Comparisons of self-ratings on managerial competencies, research capability, time management, executive power, workload and work stress among nurse administrators

Kang, Chun Mei; Chiu, Hsiao Ting; Hu, Yi Chun; Chen, Hsiao Lien; Lee, Pi Hsia; Chang, Wen Yin

doi:10.1111/j.1365-2834.2012.01383.x

Cited by 28 publications

(53 citation statements)

References 24 publications

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“…International studies examining PHC and hospital management teams found competency gaps in planning and priority setting, which have negative consequences for health service delivery (7, 25, 43, 48). Studies in LMICs note that planning and priority setting is a skill confined to lists of activities rather than coordinated processes with measurable outcomes and procedures for monitoring performance of PHC clinics (7, 49).…”

Section: Discussionmentioning

confidence: 99%

“…Approaches include personality and psychometric tests (17, 18, 24), self-ratings (25), formal examinations (26), case studies (27), and vignettes of management challenges (28). In South Africa, personality and psychometric tests using different types of Likert scales are used to measure competencies of executive managers (17, 18).…”

Section: Introductionmentioning

confidence: 99%

“…These assessments aim to increase the individuals’ awareness of their own competencies and how those competencies are viewed by others. Respondents are encouraged to list their weak competency areas for further training (25). Although this practice is common in businesses (32), the method is increasingly being used in public health, with health care managers being evaluated by their supervisors, subordinates, or even patients (26, 33, 34).…”

Section: Introductionmentioning

confidence: 99%

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An evaluation of the competencies of primary health care clinic nursing managers in two South African provinces

Munyewende

Levin

Rispel

2016

Global Health Action

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BackgroundManagerial competencies to enhance individual and organisational performance have gained currency in global efforts to strengthen health systems. Competent managers are essential in the implementation of primary health care (PHC) reforms that aim to achieve universal health coverage.ObjectiveTo evaluate the competencies of PHC clinic nursing managers in two South African provinces.DesignA cross-sectional study was conducted in two South African provinces. Using stratified random sampling, 111 PHC clinic nursing managers were selected. All supervisors (n=104) and subordinate nurses (n=383) were invited to participate in the survey on the day of data collection. Following informed consent, the nursing managers, their supervisors, and subordinate nurses completed a 40-item, 360-degree competency assessment questionnaire, with six domains: communication, leadership and management, staff management, financial management, planning and priority setting, and problem-solving. Standard deviations, medians, and inter-quartile ranges (IQRs) were computed separately for PHC nursing managers, supervisors, and subordinate nurses for competencies in the six domains. The Tinsley and Weiss index was used to assess agreement between each of the three possible pairs of raters.ResultsA 95.4% response rate was obtained, with 105 nursing managers in Gauteng and Free State completing the questionnaires. There was a lack of agreement about nursing managers’ competencies among the three groups of raters. Overall, clinic nursing managers rated themselves high on the five domains of communication (8.6), leadership and management (8.67), staff management (8.75), planning and priority setting (8.6), and problem-solving (8.83). The exception was financial management with a median score of 7.94 (IQR 6.33–9.11). Compared to the PHC clinic managers, the supervisors and subordinate nurses gave PHC nursing managers lower ratings on all six competency domains, with the lowest rating for financial management (supervisor median rating 6.56; subordinate median rating 7.31).ConclusionThe financial management competencies of PHC clinic nursing managers need to be prioritised in continuing professional development programmes.

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Section: Discussionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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An evaluation of the competencies of primary health care clinic nursing managers in two South African provinces

Munyewende

Levin

Rispel

2016

Global Health Action

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“…If the nurse manager does not recognize these issues as an essential part of the job, or a nurse manager recognizes a knowledge gap related to these issues, she/he should have the option to have more education and training in nursing management [4,5]. Nurse managers usually have a high-level of education so they should make more efforts to utilize it in their management work and update their expertise in management as well.…”

Section: Discussionmentioning

confidence: 99%

“…These changes pose challenges for delivering high-quality patient care and ensuring a good standard of customer orientation. The adequacy of the managerial skills of nurse managers is an essential issue in responding to these questions [4].…”

Section: Introductionmentioning

confidence: 99%

Nurse managers' visions of future challenges in health care organizations

Saarnio¹,

Suhonen²,

Isola³

2016

J Nurs

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Background: Because of the economic crisis and nursing shortage, the situation for hospitals will be demanding throughout the decade in the 2010s. This poses challenges for nursing management. This article focuses on Finnish health care, particularly on nurse managers. Aim: The aim of this study is to describe and analyse future challenges in hospitals in one hospital district in Finland from the viewpoint of the nurse managers. The research question for this study is as follows: What kinds of future challenges are there in one hospital district from the viewpoint of the nurse managers? Method: The data was collected in the year 2011 from a number of essays (n=60) written by front-line and mid-level nurse managers in one hospital district. The data was analysed using a qualitative content analysis. Findings: Nurse managers saw challenges and threats for the future on the level of society, the hospital, the work unitand for employees. Work-unit level challenges were emphasized in these findings. Conclusion:The study shows that nurse managers have the ability to identify challenges in the future that they can influence by carrying out change management procedures. There is a need for more holistic management and closer interprofessional co-operation in health care for the benefit of patients in terms of customer oriented care. Furthermore, shared leadership is needed, which on a work-unit level means better pair management involving a front-line nurse manager and a physician. One requirement for nurse managers is the need to develop a sense of community. The ability to create environments that promote staff well-being is also important from the viewpoint of staff turnover. Nurse managers are usually well educated, so they should make more of an effort to utilize their education in their management work and update their expertise in management matters as well.

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We need higher education: Voice of nursing administration from Kabul, Afghanistan

et al. 2018

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AimTo explore the educational profile of nursing managers and head nurses at public hospitals in Kabul, Afghanistan.DesignA descriptive cross‐sectional study design was employed.MethodA self‐administered pre‐tested questionnaire was used to recruit 86 nursing managers and head nurses from 17 public hospitals in Kabul. SPSS version 19 was used to analyze and report the data through descriptive statistics.ResultsIt was found that, none of the participant was prepared with higher education in nursing; rather they had only diploma in nursing; and 84.9% of them had completed their nursing diploma before 2002.; 11.6% of participants were currently studying; and all were in non‐nursing disciplines. On the other hand 100% of the participants expressed intention for further studies mainly in leadership and management, computer skill, English language, in‐service nursing trainings and higher education in nursing.

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Comparisons of self-ratings on managerial competencies, research capability, time management, executive power, workload and work stress among nurse administrators

Abstract: The findings inform leaders of hospitals where NAs need to develop additional competencies concerning the type of training NAs need to function proficiently.

Cited by 28 publications

References 24 publications

An evaluation of the competencies of primary health care clinic nursing managers in two South African provinces

An evaluation of the competencies of primary health care clinic nursing managers in two South African provinces

Nurse managers' visions of future challenges in health care organizations

We need higher education: Voice of nursing administration from Kabul, Afghanistan

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