Barnes B, Barnes M, Sweeney CD. Putting the ‘meaning’ in meaningful recognition of nurses: the DAISY Award™. J Nurs Adm. 2016; 46:(10)508-512

Barnes B, Lefton C. The power of meaningful recognition in a healthy work environment. AACN Adv Crit Care. 2013; 24:(2)114-116

DAISY Foundation. What is the DAISY award?. 2022. (accessed 9 September 2022)

Duffield CM, Roche MA, Blay N, Stasa H. Nursing unit managers, staff retention and the work environment. J Clin Nurs. 2011; 20:(1-2)23-33

Gale NK, Heath G, Cameron E, Rashid S, Redwood S. Using the framework method for the analysis of qualitative data in multi-disciplinary health research. BMC Med Res Methodol. 2013; 13:(1)

Gould D, Fontenla M. Strategies to recruit and retain the nursing workforce in England: a telephone interview study. J Res Nurs. 2006; 11:(1)3-17

Jones CB. The costs of nurse turnover: part 1: an economic perspective. J Nurs Adm. 2004; 34:(12)562-70

Kelly LA, Lefton C. Effect of meaningful recognition on critical care nurses' compassion fatigue. Am J Crit Care. 2017; 26:(6)438-444

Kelly L, Runge J, Spencer C. Predictors of compassion fatigue and compassion satisfaction in acute care nurses. J Nurs Scholarsh. 2015; 47:(6)522-528

Kleinman CS. Leadership: a key strategy in staff nurse retention. J Contin Educ Nurs. 2004; 35:(3)128-132

Lefton C. Strengthening the workforce through meaningful recognition. Nurs Econ. 2012; 30:(6)331-338

Oulton JA. The global nursing shortage: an overview of issues and actions. Policy Polit Nurs Pract. 2006; 7:34S-39S

Ritchie J, Spencer L. Qualitative data analysis for applied policy research. In: Bryman A, Burgess RG (eds). London: Taylor & Francis; 1994

Sawatzky JA, Enns CL. Exploring the key predictors of retention in emergency nurses. J Nurs Manag. 2012; 20:(5)696-707

Spurlock D The nursing shortage and the future of nursing education is in our hands. J Nurs Educ. 2020; 59:(6)303-304

Szeremeta L, Shamash N. Improving staff retention and career progression. Nurs Times. 2016; 112:(18)18-20

World Health Organization. Executive board designates 2020 as the ‘Year of the Nurse and Midwife’. 2019. (accessed 18 October 2022)

World Health Organization. State of the world's nursing 2020: investing in education, jobs and leadership (technical document). 2020.

Evaluation of the DAISY (Diseases Attacking the Immune SYstem) Award for recognising excellence in nursing

27 October 2022
Volume 31 · Issue 19



With increasing demand for nursing services worldwide, the onus is on healthcare systems to implement measures to improve retention. The DAISY Award was designed to celebrate nursing with the suggestion that it may improve staff retention.


To describe the experience and impact of winning the DAISY Award.


Data were collected through virtual semistructured interviews from award winners (n=4), nominees (n=4) and nominators (n=4). An analytical framework was developed to allow the responses of the three groups to be compared.


Four major themes emerged from the responses: awareness of the DAISY Award; the nomination process, the impact on retention and winner benefits.


Being nominated or winning a DAISY Award had a positive impact on nurses' feelings towards their role. This was a small evaluation in a single organisation, so the value of adopting the DAISY Award for recognising nurses' contributions to patient care merits further investigation, especially with regards to its effects on retention.

Although nurses account for more than half of the world's healthcare workers, with approximately 28 million in the nursing profession worldwide, there will be a global shortfall of 5.9 million nurses according to the World Health Organization's (WHO) (2020)report on the state of nursing globally. These data do not reflect the impact of the pandemic, which has further highlighted the need for more nurses and midwives.

In 2019, the WHO said that 2020 would be a year to recognise the global contributions nurses and midwives make to improve the health of patients around the world (WHO, 2019). However, with efforts being made to increase the profile of nurses and midwives globally, work is still required to ensure that these important staff members are retained.

With an increase in demand for nursing services worldwide, healthcare organisations need to manage their nursing resources strategically to meet future demand (Oulton, 2006). Retaining high-performing nurses is difficult at best and, throughout the course of the pandemic, the need has been exacerbated in terms of numbers and types of nursing specialties needed (Spurlock, 2020). When a nurse leaves an organisation, replacing this staff member has cost implications, including those of recruitment and orientation of their replacement, as well as the indirect cost of the loss of organisational knowledge (Jones, 2004).

Register now to continue reading

Thank you for visiting British Journal of Nursing and reading some of our peer-reviewed resources for nurses. To read more, please register today. You’ll enjoy the following great benefits:

What's included

  • Limited access to clinical or professional articles

  • Unlimited access to the latest news, blogs and video content