Table 3 Comparison of the emergent key concepts and number of quotations across different ED staff roles
Theme | Key concepts | Number and % of respondent for each concept by ED staff roles | Number and mean number of quotations by ED staff roles | ||||||||||||||||
|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
All (n=119) | Physician (n=43) | Admin (n=11) | Nursing (n=44) | Director (n=21) | All | Physician | Admin | Nursing | Director | ||||||||||
No | No | % | No | % | No | % | No | % | No | No | Mean | No | Mean | No | Mean | No | Mean | ||
Personal experiences of stress and morale | 4HR/NEAT increased stress and decreased morale | 109 | 39 | 91% | 10 | 91% | 42 | 95% | 18 | 86% | 1146 | 458 | 11.7 | 42 | 4.2 | 519 | 12.4 | 127 | 7.1 |
4HR/NEAT increased workload | 81 | 32 | 74% | 6 | 55% | 31 | 70% | 12 | 57% | 419 | 180 | 5.6 | 16 | 2.7 | 179 | 5.8 | 44 | 3.7 | |
4HR/NEAT improved morale in ED staff | 18 | 10 | 23% | 0 | 0% | 3 | 7% | 5 | 24% | 52 | 27 | 2.7 | 0 | 0.0 | 6 | 2.0 | 19 | 3.8 | |
4HR/NEAT improved the clinical role performance | 8 | 4 | 9% | 1 | 9% | 3 | 7% | 0 | Â | 11 | 7 | 1.8 | 1 | 1.0 | 3 | 1.0 | 0 | 0.0 | |
4HR/NEAT decreased stress | 4 | 4 | 9% | 0 | Â | 0 | Â | 0 | Â | 5 | 5 | 1.3 | 0 | 0.0 | 0 | 0.0 | 0 | 0.0 | |
Intergroup dynamics | 4HR/NEAT necessitated the Whole of Hospital Approach (WoHA) | 87 | 34 | 79% | 4 | 36% | 31 | 70% | 18 | 86% | 334 | 133 | 3.9 | 21 | 5.3 | 135 | 4.4 | 45 | 2.5 |
4HR/NEAT impaired relationships with rest of the hospital | 77 | 30 | 70% | 4 | 36% | 27 | 61% | 16 | 76% | 257 | 108 | 3.6 | 10 | 2.5 | 90 | 3.3 | 49 | 3.1 | |
Hospital failed to employ the WoHA | 54 | 19 | 44% | 4 | 36% | 17 | 39% | 14 | 67% | 190 | 65 | 3.4 | 5 | 1.3 | 59 | 3.5 | 61 | 4.4 | |
Suboptimal leadership and insufficient buy-in at hospital executive confounded 4HR/NEAT-related changes | 47 | 17 | 40% | 1 | 9% | 20 | 45% | 9 | 43% | 128 | 66 | 3.9 | 1 | 1.0 | 34 | 1.7 | 27 | 3.0 | |
4HR/NEAT undermined ED teams and teamwork | 35 | 13 | 30% | 2 | 18% | 17 | 39% | 3 | 14% | 82 | 28 | 2.2 | 3 | 1.5 | 45 | 2.6 | 6 | 2.0 | |
4HR/NEAT improved relationships with rest of the hospital | 33 | 14 | 33% | 2 | 18% | 13 | 30% | 4 | 19% | 40 | 18 | 1.3 | 2 | 1.0 | 16 | 1.2 | 4 | 1.0 | |
4HR/NEAT improved communications within ED staff | 29 | 11 | 26% | 5 | 45% | 11 | 25% | 2 | 10% | 50 | 16 | 1.5 | 10 | 2.0 | 19 | 1.7 | 5 | 2.5 | |
4HR/NEAT worsened communication within ED staff | 26 | 9 | 21% | 2 | 18% | 12 | 27% | 3 | 14% | 43 | 12 | 1.3 | 3 | 1.5 | 22 | 1.8 | 6 | 2.0 | |
4HR/NEAT improved ED teams and teamwork | 25 | 8 | 19% | 1 | 9% | 13 | 30% | 3 | 14% | 39 | 14 | 1.8 | 1 | 1.0 | 20 | 1.5 | 4 | 1.3 | |
4HR/NEAT signified the importance of hospital’s executive buy-in | 21 | 10 | 23% | 3 | 27% | 7 | 16% | 1 | 5% | 59 | 22 | 2.2 | 6 | 2.0 | 25 | 3.6 | 6 | 6.0 | |
4HR/NEAT increased autonomy of ED staff | 16 | 8 | 19% | 1 | 9% | 5 | 11% | 2 | 10% | 25 | 16 | 2.0 | 1 | 1.0 | 5 | 1.0 | 3 | 1.5 | |
4HR/NEAT shifted the flow of power from ED to hospital executives | 6 | 4 | 9% | 0 | Â | 1 | 2% | 1 | 5% | 7 | 4 | 1.0 | 0 | 0.0 | 1 | 0.0 | 2 | 2.0 | |
4HR/NEAT led to overwhelming pressure from department of health | 4 | 2 | 5% | 0 | Â | 1 | 2% | 1 | 5% | 5 | 3 | 1.5 | 0 | 0.0 | 1 | 1.0 | 1 | 1.0 | |
Interaction with patients | 4HR/NEAT decreased staff-patient communication | 43 | 21 | 49% | 2 | 18% | 17 | 39% | 3 | 14% | 140 | 67 | 3.2 | 6 | 3.0 | 57 | 3.4 | 10 | 3.3 |
4HR/NEAT improved staff-patient communication | 26 | 14 | 33% | 1 | 9% | 8 | 18% | 3 | 14% | 56 | 36 | 2.6 | 2 | 2.0 | 13 | 1.6 | 5 | 1.7 | |
4HR/NEAT had no change on staff-patient relationships | 17 | 6 | 14% | 2 | 18% | 5 | 11% | 4 | 19% | 20 | 7 | 1.2 | 2 | 1.0 | 6 | 1.2 | 5 | 1.3 | |
Non-4HR/NEAT factors influencing staff-patient communication | 6 | 1 | 2% | 1 | 9% | 3 | 7% | 1 | 5% | 6 | 1 | 1.0 | 1 | 1.0 | 3 | 1.0 | 1 | 1.0 | |