Hourly rounding: perspectives and perceptions of the frontline nursing staff
Article first published online: 20 JAN 2014
© 2014 John Wiley & Sons Ltd
Journal of Nursing Management
Volume 23, Issue 2, pages 200–210, March 2015
How to Cite
2015) Journal of Nursing Management 23, 200–210. Hourly rounding: perspectives and perceptions of the frontline nursing staff(
- Issue published online: 3 MAR 2015
- Article first published online: 20 JAN 2014
- Manuscript Accepted: 26 APR 2013
- hourly rounding;
- Rogers' Theory of Diffusion of Innovation;
- rounding with purpose;
- Studer Group
To gain knowledge of a nursing staff's perspectives and perceptions of hourly rounding in an acute care hospital setting.
Research has shown hospitals that have successfully implemented hourly rounding have significant decreases in adverse patient events with improvements in patient and staff satisfaction. More recent studies and clinical observations by the author are revealing barriers and difficulties in translating this evidence-based practice to the bedside.
An original survey was distributed to direct care staff on six inpatient units. Descriptive analysis of each survey item and subanalysis of the registered nurse (n = 52) and patient care assistant (n = 15) responses was reported and aggregated according to demographic data and Rogers' Theory of Diffusion of Innovation.
Findings varied considerably between job category, shift worked, unit worked on and educational level of the registered nurses. Overall only 25% (n = 13) of the registered nurses felt a sense of ownership of the hourly rounding initiative and only 23.1% (n = 12) agreed that completion of the hourly rounding paper documentation tool was a true indication that hourly rounding was actually being done.
Conclusions and implications for nursing management
Results from this study may give nursing leadership and educators' insight on how to lead and sustain a new initiative or evidence-based practice.