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Background <p>The Magnet Model framework has been a model for developing attractiveness in hospitals. This study aimed to describe the development of Finnish hospitals from 2008 to 2021 to meet the culture of the Magnet Model. This study provides a novel way to describe similarities and differences from a longitudinal perspective in addition to combining qualitative and quantitative aspects.</p> Methods <p>A descriptive multi-method study design was used. Data on patient satisfaction (<i>n</i> = 2566) and nurse job satisfaction (<i>n</i> = 2707) in 2008–2009 were collected from four acute care hospitals in Finland. Furthermore, in 2021, data on patient satisfaction (<i>n</i> = 14401) and nurse job satisfaction (<i>n</i> = 5823) were collected from six acute care hospitals and were supplemented with interviews of nurse leaders (<i>n</i> = 9) in 2023.</p> Results <p>Surveys showed that patient satisfaction has reached an excellent level, whereas nurse job satisfaction has declined in recent years. According to nurse leaders, the attractiveness of hospitals has been systematically developed in accordance with the Magnet Model principles and structures.</p> Conclusions <p>Magnet Model principles provide a foundation for improving nurse job satisfaction and patient outcomes, but full implementation requires a clear nursing leadership framework, visible authority, and coherent strategic actions. Sustaining Magnet Model work further depends on an organizational culture that values evidence-based leadership, shared decision-making, and adequate resources to support longterm -changes.</p> Implications for nursing management <p>The study indicates that despite efforts to strengthen transformational leadership and leader visibility, improvements in nurse job satisfaction require deeper cultural change, particularly in shared decision-making and professional autonomy. Developing hospital attractiveness, therefore, calls for systematic, organization-level support—such as participatory structures, adequate resources, and supportive leadership.</p>

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Description of the Hospitals’ transition towards a culture of magnet attraction in Finland

  • 期刊论文

  • 出版模式：

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  • 发表日期：

    2026年4月14日

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  • Anu Nurmeksela,
  • Kristiina Junttila,
  • Asta Heikkilä,
  • Marja Kaunonen,
  • Tiina Kortteisto,
  • Riitta Suhonen,
  • Tarja Kvist

摘要

Background

The Magnet Model framework has been a model for developing attractiveness in hospitals. This study aimed to describe the development of Finnish hospitals from 2008 to 2021 to meet the culture of the Magnet Model. This study provides a novel way to describe similarities and differences from a longitudinal perspective in addition to combining qualitative and quantitative aspects.

Methods

A descriptive multi-method study design was used. Data on patient satisfaction (n = 2566) and nurse job satisfaction (n = 2707) in 2008–2009 were collected from four acute care hospitals in Finland. Furthermore, in 2021, data on patient satisfaction (n = 14401) and nurse job satisfaction (n = 5823) were collected from six acute care hospitals and were supplemented with interviews of nurse leaders (n = 9) in 2023.

Results

Surveys showed that patient satisfaction has reached an excellent level, whereas nurse job satisfaction has declined in recent years. According to nurse leaders, the attractiveness of hospitals has been systematically developed in accordance with the Magnet Model principles and structures.

Conclusions

Magnet Model principles provide a foundation for improving nurse job satisfaction and patient outcomes, but full implementation requires a clear nursing leadership framework, visible authority, and coherent strategic actions. Sustaining Magnet Model work further depends on an organizational culture that values evidence-based leadership, shared decision-making, and adequate resources to support longterm -changes.

Implications for nursing management

The study indicates that despite efforts to strengthen transformational leadership and leader visibility, improvements in nurse job satisfaction require deeper cultural change, particularly in shared decision-making and professional autonomy. Developing hospital attractiveness, therefore, calls for systematic, organization-level support—such as participatory structures, adequate resources, and supportive leadership.