated sense of self-worth, heightened spirituality and life appreciation.
This position by these researchers extensively elevates my audacity of taking on challenging tasks as opposed to being an escapist. I will be taking my time every morning to adequately plan how my day’s activities will be starting, progress through the day and how to end the day. Moreover, I will also make efforts to plan longer term activities covering a week or a month. That way (Kornhaber and Wilson, 2011) contend that it allows one to have adequate time to visualize any imminent challenges and subsequently planning way ahead of time on how to tackle those challenges. This will definitely go a long way in boasting my resilience and wellbeing status. Dunn, Iglewicz, and Moutier (2008) observe that looking for opportunities that promote self-discovery as well as those that nurture a favorable view of oneself can indeed be instrumental in elevating a person’s resilience levels. I will be making efforts to discover who I am every now and then as well as nurturing my persona in readiness of dealing with workplace adversities.
Such a yardstick will further develop my confidence of solving problems, perceiving issues from a broad viewpoint, assuming a hopeful outlook as well as taking care of myself. By and large, as Gillespie, Chaboyer, and Wallis (2009) contend, resilience calls me to remain flexible in balancing the different facets of life. To this end, I will allow myself to be swindled by life stress and emotions while taking necessary actions to solve problems and adversities at my disposal and later stepping back to wait for outcomes while reenergizing.
The road to attaining resilience and wellbeing from the personal standpoint as well as at the team level is real and is indeed achievable (Rice & Liu, 2016). Empirical inquiry has exposed that resilience is by and large ordinary and many groups of people have attained it in the past. Being resilience and attaining wellbeing does not remove the fact that individuals stop experiencing difficulties and distress (Cameron & Brownie, 2010). In fact, during moments of resilience, feelings of anxiety, fear, sadness, and anger may be heightened, but resilient people can respond to such situations constructively. To achieve wellness through resilience, individuals have the task of remaining in control of their behaviours, thoughts, feelings, emotions, and relationships (Wicks, 2005).
To build a culture of resilience and wellness amongst workmates, one must be in a position to internalise what resilience and wellbeing entail besides developing skills and competencies that contribute to the overall wellness of the group (Vessey, Demarco, & Difazio, 2010). To this end, personal growth and development are critical. Setting an example for the rest of my teammates is a good starting point in impacting resilience to the rest of the group. Pipe et al., (2012) observe that a single team member’s abilities to remain resilient and maintain wellbeing have capabilities of positively impacting the rest of the team. Taking the leading role and showcasing team members easier and more flexible ways of tackling their work activities can go a long way to this end. Members of the team can engage in regular exercises, take breaks between work activities as well as having flexible working hours.
Secondly, getting rid of “always on” work culture is another rewarding strategy in efforts meant to build workplace resilience and wellbeing among work teammates. Empirical research in the social work has demonstrated that overwork is amongst the leading causes of workplace burnout, stress and all manner of health challenges (McFadden, Campbell, & Taylor, 2014). Detaching from work after working hours is instrumental in giving employees an opportunity to rejuvenate their psychosocial recourses (Edmonson and Asturi, 2015). Healthcare leaders should stop making work-related communications to their juniors after work.
Thirdly, being empathetic and compassionate to fellow workmates is a particular strategy of evoking resilience and wellbeing at the workplace. Jeffreys (2015) observe that taking time to develop and recognise people for who they are as well as their unique contribution to the productivity of the organisation fosters feelings of belonging and being cared for. Wellbeing is by and large psychosocial and therefore taking time to nurture the psychological and emotional bit of employees can go a long way in enhancing their resilience when adversities strike (Garrosa, & Moreno-Jiménez, 2013). Teammates should have abilities of sincerely talking about their inner feelings and emotions to their seniors.
Fourthly, constant positive communication is a critical facet in the development of resilience and wellbeing. Impacting teammates with influencing skills of communication can enable employees to be assertive while negotiating workplace policies, solving workplace conflicts as well as having the audacity to ask for support when necessary (Leon & Halbesleben, 2013). Social competence; the ability to form and engage in positive and respectful relationships is critical in constructing a culture of resilience among teammates.
Moreover, nurturing the problem-solving skills of fellow teammates can go a long way in enhancing their resilience and wellbeing. Their capacity to amicably receive, dissect and solve problems by finding sustainable solutions as well as understanding the practical and personal implications of the same to their daily work is critical to this end. Lastly, Gunnestad (2006) posit that developing the teammates’ belief and confidence that they can undergo adversaries and come out as victors is also rewarding in elevating their resilience and wellbeing.
As established earlier, healthcare institutions’ working environments can pose considerable challenges to healthcare practitioners. If unchecked these challenges can significantly impair workplace productivity especially if health care practitioners are short of resilience capacities (Davies, Nutley, & Mannion, 2000). Healthcare workplace environments have become not only volatile, uncertain, complex but also ambiguous. Healthcare workers are bound to be bombarded by workplaces policies changes, work schedule changes, changes in patient treatment procedures, increased workloads, health, and safety in the course of duty among other stressors (Jeffcott, Ibrahim, & Cameron, 2009). To this end, developing a culture of resilience can go a long way in reassuring healthcare practitioners of their wellbeing as well as maintaining workplace productivity.
First, developing a clear sense of purpose for the organisation is very critical in realising resilience and wellbeing for healthcare practitioners (Luthar, Cicchetti, & Becker, 2000). This is as enshrined in the mission and vision statements of the organisation. These statements must explicitly state that the institution is committed to promoting the welfare of its employees besides providing them with a platform upon which they can remain resilient in the conduct of their duties. For instance, while introducing changes in the institution, healthcare leaders ought to involve all stakeholders in the change process right from planning, formulation to implementation as opposed to engaging employees at the implementation stage (Christl et al., 2010). Such an approach is critical as it eliminates any resistance to change as all stakeholders are made aware of forthcoming changes are ready to assimilate them. Luthans, Vogelgesang, and Lester, (2006) observe that this kind of approach leaves nurses, and other healthcare providers empowered, spirited, and psychologically aware of what is about to happen. The outcome of this is increased resilience and wellbeing in the whole institution.
Healthcare institutions must make efforts to empower their employees in all respects in a bid to make them feel they are part and parcel of the institution as opposed to merely carrying out their duties just for the sake of it. With empowerment, Luthans, Youssef and Avolio (2007) posit that healthcare providers are given an opportunity to feel that they can act independently without reprisal or made to suffer dire repercussions. Nurses, for instance, are made to feel that they have the abilities to make appropriate healthcare decisions at their level of practice when their efforts are appreciated by senior leadership. Employees are always ready to make contributions in decision making, recommend opportunities for further organisational improvement when opportunities for empowerment are availed to them (Haramati, & Weissinger,2015). This, in turn, boasts their resilience when faced with challenges in the implementation of suggested organisational policies.
Healthcare institutions should also impact their employees with capabilities of solving workplace problems whenever they arise. Moreover, institutions ought to encourage team working in tackling workplace challenges besides facilitating open and transparent communication channels between the senior staff and the juniors (Sutcliffe & Vogus, 2003). Problem-solving skills coupled with ethical decision making are instrumental in advancing rather fast solutions to challenges of an emergency nature.
Team working is a critical tool used in fostering resilience among members of a multidisciplinary team. A team of healthcare workers posits various resources, skills, and knowledge needed to solve different healthcare concerns which turn out to be more effective as opposed to when a single health care provider is assigned a task alone. Teammates in an interdisciplinary or multidisciplinary team combine synergies, encourage and motivate one another, educate and learn from one another thereby elevating their personal levels of resilience and workplace wellbeing (Back, Steinhauser, Kamal, & Jackson, 2016).
Clear and open communication is very vital. Healthcare organisations that foster open communication across the entire organisation are bound to more productive than one with closed systems (Moloney, Boxall, Parsons, & Sheridan, 2017). Communication allows healthcare practitioners to share their workplace challenges, healthcare concerns, personal issues, health care policy concerns and proposed changes within themselves as well as to their seniors. This makes it possible for appropriate action plans to be developed and subsequently to be implemented. Communication is also an excellent platform for negotiation as well as forming critical workplace interrelationships (Cooper, Liu, & Tarba, 2014). This, in turn, elevates their levels of resilience and wellbeing.
Building safe and secure work communities is also an advantageous way of developing workplace resilience (Wilson, et al., 2004). Employees love to feel safe and secure while undertaking their daily activities. Reassuring them of their safety and security by coming up with health and safety policies can go a long way in elevating levels of resilience and wellbeing throughout the institution. Cohn et al., (2009) contend that employees that are assured of their safety and health of their respective professions tend to be more engaged and productive and will always move ahead to find solutions when faced with challenges.
Additionally, healthcare institutions need to be obligated to develop their organisational culture around the tenets of resilience and wellbeing (Day, Kelloway, & Hurrell, 2014). Organizational culture is what defines the spirit upon which an organisation is premised upon. Resilience and wellbeing are instrumental platforms upon which a healthcare organisation can premise its organisational culture (Jackson, & Daly, 2011). Resilient organisational cultures encourage organisational staff to take care of their mental, physical, spiritual, and emotional needs with the realisation that when these are taken care of, resilience is the outcome (De Simone, 2014). The organisation, in turn, is bound to benefit through improved productivity, employee retention and engagement, improved job performance while the employees’ wellbeing is enhanced.
Conclusion
Arguably, resilience and wellbeing are very critical not only in the social scene but also in the workplace. The two are vital at aiding nurses in sailing through challenges, adversities, traumatic situations, and stress both at the personal level as well as at work environments. The healthcare industry poses a lot of such challenges in which case healthcare practitioners end up experiencing burnout which by extension may lead to severe healthcare complications. However, Buzzanell, (2010) observe that healthcare practitioners can shield themselves from the vulnerability of workplace adversities and subsequently enhancing their overall wellbeing by building and strengthening their personal resilience capacities. Rushton, Batcheller, Schroeder and Donohue, (2015) also point out that different healthcare teams working in different healthcare units also need to develop their own resilience levels in tackling immediate challenges at their disposal. Healthcare organisations should come up with strategies that have capabilities of elevating overall resilience levels of healthcare providers. This not only improves the overall patient care but also increase the well-being of healthcare workers.
References
American Psychological Association (2018). The Road to Resilience [Retrieved from] https://www.apa.org/helpcenter/road-resilience.aspx. Accessed 1/9/2018
Aburn, G., Gott, M., & Hoare, K. (2016). What is resilience? An Integrative Review of the empirical literature. Journal of Advanced Nursing, 72(5), 980-1000. Retrieved 8 13, 2018, from https://onlinelibrary.wiley.com/doi/10.1111/jan.12888/full
Bonanno, G. A. (2004). Loss, trauma, and human resilience: Have we underestimated the human capacity to thrive after extremely aversive events? American Psychologist, 59(1). Retrieved 8 13, 2018, from https://public.asu.edu/~iacmao/pgs191/resilience reading #1a.pdf Back, A. L., Steinhauser, K. E., Kamal, A. H., & Jackson, V. A. (2016).
Building resilience for palliative care clinicians: an approach to burnout prevention based on individual skills and workplace factors. Journal of pain and symptom management, 52(2), 284-291.
Boyle, D. A. (2011). Countering compassion fatigue: a requisite nursing agenda. The online journal of issues in nursing, 16(1), 2. Retrieved 8 13, 2018, from https://ncbi.nlm.nih.gov/pubmed/21800933
Breda, A. D. (2011). Resilient Workplaces: An InitialConceptualization.
Families in society-The journal of contemporary social services, 92(1), 33-40. Retrieved 8 13, 2018, from https://familiesinsocietyjournal.org/doi/pdfplus/10.1606/1044-3894.4059
Buzzanell, P. M. (2010). Resilience: Talking, resisting, and imagining new normalcies into being. Journal of Communication, 60(1), 1-14.
Cohn, M., Fredrickson, B. L., Brown, S. L., Mikels, J. A., & Conway, A.(2009). Happiness unpacked: positive emotions increase life satisfaction by building resilience. Emotion, 9(3), 361-368. Retrieved 8 13, 2018, from https://unc.edu/peplab/publications/cohn fredrickson et al 2009.pdf
Christl, B., Harris, M. F., Jayasinghe, U. W., Proudfoot, J.,Taggart, J., & Tan, J. (2010). Readiness for organisational change among general practice staff. Quality and Safety in Health Care, 19(5), 1-4. doi:10.1136/qshc.2009.033373
Cameron, F., & Brownie, S. (2010). Enhancing resilience in registered aged care nurses. Australasian Journal on Ageing, 29(2), 66-71.
Cooper, C. L., Liu, Y., & Tarba, S. Y. (2014). Resilience, HRM practices and impact on organizational performance and employee well-being: International Journal of Human Resource Management 2015 Special Issue.
Dunn, L. B., Iglewicz, A., & Moutier, C. (2008). A conceptual model of medical student well-being: promoting resilience and preventing burnout. Academic Psychiatry, 32(1), 44-53.
Davies, H. T., Nutley, S. M., & Mannion, R. (2000). Organisational culture and quality of health care. BMJ Quality & Safety, 9(2), 111-119.
Day, A., Kelloway, E. K., & Hurrell Jr, J. J. (Eds.). (2014). Workplace well-being: How to build psychologically healthy workplaces. John Wiley & Sons.
De Simone, S. (2014). Conceptualizing wellbeing in the workplace.
International Journal of Business and Social Science, 5(12).
Edmonson, C., & Asturi, E. (2015). Built to last: a culture of courage, excellence, and resilience. Nurse Leader, 13(3), 30-34.
Foureur, M., Besley, K., Burton, G., Yu, N., & Crisp, J. (2013).
Enhancing the resilience of nurses and midwives: Pilot of a mindfulness based program for increased health, sense of coherence and decreased depression, anxiety and stress. Contemporary nurse, 45(1), 114-125.
Frey, R., Robinson, J., Wong, C., & Gott, M. (2018). Burnout, compassion fatigue and psychological capital: Findings from a survey of nurses delivering palliative care. Applied Nursing Research, 43, 1-9. doi:10.1016/j.apnr.2018.06.003
Gerhart, James, Sean O’Mahony, Ira Abrams, Johanna Grosse,
Michelle Greene, and Mitchell Levy. “A pilot test of a mindfulness-based communication training to enhance resilience in palliative care professionals.” Journal of Contextual Behavioral Science 5, no. 2 (2016): 89-96.
Garrosa, E., & Moreno-Jiménez, B. (2013). Burnout and active coping with emotional resilience. In Burnout for Experts (pp. 201-221). Springer, Boston, MA.
Gillespie, B. M., Chaboyer, W., & Wallis, M. (2009). The influence of personal characteristics on the resilience of operating room nurses: A predictor study. International journal of nursing studies, 46(7), 968-976.
Gunnestad, A. (2006). Resilience in a Cross-Cultural Perspective: How resilience is generated in different cultures. Journal of intercultural communication, (11).
Hart, P. L., Brannan, J. D., & Chesnay, M. d. (2014). Resilience in Nurses: An Integrative Review. Journal of Nursing Management, 22(6), 720-734. Retrieved 7 29, 2018, from https://onlinelibrary.wiley.com/doi/10.1111/j.1365-2834.2012.01485.x/full
Haramati, A., & Weissinger, P. A. (2015). Resilience, Empathy, and Wellbeing in the Health Professions: An Educational Imperative. Global advances in health and medicine, 4(5), 5-6.
Hart, P. L., Brannan, J. D., & De Chesnay, M. (2014). Resilience in nurses: an integrative review. Journal of nursing management, 22(6), 720-734.
Jackson, D., Firtko, A., & Edenborough, M. A. (2007). Personal resilience as a strategy for surviving and thriving in the face of workplace adversity: a literature review. Journal of Advanced Nursing, 60(1), 1-9. Retrieved 7 29, 2018, from https://health.state.mn.us/patientsafety/preventionofviolence/personalresiliancewrkplace.pdf
Jeffcott, S. A., Ibrahim, J. E., & Cameron, P. (2009). Resilience in healthcare and clinical handover. Quality & Safety in Health Care, 18(4), 256-260. Retrieved 7 29, 2018, from https://mef.med.ufl.edu/files/2009/11/resilience-in-healthcare-and-clinical-handover.pdf
Jackson, D., & Daly, J. (2011). All things to all people: Adversity and resilience in leadership. Nurse Leader, 9(3), 21-30. doi:10.1016/j.mnl.2011.03.003
Jeffreys, M. R. (2015). Teaching cultural competence in nursing and health care: Inquiry, action, and innovation. Springer Publishing Company.
Kelley, T. M. (2005). Natural resilience and innate mental health. American Psychologist, 60(3), 265-265. Retrieved 8 13, 2018, fromhttps://cdn.threeprinciplesmovies.com/wpcontent/uploads/2014/10/cbc1976d-0a49-4359-bd1f0343dc58f476.pdf
Kim, M., & Windsor, C. (2015). Resilience and Work-life Balance in First-line Nurse Manager. Asian Nursing Research, 9(1), 21-27. Retrieved 7 29, 2018, from https://sciencedirect.com/science/article/pii/s1976131715000031
Kornhaber, R. A., & Wilson, A. (2011). Building resilience in burns nurses: a descriptive phenomenological inquiry. Journal of burn care & research, 32(4), 481-488.
Leon, M. R., & Halbesleben, J. R. (2013). Building resilience to improve employee well-being. Improving employee health and well-being/AM Rossi, JA Meurs, PL Perrewé (Eds). Charlotte: Information Age, 65-82.
Luthans, F., Vogelgesang, G. R., & Lester, P. B. (2006). Developing the psychological capital of resiliency. Human Resource Development Review, 5(1), 25-44.
Luthans, F., Youssef, C. M., & Avolio, B. J. (2007). Psychological capital: Investing and developing positive organizational behavior. Positive organizational behavior, 1(2), 9-24.
Luthar, S. S., Cicchetti, D., & Becker, B. (2000). The construct of resilience: A critical evaluation and guidelines for future work. Child development, 71(3), 543-562.
McCann, C. M., Beddoe, E., McCormick, K., Huggard, P., Kedge, S., Adamson, C., & Huggard, J. (2013). Resilience in the health professions: A review of recent literature. International Journal of Wellbeing, 3(1), 60-81. doi:10.5502/ijw.v3i1.4
McDonald, G., Jackson, D., Wilkes, L., & Vickers, M. H. (2012). A work-based educational intervention to support the development of personal resilience in nurses and midwives. Nurse Education Today, 32(4), 378-384.
McDonald, G., Jackson, D., Wilkes, L., & Vickers, M. (2013). Personal resilience in nurses and midwives: effects of a work-based educational intervention. Contemporary nurse, 45(1), 134-143.
Maunder, R. G., Peladeau, N., Leszcz, M., Romano, D., Savage, D., Rose, M., … & Schulman, R. B. (2008). Applying the lessons of SARS to pandemic influenza: an evidence-based approach to mitigating the stress experienced by healthcare workers. Canadian journal of public health= Revue canadienne de sante publique, 99(6), 486.
Moloney, W., Boxall, P., Parsons, M., & Sheridan, N. (2017). Which factors influence New Zealand registered nurses to leave their profession. New Zealand Journal of Employment Relations, 43(1), 1-13. Retrieved from https://www.nzjournal.org/
McFadden, P., Campbell, A., & Taylor, B. (2014). Resilience and burnout in child protection social work: Individual and organisational themes from a systematic literature review. The British Journal of Social Work, 45(5), 1546-1563
Nemeth, C. P., Wears, R. L., Woods, D. D., Hollnagel, E., & Cook, R. I.(2008). Minding the Gaps: Creating Resilience in Health Care. Retrieved 1 9, 2018, from https://ncbi.nlm.nih.gov/books/nbk43670
Pipe, T. B., Buchda, V. L., Launder, S., Hudak, B., Hulvey, L., Karns, K. E., & Pendergast, D. (2012). Building personal and professional resources of resilience and agility in the healthcare workplace. Stress and Health, 28(1), 11-22.
Rushton, C. H., Batcheller, J., Schroeder, K., & Donohue, P. K. (2015). Burnout and Resilience Among Nurses Practicing in High-Intensity Settings. American Journal of Critical Care, 24(5), 412-420. Retrieved 8 8, 2018, from https://ajcc.aacnjournals.org/content/24/5/412.short
Rice, V., & Liu, B. (2016). Personal resilience and coping with implications for work. Part I: A review. Work, 54(2), 325-333.
Rothenberger, D. A. (2017). Physician burnout and well-being: a systematic review and framework for action. Diseases of the Colon & Rectum, 60(6), 567-576.
Stephens, T. M., Smith, P., & Cherry, C. (2017). Promoting Resilience in New Perioperative Nurses. AORN Journal, 105(3), 276-284. Retrieved 7 29, 2018, from https://sciencedirect.com/science/article/pii/s0001209216310596
Seligman, M. E. P. (2011). Building resilience. Harvard Business Review, 89(4), 100-106 Sutcliffe, K. M., & Vogus, T. J. (2003). Organizing for resilience.
Positive organizational scholarship: Foundations of a new discipline, 94, 110.
Vessey, J. A., Demarco, R., & Difazio, R. (2010). Bullying, harassment, and horizontal violence in the nursing workforce the state of the Science. Annual review of nursing research, 28(1), 133-157.
Wicks, R. J. (2005). Overcoming secondary stress in medical and nursing practice: A guide to professional resilience and personal well-being. Oxford University Press.
Wilson, M. G., Dejoy, D. M., Vandenberg, R. J., Richardson, H. A., & Mcgrath, A. L. (2004). Work characteristics and employee health and well?being: Test of a model of healthy work organization. Journal of occupational and organizational psychology, 77(4), 565-588.
Essay Writing Service Features
Our Experience
No matter how complex your assignment is, we can find the right professional for your specific task. Contact Essay is an essay writing company that hires only the smartest minds to help you with your projects. Our expertise allows us to provide students with high-quality academic writing, editing & proofreading services.
Free Features
Free revision policy
$10Free bibliography & reference
$8Free title page
$8Free formatting
$8How Our Essay Writing Service Works
First, you will need to complete an order form. It's not difficult but, in case there is anything you find not to be clear, you may always call us so that we can guide you through it. On the order form, you will need to include some basic information concerning your order: subject, topic, number of pages, etc. We also encourage our clients to upload any relevant information or sources that will help.
Complete the order form
Once we have all the information and instructions that we need, we select the most suitable writer for your assignment. While everything seems to be clear, the writer, who has complete knowledge of the subject, may need clarification from you. It is at that point that you would receive a call or email from us.
Writer’s assignment
As soon as the writer has finished, it will be delivered both to the website and to your email address so that you will not miss it. If your deadline is close at hand, we will place a call to you to make sure that you receive the paper on time.
Completing the order and download