Table 4.

Scores and items’ APR of the 10 dimensions of PSC before and after intervention

	Pre-test	Post-test
PSC dimensions and items	APR (%)	APR (%)
D1: Overall perceptions of safety	40.1	55.9
“Patient safety is never sacrificed to get more work done”	54.8	75.0
“Our procedures and systems are good at preventing errors from happening”	32.9	70.6
“It is just by chance that more serious mistakes do not happen around here”	54.8	72.0
“We have patient safety problems in this facility”	17.8	5.9
D2: Frequency of events reported	30.1	65.6
“When a mistake is made, but is caught and corrected before affecting the patient, it is reported”	34.3	73.5
“When a mistake is made, but has no potential to harm the patient, it is reported”	24.6	67.7
“When a mistake is made that could harm the patient, but does not, it is reported”	31.5	61.7
D3: Supervisor/Manager expectations and actions promoting patient safety	38.0	76.8
“Manager says a good word when he/she sees a job done according to established patient safety procedures”	32.9	75.0
“Manager seriously considers staff suggestions for improving patient safety”	35.6	76.5
“Whenever pressure builds up, my manager wants us to work faster, even if it means taking shortcuts”	38.4	75.0
“My manager overlooks patient safety problems that happen over and over”	45.2	80.9
D4: Organizational learning and continuous improvement	37.5	61.0
“We are actively doing things to improve patient safety”	42.5	47.1
“Mistakes have led to positive changes here”	41.1	51.4
“After we make changes to improve patient safety, we evaluate their effectiveness”	37.0	27.9
“We are given feedback about changes put into place based on event reports”	01.2	83.8
“We are informed about errors that happen in the facility”	43.8	73.6
“In this facility, we discuss ways to prevent errors from happening again”	41.1	82.4
D5: Teamwork within units	58.2	79.7
“People support one another in this facility”	54.8	83.8
“When a lot of work needs to be done quickly, we work together as a team to get the work done”	74.0	75.0
“In facility, people treat each other with respect”	46.6	76.4
“When one area in this unit gets really busy, others help out”	57.5	83.8
D6: Communication openness	40.6	70.6
“Staff will freely speak up if they see something that may negatively affect patient care”	47.9	73.6
“Staff feel free to question the decisions or actions of those with more authority”	23.3	61.7
“Staff are afraid to ask questions when something does not seem right”	50.7	76.5
D7: Non-punitive response to error	21.1	42.7
“Staff feel like their mistakes are held against them”	21.9	7.4
“When an event is reported, it feels like the person is being written up, not the problem”	27.4	82.4
“Staff worry that mistakes they make are kept in their personnel file”	13.9	38.3
D8: Staffing	18.7	21.1
“We have enough staff to handle the workload”	24.6	42.7
“Staff in this facility work longer hours than is best for patient care”	11.0	04.4
“We work in ‘crisis mode’ trying to do too much, too quickly”	20.5	16.2
D9: Management support for patient safety	26.4	72.8
“Management provides a work climate that promotes patient safety”	21.9	69.1
“The actions of management show that patient safety is a top priority”	20.6	72.0
“Management seems interested in patient safety only after an adverse event happens”	19.2	75.0
“Units work well together to provide the best care for patients”	43.9	75.0
D10: Teamwork across units	31.8	76.2
“There is good cooperation among units that need to work together”	30.1	75.0
“Units do not coordinate well with each other”	24.7	73.6
“It is often unpleasant to work with staff from other units”	45.2	88.2
“Things ‘fall between the cracks’ when transferring patients from one unit to another”	15.1	73.5
“Important patient care information is often lost during shift changes”	41.1	73.6
“Problems often occur in the exchange of information across units”	34.3	73.6