Abstract

Empowerment, by the decisive involvement of staff nurses, is becoming an essential way of

strengthening clinical programs in hospitals. Decision-making participation was described as the

perspective of staff nurses on the distribution of authority to participate in the preparation and

implementation of decisions governing the setting of their employment for the purposes of this

review. As the analysis paradigm of immediate intervention as a motivator, Herzberg's

Motivation vs Human Hygiene was used. The study investigated the interaction between the

actual commitment of a tertiary hospital's staff nurses to decision-making and job quality using a

correlation research design. The Decisional Engagement Scale and Work Success Metric were

used to interview two hundred and fifty-seven randomly chosen participants. The results

revealed that while clinical care resolutions are reached by unit administrators, employee nurses

have experienced poor adherence to decision-making, management and leadership, appreciation

for employee practice, and recruitment. As choices were taken on unit personnel and planning

tasks, there was an exchange of information between head nurses and staff nurses. In terms of

professional job environment, autonomy inactivity, work importance for themselves and others,

professional relationships, and professional role enactment, participants were found to be fairly

pleased with their mission effectiveness. With the job opportunities earned by the respondents,

mild discontent was shown. There was a substantial positive association among the nurses of the

organization between real decision-making involvement and job results. The outcomes of this

study should be seen as a reference to be built for healthcare organizations' shared governance

systems.

Keywords: nurses, empowerment, involvement of decision-makers, job efficiency