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The only volume on higher education law written specifically for nursing faculty, this volume imparts the basic foundations of the legal, professional, and ethical issues that concern faculty on a daily basis. It clearly defines the legal rights of students, professors, and educational institutions along with the case laws supporting those rights. Each chapter contains a vivid legal scenario, related legal principles and theoretical foundations, and critical thinking questions. Written by an author who is both a nurse educator and attorney, the volume emphasizes sound decision making so that readers can successfully navigate the complex legal issues confronting them in the faculty role. This second edition reflects recent changes in higher education and includes an emphasis on students' rights and safety. Chapters address the general legal rights of students with expanded content on the interplay with social media, rights of faculty regarding freedom of speech, faculty protection against lawsuits, faculty and the employment relationship, faculty relations, the teaching and scholarship roles of faculty, the service and clinical practice role of faculty, and ethical considerations for patients, students, and faculty in education environments. Appendices include information on how to read a legal case and how to research legal topics.

Violence in the workplace is making headlines across the United States. Healthcare workers are not immune to violent encounters. Many healthcare workers will experience workplace violence at least once during their professional careers. Nurses are in a unique position to develop and provide assistance to implement prevention programs that can decrease the incidence and prevalence of violence in healthcare environments. This article reviews the definition of violence and its elements, and outlines a plan to reduce violence in healthcare environments.

To explore some reasons for the undeerreporting of violence in heathcare institutions and review legal aspects of workplace violence. Nurses need to increase thier knowledge and understanding of their legal rights related to workplace violence.

In recent years, body adornment, such as tattoos and nose, eyebrow, tongue, and lip piercing, has increased in popularity. But patients may perceive tattoo wearers as impulsive, reckless, erratic, unpredictable, dangerous, and violent. The past history of tattoos being administered under unsanitary conditions, leading to hepatitis C, further increases this stigma. Patients may have negative attitudes toward nurses with body adornment. To many, it demeans health care's professional image. Research shows that health care providers also hold similar negative views toward people with tattoos.

Workplace violence - defined as any incident in which employees are assaulted, harassed, intimidated, abused, threatened, or killed in situations arising out of and in the course of employment - poses a very real threat to nurses. Approximately 50% of health care workers will be physically assaulted during their professional careers. Improper management styles can be a catalyst for potentially violent employees. Be prompt and precise when handling problems. Remain consistent and fair in disciplinary matters, show respect and support for staff and their perils, and involve nurses in problem-solving activities.

Managers use performance appraisals to identify and evaluate the strengths and improvement areas of employees. When delivered properly, these appraisals can increase staff morale, productivity, and job satisfaction. The content of an appraisal should not surprise the employee. Precede annual evaluations with ongoing informal evaluations throughout the year. Managers should not: 1. base appraisals on recent incidents, 2. evaluate the performance of the department, 3. use a biased or subjective rating scale, 4. compare one employee to another, 5. use past performance appraisals as the basis for a new one, or 6. minimize the importance of the appraisal process.

Nurses have a legal obligation to provide patients with care that adheres to acceptable professional standards. Even in situations involving understaffing, failure to perform these duties can incur liability. Courts will not insulate health care facilities from liability based on a defense of an inadequate number of nurses. Managers should respond appropriately to the concerns of the nursing staff and take reasonable actions to staff the unit. Ideas for minimizing the effects of understaffing are discussed, including: 1. Ask nursing staff for ideas on how to increase staff or handle instances of understaffing. 2. Adequately orient and educate agency or contract nurses. 3. Offer rewards and incentive bonuses to nursing staff.

For an organization, hiring a nurse is an investment; consequently, terminating one is an expensive loss. A costly, time-consuming wrongful discharge lawsuit can exacerbate these losses. A nurse or employer can terminate an employment relationship, unless a contract, collective bargaining agreement, or some other agreement exists that defines a period of employment or specific conditions and procedures for termination. It is critical that the organization offers a disciplined employee a means of correcting the problem. Most organizations have progressive disciplinary procedures, which include steps to help a nurse improve weak areas.

Resolve workplace conflicts with an internal grievance process.