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Implementation of Mindfulness Training for Mental Health Staff: Organizational Context and Stakeholder Perspectives
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- 자료유형학술지논문
- 저자명Byron, G.,Ziedonis, D. M.,McGrath, C.,Frazier, J. A.,deTorrijos, F.,Fulwiler, C.
- 학회/출판사/기관명Springer Science and Business Media
- 출판년도2015
- 언어영어
- 학술지명/학위논문주기Mindfulness
- 발행사항Vol.6No.4[2015]_x000D_
- ISBN/ISSN1868-8527
- 소개/요약Occupational stress and burnout experienced by mental healthcare staff has been shown to adversely impact staff well-being along with negatively impacting patient care delivery, treatment outcomes, and patient satisfaction (Currid 2009; Garman et al. 2002; Tuvesson et al. 2011). Inpatient and residential units for adolescents with serious emotional disturbances can be particularly stressful environments for staff (Mörelius et al. 2013). Managers, nurses, mental health, and rehabilitation staff must be able to cope successfully with numerous and often conflicting demands that can affect quality of patient care and the safety of patients and staff (Potter et al. 2004). Workplace stress can adversely impact cognitive functions such as attention and memory, individual and organizational performance, inter-personal communication, job satisfaction, and staff burnout. Workplace studies have also shown that psychological stress contributes to poor morale, absenteeism, and high staff turnover (Limm et al. 2011; Michie and Williams 2003; Noblet and Lamontagne 2006). In mental health treatment settings, stress may also negatively impact the staff-patient relationship and the healing environment, interfering with staff’s ability to effectively communicate with and understand the patient and thereby reduce care outcomes (Brady et al. 2012; Garman et al. 2002). Because of the evidence for the harmful effects of workplace stress, there has been increasing research on stress management interventions for improving physical and mental well-being and morale and reducing burnout and turnover in a variety of settings (Limm et al. 2011; Wolever et al. 2012).
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