Managerial Competencies of Nurse Managers in Ghana

Abstract

Managerial competencies of nurse managers are believed to influence the efficiency of healthcare. Amidst the global shortage of nurses and the rising cost of healthcare, it is imperative to assess the managerial competencies of nurse managers. Using the Katz Skills Model as the organising framework, this study assessed the managerial competencies of nurse managers at the unit level. A quantitative cross-sectional design was used to collect data from 121 nurse managers in 10 hospitals in the eastern region of Ghana. The nurse managers showed knowledge and the ability to apply different managerial competencies depending on the situation. They were more inclined to apply technical skills, followed by human skills and conceptual skills. Experience as a nurse, experience as a nurse manager, qualifications, and training in management together predicted their technical skills (R2 = 0.154, p = 0.002) and conceptual skills (R2 = 0.174, p < 0.001). However, only training in management contributed significantly to the managerial competencies of the nurse managers. At the 0.05% alpha level, increasing qualifications above an advanced diploma was associated with having better technical skills. The study presents new empirical evidence congruent with the Katz Skills Model that nurse managers require the knowledge and ability to apply technical, human, and conceptual skills in the performance of their managerial functions, and that no particular competency is ideal for every situation.

Perceived importance of competencies by nurse managers at all levels: A cross‐sectional study

“…Our results aligned with the findings by Afshari et al (2012) in which human skills were prominent in the prioritization of managerial skills. However, these findings were inconsistent with the studies of Paarima et al (2020) and Ofei et al (2020) which both reported a high rating of technical skills among nurse managers at unit level. Third, the results of the difference analyses in the perceived importance of the three skills were consistent with Katz's notion that technical skills are normally more important at lower levels of management and conceptual skills are more significant at upper managerial levels (Katz, 1974).…”

“…Katz (1974) made it clear that the manager's level in the organisational hierarchy was an important factor affecting the required managerial competencies. Using the Katz Model as the organising framework, Paarima et al (2020) reported that nurse managers at unit level perceived themselves as being more inclined to apply technical skills, followed by human skills and conceptual skills. However, Ofei et al (2020) explored perceived competencies of nurse managers at unit level that would consider for effective and successful management from the viewpoints of nursing staff.…”

Perception of nurse managers’ care coordination practices among nurses at the unit level

“…14 Nurse managers create structure, implement processes for nursing care and facilitate positive outcomes. 15 Nurse managers also coordinate activities in the unit with other professionals and cadres to ensure client satisfaction and create a positive workplace environment that fosters staff satisfaction whilst guaranteeing achievement of healthcare organizational goals.…”

Exploring the governance practices of nurse managers in the Greater Accra Region of Ghana

“…As a result, staffing levels of the essential health workforce in Ghana are below internationally recommended standards. This has led to relentless increasing roles and responsibilities for nurse managers such as innovations to help retain experienced and competent nurses to provide needed high‐quality patient care with limited resources (Paarima et al., 2020; Paarima et al., 2021). However, to achieve this, nurse managers need to exhibit effective governance practices at the unit level.…”

“…Their roles include staff scheduling, organising, supervising and coordination of activities at the unit level including managing staff absenteeism. Staff absenteeism and lateness to work have been cited as critical barriers to ensuring a 24‐hr health care delivery (Paarima et al., 2020; Paarima et al., 2021). Nurse managers have been shown to effectively reduce absenteeism and lateness by having intimate conversations with absentee staff when they return to work.…”