الفهرس 
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Abstract
Summary
ver the last decade, nurses have had profound effects
on the way health care is delivered. All types of
hospital settings and levels need to empower nurses to
assume new roles in different practice arenas (Klakovich,
2009). Empowerment in nurses means knowing how to
”humanize” the work environment so management and
nurses work together to enhance productivity and achieve
greater personal and professional success (Steven, 2005).
Empowerment is a positive concept, which focuses on
strengths instead of weaknesses, rights instead of needs, and
abilities instead of deficiencies. It lets individuals and groups
gain mastery and control over their life situations, (Ugboro,
and Obeng, 2006). It involves a company-wide program
based on promoting well-defined company goals, high
morale, fairness, recognition, teamwork, active participation,
extensive communication, and a purposeful working
environment (Smith, 2008).
Empowerment is a skill and can be learned. Managers
can begin by reading empowering materials; attending
seminars and workshops aimed at the ”whole person”; taking
time to rejuvenate their own mind, body, and spirit; learning
to manage time and energy effectively; and participating in
O
Summary
149
empowerment training (Abdollahi, and Ebrahim, 2012) and
Badr-Al-Din, 2011).
The aim of this study was develop training programs for
empowering nurses working at Ain Shams University Hospitals
through a) assessing the level of nurses’ empowerment, b)
identifying factors that enhance or hinder nurses’
empowerment, c) designing an educational training program
based on the identified training need, d) implementing and
evaluating the effectiveness of training programs for staff
nurses.
The study was conducted at Ain Shams University
Hospitals (Ain shams hospital, and Eldemerdach hospital).
Three groups of subjects were included in this study, namely
head nursing group, staff nursing group and jury group. The
first consisted of 58 head nurse, studied head nurses include
30 from Ain shams hospital, and 28 from Eldemerdach
hospital. The second group consisted of 130 staff nurses,
studied staff nurses include 70 from Ain shams hospital, and
60 from Eldemerdach hospital and the third Jury group: This
group was recruited for assessing the face and content
validity of the preliminary empowerment tool by eliciting
their opinions. The total number of juries was (20) experts
from teaching staff members including (faculty members of
nursing, faculty member of medicine colleagues and a group
of nursing manger and trainer from Ain Shams university
hospitals.
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150
Data were collected for this study using three tools,
namely: 1- self-administrated questionnaire sheet, 2- Pre/post
Knowledge test and 3- opinionnaire sheet.
The study revealed the following findings:
The age of head nurses in Ain-Shams university
hospital and El-Demerdach hospital were ranged
between 50-55 years. The majority was between 30-
35years of experience and have a diploma degree in
addition to specialty in nursing.
The age of staff nurses in Ain-Shams university
hospital and El-Demerdach hospital were ranged
between 30-40 years. The majority were more than 10
years of experience and have diploma degree.
Nurses in Ain Shams hospitals had low acceptable score
level regards structural, leader empowerment behavior
and psychological empowerment in pre program phase
As regards acceptable level score of nurses related to
structural empowerment leader empowerment behavior
and psychological empowerment through post and
follow up program phases in Ain Shams hospitals. It
points to statistical significant improvement (p
value<0.00).
Nurses’ total knowledge about empowerment
showed statistically significant improvements at the
Summary
151
post (p<0.001) and follow-up (p<0.001) programn
phases.
Statistically significant correlations were revealed
between structural and age (r=0. 48), years of
experience (r=0. 46), and a nursing qualification (r=0.
21).
Statistically significant correlations were revealed
between leadership and age (r=0. 37), and years of
experience (r=0. 38).
In conclusion, nurses had defective knowledge, related to
empowerment before implementation of the training program.
Significant improvements were revealed after program
implementation in nurses’ knowledge.
The study recommends that nurse managers must
provide head nurses and staff nurses by sources of job-related
empowerment, namely access to opportunities, information,
support and resources. Nurses should be allowed to
participate in decision making to empower them, as well as
increasing their feeling of autonomy. Committees should be
established to allow nurses to form new relationships, learn
new skills, and gain recognition by having the opportunity to
demonstrate their abilities. Increasing the level of nursing
education may be another key to boosting the level of
autonomy perceived nurses. Managers can hold a once
monthly meeting open to nurses. Organizational redesign
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152
was intended to standardize management roles across the
organization, reduce the levels of management and improve
lines of communication. Nursing management (head nurses)
needs to change awareness and not allow nurses to be
servants to the doctor. This involved the disestablishment of
roles and/or transferring workloads to other workers, changes
in administrative authority and the creation of new and
usually larger roles. Nurses need a nursing faculty (college).