This study was done to identify effects of nurses' nursing service quality, importance of patient safety management and patient safety culture on patient safety management activities. Methods: The participants were 246 nurses in tertiary hospitals. Data were analyzed using descriptive statistics, t-test, Mann-Whitney U test, ANOVA, Pearson correlation coefficients, multiple regression with SPSS/WIN 24.0. Results: A mean score of 4.43±0.44 out of 5 was found for patient safety management activities and a mean score of 3.29±0.27 out of 4 for nursing service quality. A mean score of 3.89±0.48 out of 5 was found for importance of patient safety management and a mean score of 3.28±0.25 out of 5 for patient safety culture. Patient safety management activities were positively correlated with importance of safety management, and with patient safety culture. The results show that importance of patient safety management, patient safety culture, and length in workplace were predictive of patient safety management activities (R 2 =.25, p<.001). Conclusion: These results suggest that importance of patient safety management and patient safety culture are associated with patient safety management activities. Intervention programs to improve patient safety management activities are needed to promote the importance of patient safety management as well as patient safety culture.

This study was done to analyze effects of leader-member exchange as perceived by nurses who returned to work after parental leave: conflict between work and family via job stress. Methods: A cross-sectional study design was adopted and data were collected from 140 nurses. Collected data were analyzed using the SPSS 23.0 program (descriptive statistics, t-test, ANOVA, Pearson correlation, and regression analysis). Results: Mean scores were 3.44±0.64 out of 5 for leader-member exchange, 3.45±0.59 out of 5 for job stress, and 2.82±0.80 out of 5 for conflict between work and family. The leader-member exchange had negative correlations with job stress (r=-.31, p=.003) and conflict between work and family (r=-.36, p<.001). The leader-member exchange had direct impacts on conflict between work and family (β=-.26, p=.002) and indirect via job stress (β=.35, p<.001). Job stress had partial mediating effects on relations between leader-member exchange and conflict between work and family (Z=-3.00, p<.001). The leader-member exchange and job stress explained 41% of the conflict between work and family. Conclusion: The findings from this study indicate that active human resource management policies should be established in order to increase the leader-member exchange.