Nursing Economic$
Administrative Supervisors and
Nursing Unit-Based Managers:
Collaboration and Job Satisfaction
Susan H. Weaver
Amanda J. Hessels
This cross-sectional study
examined collaboration between
administrative supervisors and
nursing unit-based managers
and the relationship to nurse
outcomes. Nursing unit-based
managers perceived a more
collaborative relationship with
supervisors and administrative
supervisors. Nursing unit-based
managers who perceived high
collaboration had greater job
satisfaction. Nurse leaders
should foster and support peer
collaboration between
administrative supervisors and
managers, which will benefit the
organization, workforce, and
patients.
Mani Paliwal
Theresa A. Wurmser
E ffective communication
and collaboration are
critical for a healthy
nurse practice environment and
safe patient care. The Institute
of Medicine (IOM, 2004) report,
Keeping Patients Safe:
Transforming the Work
Environment for Nurses, reminds
all nurse leaders about their role
in creating practice
environments with effective
communication and
collaboration. Yet, in a recent
nationwide study, administrative
supervisors, the nurse leaders
on the evening, night, and
weekend shifts, articulated a
“disconnect,” poor
communication, and lack of
collaboration with the daytime
nursing leadership team (Weaver
& Lindgren, 2017). The
supervisors explained that
communication with these
daytime leaders is by email
during their shift because they
typically don’t see them
(Weaver, 2016). Further, the
supervisors are not able to
attend the daytime leadership
meetings due to the hours they
work (Weaver & Lindgren,
2017).
March/April 2019 | Volume 37 Number 2
For more than 100 years, the
administrative/house supervisor
role has existed in hospitals and
continues to be the current
model of off-shift management
in acute care hospitals (Editor’s
Miscellany, 1901). During these
times, the nursing leadership
team consisting of nursing unit-
based managers, directors, and
administrators are not typically
present in the hospital. Since
research was lacking on the
administrative supervisor role,
the aforementioned nationwide,
qualitative study was conducted
to explore the administrative
supervisors’ perspectives of their
managerial practices and how
these practices contribute to
nurse and patient safety (Weaver
& Lindgren, 2017; Weaver,
Lindgren, Cadmus, Flynn, &
Thomas-Hawkins, 2017). The
overall theme identified in the
study was the administrative
supervisor does whatever is
necessary to get the patients,
staff, and hospital safely through
the shift (Weaver & Lindgren,
2017). Regardless of the size or
location of the hospital, the
findings revealed the
administrative supervisors
67

achieve nurse and patient safety
when performing their role
responsibilities (staffing, patient
flow, crisis management, and
hospital representative) and by
establishing trust with the staff,
doing rounds, educating, and
providing support to the staff
(Weaver & Lindgren, 2017;
Weaver et al., 2017).
The administrative
supervisors also identified they
rarely have face-to-face
collaboration with the daytime
leaders and are unable to attend
the management meetings
because these meetings are
typically held in the middle of
the day (Weaver & Lindgren,
2017). The supervisors further
explained that “Monday
morning quarterbacking” occurs,
by the daytime nurse leaders,
regarding the decisions made
during the off-shift and this
contributes to the disconnect,
because the supervisors are not
there during the daytime to
share the rationale for their
actions and decisions (Weaver &
Lindgren, 2017). Administrative
supervisors have authority only
during their shift, and otherwise
no authority outside of their
shift, which may also contribute
to this disconnect. Additionally,
the supervisors suggested there
may be a lack of understanding
of the work they do, and may be
considered by some as simply
the “behind the scenes crew”
(Weaver & Lindgren, 2017, p. 6).
Thus, to better understand
this disconnect and lack of
collaboration, this study was
conducted to examine
collaboration between
administrative supervisors and
nursing unit-based managers
68
Nursing Economic$
and the relationship to the nurse
outcomes of job satisfaction and
intent to leave and stay.
Review of the Literature
Collaboration between
professionals has been linked to
improved nurse and patient
outcomes (Galletta, Portoghese,
Battistelli, & Leiter, 2013; Ma,
Park, & Shang, 2018; Ma, Shang,
& Bott, 2015; Ma & Stimpfel,
2018). Nurse-to-nurse
collaboration has been defined
as “an interpersonal relationship
between and among colleagues
defined by the commonality of
a goal recognized by each party,
shared authority, power, and
decision making, based on
knowledge and expertise”
(Dougherty & Larson, 2010, pp.
18-19). The American Nurses
Association (ANA, 2015)
identifies collaboration as a
standard of practice, and defines
collaboration as a partnership to
achieve common goals with
recognition of each person’s
knowledge and responsibilities.
Furthermore, the American
Organization of Nurse
Executives’ (2005) competencies
for nurse executives include
communication and relationship
building, particularly the
importance of effective
communication, building trust,
and having collaborative
relationships.
Individual readiness,
opportunity to collaborate,
competence in clinical practice,
excellent communication skills,
mutual respect, and recognition
of the need for interdependence
are antecedents to collaboration,
while the barriers are hierarchal
March/April 2019 | Volume 37 Number 2
structures in hospitals (Emich,
2018; Henneman, Lee, & Cohen,
1995; McKay & Crippen 2008;
Stichler, 1995; Wells, Johnson, &
Salyer, 1998). Considerable
research has been conducted on
nurse-physician collaboration
(Boone, King, Gresham, Wahl,
& Suh, 2008; Bowles et al.,
2016; Galletta, Portoghese,
Carta, D’Aloja, & Campagna,
2016), nurse-nurse practitioner
collaboration (Moore & Prentice,
2013), and nurse-pharmacist
collaboration (Almkuist, 2018;
Feldman et al., 2012; Pherson,
Roth, Nkimbeng, Boyd, &
Szanton, 2018), and findings
regarding these collaborative
relationships reveal improved
processes and nurse and patient
outcomes and highlighted the
importance of face-to-face
interaction and communication
(Moore & Prentice, 2013). Yet,
collaboration between
administrative supervisors and
the daytime nurse leaders such
as nursing unit-based managers
has yet to be explored.
Therefore, the aim of this study
was to describe collaboration
between administrative
supervisors and nursing unit-
based managers and to examine
the relationship of their
collaboration to the nurse
outcomes of job satisfaction and
intent to leave and stay.
Method
A cross-sectional study was
conducted to describe
collaboration between
administrative supervisors and
nursing unit-based managers
and examine the impact on
nurse outcomes of job

satisfaction, intent to leave, and
intent to stay. After institutional
review board approval,
administrative supervisors and
nursing unit-based managers
who were currently employed at
nine acute care hospitals within
a large healthcare system in the
Mid-Atlantic region of the
United States were sent an email
with a SurveyMonkey® link
inviting them to participate in
this study. Reminder emails
were sent during the study
period, April through June 2017,
based on the Dillman method
(Dillman, Smyth, & Christian,
2014).
Survey Instruments
The survey instruments
included the Collaborative
Behavior Scale-Nurse Manager
(CBS) and job satisfaction, intent
to leave and stay, and
demographic questions. The
CBS was used to measure the
extent of collaborative behaviors
between administrative
supervisors and nursing unit-
based managers (Stichler, 2013).
This tool has 20 questions on a
four-point Likert scale (1=rarely
to 4=nearly always). The
reliability and validity of the
CBS has been established in the
nursing literature, with
Cronbach’s alpha from 0.96 to
0.98 (Almost & Laschinger, 2002;
Beisel, 1998; Lamont, Brunero,
Lyons, Foster, & Perry, 2015;
Stichler, 2013).
Job satisfaction was
measured with two questions:
“How satisfied are you with
being a nurse leader?” and
“How likely are you to
recommend nursing leadership
as a career choice to other
Nursing Economic$
nurses?” (Warshawsky &
Havens, 2014; Warshawsky,
Wiggins, & Rayens, 2016).
Response options for both items
follow a six-point Likert scale
(1=very dissatisfied/unlikely to
6=very satisfied/likely).
Intent to leave was
measured with three questions
which were created and used in
nurse manager research: (a) “I
have been thinking about
leaving my job,” (b) “I have
been actively looking for a new
job,” and (c) “I intend to leave
my job in the next year”
(McGuire, Houser, Jarrar, Moy,
& Wall, 2003; Warshawsky et al.,
2016). Responses to these
questions were on a three-point
Likert scale: disagree (1), neutral
(2), agree (3). Cronbach’s alpha
for this scale was 0.86
(Warshawsky et al., 2016).
Intent to stay was assessed
with a single question asking
participants to indicate the
number of years they plan to
remain in their current position.
This question was created and
used in research on the nurse
manager role (Warshawsky &
Havens, 2014; Warshawsky et
al., 2016).
Data Analysis
Descriptive statistics were
used to describe the study
variables and sample
demographics. Data were
analyzed using SPSS version
22.0. Correlations were used to
assess the association between
the variables and independent
samples t-test was performed to
test the difference between the
means of the two groups
(administrative supervisors and
March/April 2019 | Volume 37 Number 2
nursing unit-based managers),
with a significance level of a =
0.05.
Results
Forty-one administrative
supervisors (response rate 55%)
and 72 nursing unit-based
managers (response rate 48%)
responded to the survey. The
participants worked at nine
acute care hospitals, part of a
large health system in the Mid-
Atlantic region, which were
primarily non-profit (89%), non-
teaching (44%), 150-499 beds
(78%), and seven hospitals
(78%) had Magnet® designation.
The administrative supervisors
and nursing unit-based
managers were distributed
similarly by age, gender, and
years worked as a registered
nurse (RN) (see Table 1). The
respondents differed by tenure
in position in that nursing unit-
based managers worked fewer
years (6.3) compared with
administrative supervisors (10.6),
and highest educational
attainment, in that 47% of the
managers had an MSN or higher
compared to 26% of the
administrative supervisors. As
shown in Table 1, all nursing
unit-based managers held a BSN
or higher degree, whereas six
administrative supervisors, age
44-56, had a RN diploma or
associate degree as their highest
level of education.
Regarding job satisfaction,
the two groups were similar in
terms of satisfaction with being
a nursing leader (80% of
administrative supervisors and
75% of nursing unit-based
managers indicated they were
69
 Nursing Economic$

Table 1.
Administrative Supervisor and Nursing Unit-Based Manager Demographics

Administrative Supervisor Nursing Unit-Based Manager

(n=41) (n=72)
Mean (SD) Mean (SD)

Age (years) 51 (10) 51 (8)

Range 30-66 32-69
Years as RN 26 (11) 25 (10)
Years in current position 10.6 (10) 6.29 (6)
Gender n (%) n (%)
Male 4 (12) 6 (8)
Female 34 (83) 62 (86)
Highest Nursing Degree n (%) n (%)
RN diploma/Associate degree 6 (15) 0 (0)
Baccalaureate degree 22 (54) 33 (46)
Master’s degree 10 (24) 31 (43)
Doctoral degree 1 (2) 3 (4)
National Nursing Certification n (%) n (%)
Yes 24 (59) 54 (75)

Figure 1.
Satisfaction of Administrative Supervisors and Nursing
Unit-Based Managers

How satisfied are you with being a nurse leader?

Dissatisfied and Very Dissatisfied

Somewhat Dissatisfied

Somewhat Satisfied

Very Satisfied and Satisfied

0 10% 20% 30% 40% 50% 60% 70% 80% 90%

Nursing Unit-Based Managers (n=71) Administrative Supervisors (n=40)

70 March/April 2019 | Volume 37 Number 2

 Nursing Economic$

Figure 2.
Administrative Supervisors and Nursing Unit-Based Managers Likelihood to
Recommend Nursing Leadership

How likely are you to recommend nursing

leadership as a career choice to other nurses?
Unlikely and Very Unlikely

Somewhat Unlikely

Somewhat Likely

Very Likely and Likely

0 10% 20% 30% 40% 50% 60% 70% 80%

Nursing Unit-Based Managers (n=71) Administrative Supervisors (n=40)

very satisfied or satisfied) (see Figure 3.

Figure 1), and recommending
nursing leadership as a career
choice to others (68% of
administrative supervisors and
61% of nursing unit-based
managers indicated they would
very likely or likely to
recommend) (see Figure 2). The
job satisfaction scores were
almost identical with 4.83 for
administrative supervisors and
4.82 for nursing unit-based
managers. For intent to stay, the
majority of administrative
supervisors (57%) and nursing
unit-based managers (68%)
indicated they only plan to stay
in their current position for 5
years or less (see Figure 3). Yet,
all the nursing unit-based
managers and the majority of
administrative supervisors (65%)
disagreed or were neutral to the
three intent-to-leave questions.
Regarding collaboration,
nursing unit-based managers
Administrative Supervisors and Nursing Unit-Based Managers Intent
to Stay in Current Position
60%
50%
40%
30%
20%
10%
0
0-2 years 3-5 years 6-10 years 11+ years
Nursing Unit-Based Managers (n=37) Administrative Supervisors (n=70)
had higher CBS scores than with nursing unit-based
administrative supervisors (see managers. An independent-
Table 2), indicating the nursing samples t-test was conducted to
unit-based managers perceived compare the collaboration
a more collaborative relationship scores for nursing unit-based
with administrative supervisors managers and administrative
than the supervisors perceived supervisors. There was no

March/April 2019 | Volume 37 Number 2 71

 Nursing Economic$

Table 2. scores for administrative

Collaboration Scores supervisors and nursing unit-
based managers was divided
Administrative Nursing Unit-Based
into two groups, those with low
CBS Score Supervisors Managers
collaboration scores (<59) and
Mean (SD) 59.73 (16.63) 63.6 (16.62) those with high collaboration
Range 20-80 22-80 scores (>60). There was a
CBS = Collaborative Behavior Scale-Nurse Manager
significant difference in scores
for nursing unit-based managers
and administrative supervisors
significant difference in scores Regarding the relationship with high and low collaboration
for nursing unit-based managers between these nurse leaders’ scores and their job satisfaction
and administrative supervisors collaboration scores and job (t (111) = (-)5.1941, p<0.05).
(t (111) = (-)1.188, p=0.237). The satisfaction, a statistically The relationship between
relationship of these nurse significant relationship was administrative supervisors and
leaders’ collaboration scores was found between perceived high nursing unit-based managers job
also examined with age and collaboration and greater job satisfaction and intent to leave
years in their position, satisfaction, for both and stay was examined.
uncovering that nursing unit- administrative supervisors Those who perceived high
based managers who perceived (r=0.649, p< 0.01) and nursing collaboration had lower intent
high collaboration with unit-based managers (r=0.460, to leave for both administrative
administrative supervisors were p<0.01) (see Tables 3 & 4). To supervisors (r = (-)0.562, p<0.01)
younger (r = (-)0.259, p<0.05) further examine the relationship and nursing unit-based
and newer in their position between collaboration and job managers (r = (-)0.454, p<0.01).
(r = (-)0.295, p<0.05). satisfaction, the collaboration The administrative supervisors

Table 3.
Correlations: Administrative Supervisors
Correlation Coefficient (r)
Administrative Mean
Supervisors (SD) 2 3 4 5 6
1. Collaboration Cronbach’s 59.73 0.649** (-)0.562** 0.276 (-)0.024 0.054
Score a 0.98 (16.63)

2. Job Satisfaction Cronbach’s 4.83 (-)0.762** 0.507** 0.164 0.175

Score a 0.91 (1.25)

3. Intent to Leave Cronbach’s 4.4 (-)0.463** (-)0.048 (-)0.142

a 0.84 (1.86)
Range 3-9

4. Intent to Stay in Range 6.6 (-)0.047 (-)0.026

Current Position <1 year - 20 years
years (4.6)

5. Age 50.6 0.719**

(10)

6. Years in Position 10.6

(10)

**Correlation is significant at the 0.01 level

*Correlation is significant at the 0.05 level

72 March/April 2019 | Volume 37 Number 2

 Nursing Economic$

Table 4.
Correlations: Nursing Unit-Based Managers
Correlation Coefficient (r)
Nursing Unit-Based Mean
Managers (SD) 2 3 4 5 6
1. Collaboration Cronbach’s 63.6 0.460** (-)0.454** 0.331** (-)0.259* (-)0.295*
Score a 0.98 (16.62)

2. Job Satisfaction Cronbach’s 4.82 (-)0.362** 0.136 (-)0.058 (-)0.141

Score a 0.91 (1.16)

3. Intent to Leave Cronbach’s 4.17 (-)0.202 0.143 0.136

alpha 0.84 (1.27)
Range 3-6

4. Intent to Stay in Range <1 6.56 (-)0.160 0.019

Current Position year - 25 (5.36)
years

5. Age 50.9 0.273*

(8)

6. Years in Position 6.3

(6)

**Correlation is significant at the 0.01 level

*Correlation is significant at the 0.05 level

with higher job satisfaction had
lower intent to leave (r = (-)0.762,
p<0.01) and higher intent to stay
in their position (r=0.507, <0.01).
Additionally, the nursing unit-
based managers with higher job
satisfaction had lower intent to
leave (r = (-)0.362, p<0.01).
Discussion
The administrative
supervisors and nursing unit-
based managers who
participated in this study were
experienced nurse leaders with
an average of 6 and 10 years in
their current positions and the
majority had attained national
nursing certification. The
nursing unit-based managers
were well-educated with all
having a BSN or higher degree,
whereas, 15% of the
administrative supervisors had a
diploma or associate degree,
their entry-level nursing degree.
The IOM (2010) report, The
Future of Nursing: Leading
Change, Advancing Health,
specifies the proportion of
nurses with a baccalaureate
degree should be increased and
nurses with associate and
diploma degrees should be
encouraged to enter
baccalaureate nursing programs
within 5 years of graduation.
The IOM (2010) further
recommends nurses should
achieve higher levels of
education and training. Thus, it
is concerning that the majority
of administrative supervisors
(69%) have entry-level
education. Considering
collaboration is based on
knowledge and expertise,
administrative supervisors need
to have the same education as
nursing unit-based managers,
and organizations should ensure
the educational requirements for
these positions are similar (ANA,
2015; Dougherty & Larson,
2010). Administrative supervisors
must no longer be viewed as
simply nurses covering until
daytime leaders return, but as
nurse leaders with the
knowledge and expertise to
achieve organizational goals. As
the nurse leaders on the
evening and night shifts,
administrative supervisors are
role models for the evening and
night shift staff and should
embrace lifelong learning and
continue their education.
Administrative supervisors
perceived a less-collaborative
relationship with the nursing

March/April 2019 | Volume 37 Number 2 73


unit-based managers, which
supports the disconnect and
lack of collaboration with the
daytime nursing leadership team
noted in previous research by
Weaver and Lindgren (2017).
Further research and discussion
should ensue to explore nursing
unit-based managers’ and
administrative supervisors’
perspectives and experiences
with collaboration and delve
into why supervisors perceived
a less-collaborative relationship.
Collaboration between
administrative supervisors and
nursing unit-based managers
should be valued by
organizational leaders just as the
value of nurse manager peer
collaboration, with frequent
meetings, collegiality, and
information sharing, was
recognized by hemodialysis unit
nurse managers (Flynn, Thomas-
Hawkins, & Bognar, 2016).
Chief nursing officers should
ensure organizational structures
support peer collaboration and
that administrative supervisors
and nursing unit-based
managers have opportunities
and time to interact. Education
sessions should be held on how
to collaborate and improve
communication and each other’s
role responsibilities, along with
discussions regarding whether
administrative supervisors and
nursing unit-based managers
view themselves as peers. Then
further initiatives can be
undertaken to foster
collaboration between
supervisors and managers, with
scheduled meetings and joint
workshops that focus on
innovative ways for supervisors
and managers to collaborate.
74
Nursing Economic$
Additionally, collaboration
may be better promoted
between administrative
supervisors and nursing unit-
based managers by improving
change of shift report or hand-
off through face-to-face
interaction or telephone
communication. When a nursing
unit-based manager discusses an
issue on the unit with a
supervisor, such as a high-acuity
patient or a new charge nurse,
or an administrative supervisor
discusses a patient fall that
occurred on the manager’s unit,
this collaboration benefits the
organization, the workforce, and
ultimately the patient.
Administrative supervisors
and nursing unit-based
managers who perceived high
collaboration, recognizing the
importance of having an
interpersonal relationship with
colleagues, had greater job
satisfaction. Additionally, nursing
unit-based managers who
perceived high collaboration
with administrative supervisors
were younger and newer in
their position. Perhaps these
new managers recognized the
value of collaborating with an
experienced administrative
supervisor or even had an
experienced supervisor as their
mentor. For a better
understanding of the supervisor
and manager role and thus
fostering collaboration, chief
nursing officers should consider
requiring new administrative
supervisors and nursing unit-
based managers to orient a day
in the other role.
The majority of
administrative supervisors and
nursing unit-based managers
March/April 2019 | Volume 37 Number 2
were satisfied or very satisfied
with their jobs and likely or
very likely to recommend
nursing leadership as a career,
which is consistent with other
nurse manager research findings
(Warshawsky & Havens, 2014,
Warshawsky et al., 2016). This
study found collaboration
influenced nurse manager job
satisfaction and Lee and
Cummings (2008) also found
span of control, organizational
support, and empowerment
influenced their job satisfaction.
Research is lacking on what
influences administrative
supervisor job satisfaction;
however, a recent study found
administrative supervisors
working at Magnet hospitals
were more satisfied than those
supervisors at non-Magnet
hospitals (Weaver et al., 2018).
Succession planning is
needed particularly because the
majority of administrative
supervisors and nursing unit-
based managers indicated they
only plan to stay in their current
position for 5 years or less.
Although these nurse leaders
indicated satisfaction, it is
important to investigate why
31% of the nursing unit-based
managers and 17% of
supervisors were somewhat
reluctant to recommend
leadership as a career. And
considering the findings linking
higher job satisfaction and
collaboration with lower intent
to leave, nurse leaders should
work to retain these leaders by
fostering a satisfying and
collaborative work environment.
Much additional research is
needed beginning with
exploring administrative

supervisors’ and nursing unit-
based managers’ perspectives
about their peer collaboration.
Research implementing an
intervention to improve
collaboration between
administrative supervisors and
nursing unit-based managers
and examining the impact on
nurse and patient outcomes is
necessary. And finally, further
research on the administrative
supervisor role is needed such
as understanding their practice
environment, what influences
their job satisfaction, and
examining the relationship
between their collaboration with
nursing unit-based managers
and impact on the evening and
night shift staff and unit
performance.
Limitations
A limitation of this study is
the participants were a
voluntary convenience sample
of administrative supervisors
and nursing unit-based
managers who worked at acute
care hospitals which were part
of a large healthcare system in
the Mid-Atlantic region of the
United States; their perceptions
may not reflect the perceptions
of supervisors and managers in
other parts of the state or
country. The participants in this
study self-reported their
perceptions which may not
represent the actual state of
collaboration. Furthermore, this
convenience sample may reflect
highly motivated supervisors
and managers and may not be
representative of those who are
less engaged in their role.
Nursing Economic$
Conclusion
This is the first research
study to describe collaboration
between administrative
supervisors and nursing unit-
based managers and to examine
the relationship of their
collaboration to the nurse
outcomes of job satisfaction and
intent to leave and stay.
Findings suggest that fostering
collaboration between
administrative supervisors and
nursing unit-based managers
should be considered an
important strategy for improving
job satisfaction and retention of
these nurse leaders. This
research demonstrates chief
nursing officers should invest in
improving collaboration
between administrative
supervisors and nursing unit-
based managers by holding
sessions to promote a mutual
understanding of roles and
discussions on ways to improve
communication and
collaboration. Additionally, chief
nursing officers should support
collaboration by ensuring
supervisors and managers have
opportunities to collaborate and
restructuring the nursing
leadership meetings to allow
administrative supervisors to
attend.
Administrative supervisors
need to be encouraged to
continue their education and job
descriptions for administrative
supervisor and nursing unit-
based managers should have
similar educational
requirements, with at least a
BSN degree required and MSN
degree preferred. Considering
the average age of the
March/April 2019 | Volume 37 Number 2
administrative supervisors and
nursing unit-based managers
was 51 years, succession
planning is needed and younger
clinical nurses need to be
encouraged to consider these
leadership positions.
All nurse leaders have an
important role in creating
practice environments with
effective communication and
collaboration. Since
administrative supervisors and
nursing unit-based managers are
the vital link between clinical
nurses and senior nurse leaders,
creating and fostering
collaborative work environments
is critical in achieving high-
quality patient care and
common goals of nurse and
patient safety. $
Susan H. Weaver, PhD, RN, CRNI®,
NEA-BC
Nurse Scientist
Hackensack Meridian Health
Ann May Center for Nursing
Neptune, NJ
New Jersey Collaborating Center for Nursing
Newark, NJ
Amanda J. Hessels, PhD, MPH, RN, CIC,
CPHQ, FAPIC
Assistant Professor
Columbia University School of Nursing
New York, NY
Nurse Scientist
Hackensack Meridian Health
Ann May Center for Nursing
Neptune, NJ
Mani Paliwal, MS, MBA
Biostatistician
Hackensack Meridian Health
Institute of Evidence Based Care
Neptune, NJ
Theresa A. Wurmser, PhD, MPH, RN,
NEA-BC
Director
Hackensack Meridian Health
Ann May Center for Nursing
Neptune, NJ
75

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