The implementation and outcomes of self‐managing teams in elderly care: A scoping review

Abstract

Aim

We aim to map the existing evidence and gaps in research on the implementation and outcomes of self‐managing elderly care teams.

Background

Due to increasing demand for elderly nursing care and an ageing workforce, recruiting and retaining community nurses have become challenging. Implementing self‐managing teams may be a solution to address this problem.

Evaluation

This scoping review included 27 studies, varying from narrative reviews to a quantitative cross‐sectional study. The studies' primary focus on self‐managing teams was essential for eligibility.

Key issues

Nurses' job satisfaction was high in self‐managing teams due to improved relationships with patients and increased autonomy. Continuity of care and patient acceptability were high. Transformation of managers to coaches in a team with a flat hierarchy is needed to empower nurses with responsibility for their own work. Trust and teamwork should be assisted by suitable ICT support systems.

Conclusions

International interest in self‐managing teams is large, but quantitative research is limited and guidelines for implementation are needed. Recommendations for potential successful implementation were made.

Implications for Nursing Management

Nurse autonomy and job satisfaction can increase by implementing self‐managing teams. This requires a change in management styles, from managing to coaching nurses.