Human Resource Management activities on the front line: A nursing perspective

O'Donnell, Deanna; Livingston, Patricia M.; Bartram, Timothy

doi:10.5172/conu.2012.1241

Cited by 4 publications

(10 citation statements)

References 7 publications

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“…The use of HRM and HPWS to develop and harness the EI of nurses with the express aim of improving nurse well‐being, quality of patient care and reducing turnover rates is in its infancy. The vast majority of nurse managers receive only limited and basic management training (O'Donnell, Livingston and Bartram ). Recent research indicates that HPWS can play an effective role in ameliorating the effects of emotional labour on nurse burnout (Bartram et al.…”

Section: Background On Emotional Intelligencementioning

confidence: 99%

The effects of emotional intelligence and stress‐related presenteeism on nurses’ well‐being

Karimi

Cheng

Bartram

et al. 2014

Asia Pac J Human Res

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Emotional intelligence has long been associated with lower levels of stress and enhanced well-being. This paper contributes empirically by examining the direct and moderating effects of emotional intelligence on the presenteeism and well-being relationship. A sample of 312 registered nurses who provide home-based care in an Australian community nursing service were recruited to take part in the study. Results from structural equation modelling revealed that emotional intelligence has direct and moderating effects on well-being. Stress-related presenteeism significantly predicted nurses' well-being. These findings provide further support for the positive effects that emotional intelligence can have on the effective management of job stress and the enhancement of nurse well-being. We advocate more nursing training on emotional intelligence, and examine the potential benefits of emotional intelligence training and other related HR initiatives.Keywords: emotional intelligence, HRM, job stress, nurses, presenteeism, well-beingThe healthcare sector is facing a critical shortage of nurses due in part to increasing patronage and poor use and implementation of human resource management (HRM), which have led to job stress, burnout and high rates of turnover Correspondence: Dr Leila Karimi, School of Public Health, La Trobe University, Melbourne, Vic. 3083, Australia; e-mail: l.karimi@latrobe.edu.au Accepted for publication 5 May 2014. Key points1 Findings from this research study demonstrate the importance of emotional intelligence and presenteeism effects on nurses' well-being. 2 Emotional intelligence is a critical skill which enables nurses to meet their work demands and allows them to cope with job-related stress. 3 Emotional intelligence training at the workplace requires significant human resource management infrastructure. 4 We call for more nursing training and development to be done in relation to emotional intelligence. the ability to engage in sophisticated information processing about one's own and others' emotions and the ability to use this information as a guide to thinking and behavior. That is, individuals high in emotional intelligence pay attention to, use, understand, and manage emotions, and these skills serve adaptive functions that potentially benefit themselves and others. (Mayer, Salovey and Caruso 2008, 503) It has now been well documented in the literature that emotional intelligence is negatively related to job stress -that is individuals who possess higher emotional intelligence are more likely to experience less stress (Nikolaou and Tsaousis 2002;Por et al. 2011;Slaski and Cartwright 2002). Moreover, empirical evidence indicates that emotional intelligence is also predictive of health outcomes and individual well-being Por et al. 2011;Schutte et al. 2002Schutte et al. , 2007Slaski and Cartwright 2003;Tsaousis and Nikolaou 2005).Many theories concerning the association between stress and health have postulated that an individual's appraisal of 'stressful' events can act as a potential m...

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Section: Background On Emotional Intelligencementioning

confidence: 99%

The effects of emotional intelligence and stress‐related presenteeism on nurses’ well‐being

Karimi

Cheng

Bartram

et al. 2014

Asia Pac J Human Res

Self Cite

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“…Rewards scheme in this study was not a significant factor of managerial competence, This finding was not consistent with a previous study. 33 This can be speculated that the rewards scheme in terms of remuneration was less likely to have an impact on managerial competence. Besides, the remuneration system among hospitals is still debatable among managers.…”

Section: Discussionmentioning

confidence: 99%

<p>Managerial Competence of First-Line Nurse Managers in Public Hospitals in Indonesia</p>

Gunawan¹,

Aungsuroch²,

Fisher³

et al. 2020

JMDH

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Working as a first-line nurse manager requires high managerial competence as an essential component in the delivery of health care. Therefore, factors that influence managerial competence warrant examination. The aim of this study was to identify factors associated with managerial competence of the first-line nurse managers using the best-fit model of human resource management framework. Methods: A cross-sectional study was conducted. A total of 247 first-line nurse managers from 18 public hospitals in Indonesia participated. Data on managerial competence and its related factors were collected via validated questionnaires. Results: The five factors of managerial competence were identified-performance appraisal (β = 0.476, p < 0.001), career advancement (β = 0.425, p < 0.001), recruitment and selection (β = 0.354, p < 0.001), larger hospitals (β = 0.165, p = 0.001), and management training attendance (β = 0.109, p = 0.029), which collectively explained 44.9% of the variance in managerial competence. Conclusion: Human resource management factors, hospital types, and training attendance have significant roles to improve managerial competence of the first-line nurse managers. Nurse managers should provide routine performance appraisal, career advancement, and transparent recruitment and selection as well as to improve the attendance of management training and learn from larger hospitals for leadership and development of the first-line nurse managers.

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“…Papers by Keegal (2013), Lutwama et al (2013), andO'Donnell et al (2012) highlight the impact on the emotional well-being of managers conducting performance management, with reports of increased stress and poor job satisfaction. During performance management processes, support from colleagues, superiors and human resource managers may vary, be unplanned and may not be available when required, contributing to the negative experience and emotional well-being of managers' (O'Donnell et al, 2012). Discussions may become personalised with processes not being undertaken in order to avoid conflict (O'Donnell et al, 2012).…”

Section: Performance Management Researchmentioning

confidence: 99%

“…During performance management processes, support from colleagues, superiors and human resource managers may vary, be unplanned and may not be available when required, contributing to the negative experience and emotional well-being of managers' (O'Donnell et al, 2012). Discussions may become personalised with processes not being undertaken in order to avoid conflict (O'Donnell et al, 2012). These issues appear to be compounded by variability in process and a lack of support and training (Keegal 2013;O'Donnell et al, 2012).…”

Section: Performance Management Researchmentioning

confidence: 99%

“…Discussions may become personalised with processes not being undertaken in order to avoid conflict (O'Donnell et al, 2012). These issues appear to be compounded by variability in process and a lack of support and training (Keegal 2013;O'Donnell et al, 2012). The lack of support appears to be related to a breakdown in collaboration between HR, senior managers and line managers (McDermott et al, 2015).…”

Section: Performance Management Researchmentioning

confidence: 99%

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Healthcare managers’ perceptions of managing poor performance

Hill

Gluyas

Sandy

et al. 2018

JHOM

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Purpose The purpose of this paper is to understand the perceptions and experiences of healthcare managers working within a community and ambulatory health service who manage poorly performing staff and, to identify the supports, and gaps in supports, that are available to these managers. Design/methodology/approach Data were collected via two focus groups using a semi-structured schedule. The data were transcribed, themed and conclusions summarised. Findings On analysis of the discussion of the line managers' experiences and perceptions of competence, six themes were identified, five themes common to both groups. When discussing the availability and gaps in supports available when managing poor performance, managers were aware of the majority of the supports available to them in the workplace but there was a disconnect between managers and the HR department. Research limitations/implications Though the results of this study are not generalisable, as the participants came from programs within a single hospital, they may be transferrable to other healthcare environments. Future research should attempt to replicate these findings using other research techniques. Practical implications The findings in this paper indicate that methods should be identified to build better relationships between managers and HR departments, develop clear management learning pathways, and to support managers to manage their emotional responses. These strategies will support organisations to achieve improved outcomes from the performance management processes. Originality/value This study contributes to the current literature by identifying key themes that may have an impact on the outcome of performance management processes. These themes would benefit from further exploration.

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Human Resource Management activities on the front line: A nursing perspective

Cited by 4 publications

References 7 publications

The effects of emotional intelligence and stress‐related presenteeism on nurses’ well‐being

The effects of emotional intelligence and stress‐related presenteeism on nurses’ well‐being

<p>Managerial Competence of First-Line Nurse Managers in Public Hospitals in Indonesia</p>

Healthcare managers’ perceptions of managing poor performance

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