The content of nurse unit managers’ work: a descriptive study using daily activity diaries

Sveinsdóttir, Herdís; Blöndal, Katrín; Jónsdóttir, Heiður Hrund; Bragadóttir, Helga

doi:10.1111/scs.12517

Cited by 12 publications

(19 citation statements)

References 27 publications

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“…In their day‐to‐day work, nurse managers have witnessed an increase in administrative tasks and a decrease in bedside nursing 10,11. However, some studies have shown that a large part of nurse managers’ work is still direct clinical nursing, although it is not part of their job descriptions 12,13. Today, a nurse manager’s daily work mainly consists of resource management, and daily organising, such as planning work schedules, taking part in recruitment and participating in meetings and counsels 8,11,15.…”

Section: Introductionmentioning

confidence: 99%

Nurse managers’ work content: development of the questionnaire and results of the pilot study

Nurmeksela

Kinnunen

Kvist

2019

Scandinavian Caring Sciences

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Nurse managers' work content: development of the questionnaire and results of the pilot study Aim: To develop the Nurse Managers' Work Content Questionnaire (NMWCQ) and to describe nurse managers' work content. Background: Restructuring within health care has expanded the nurse manager's role to include organisational, patient and staff demands. Methods: The pilot study employed a cross-sectional study design. Based on a literature review, the NMWCQ with 102 items was developed and pretested for this study. Data were collected in 2017 from three Finnish acute care central hospitals that provide specialised health care. A total of 61 nurse managers participated, which represents a response rate of 59%. Principal component analysis was used to test the construct validity of the instrument. Cronbach's alpha values were used to analyse the internal consistency of the instrument. In addition, descriptive and nonparametric analysis was used. Results: Ultimately, 13 components with 87 items were identified in the questionnaire. The construct validity and internal consistency of the questionnaire were at acceptable levels. Cronbach's alpha rates of the components were 0.554-0.890. The most frequently performed daily work of nurse managers was in the component of organising, and the most infrequently performed daily work was in the component of clinical nursing. Conclusions: The study shows that the Nurse Managers' Work Content Questionnaire (NMWCQ) is suitable for measuring the current content of nurse managers' work. However, the questionnaire is new and needs additional testing such as confirmatory factor analysis with larger amounts of data.

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Section: Introductionmentioning

confidence: 99%

Nurse managers’ work content: development of the questionnaire and results of the pilot study

Nurmeksela

Kinnunen

Kvist

2019

Scandinavian Caring Sciences

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“…Studies by Drach‐Zahavy and Dagan (2002), Mao (2005), Sveinsdóttir et al. (2018) and Wu et al. (2007) also revealed that nurse managers performed activities related to the care and management of patients frequently.…”

Section: Discussionmentioning

confidence: 99%

“…Nurse managers' professional activities have a great influence on staff nurses, care delivery and patient outcomes (Adams, Chamberlain, & Giles, 2019) Researchers worldwide have launched studies to explore professional activities of nurse managers. Armstrong, Rispel, and Penn-Kekana (2015), Drach-Zahavy and Dagan (2002) and Sveinsdóttir, Blöndal, Jónsdóttir, and Bragadóttir (2018) found that nurse managers in Iceland, South Africa and Israel spent the largest proportion of their time on clinical nursing care and the smallest on human resource management and nursing professional development. A study in Taiwan indicated that nurse managers perceived nursing quality management as their most important activity (Lin, Wu, Huang, Tseng, & Lawler, 2007).…”

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confidence: 99%

The professional activities of nurse managers in Chinese hospitals: A cross‐sectional survey in hunan province

Chen

Zhao

et al. 2020

J Nurs Manag

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Objective To explore nurse managers' perceptions of the frequency and importance of professional activities performed in their daily work in public hospitals in Hunan, China. Background Nurse managers are responsible for the management of almost all nursing activities in Chinese hospitals. Understanding how nurse managers operationalize their role and their perceptions of the importance of each activity is essential for clarification of their role and the competencies required to perform it. Methods A cross‐sectional questionnaire survey. Results A total of 1,371 nurse managers in Hunan Province completed the survey. Nursing quality/safety management and patient management were performed most frequently and perceived as most important. Nurse managers performed nursing information management frequently while perceiving it as less important. They seldom performed nursing research management and placed low value on it. Conclusions Patient‐centred care remains central to nursing management. Nursing managers can create a leadership culture in their hospital settings that includes the effective management of information and facilitation of research knowledge to benefit nurse managers, staff and patients. Implications for nursing management The results provide evidence for standardization of roles and job descriptions of nurse managers and for developing their knowledge and skills to ensure quality patient care.

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“…A study that described the time use of managers at work showed that managers’ spent most of their time within the ‘other’ domain (32% of their time); that is engaged in telephone calls, participating in planned meetings, processing emails. This seems to indicate that only minimal time is spent on staff development, encouragement and empowerment, or on the development of evidence‐based practice – activities that are crucial in today's health institutions in order to ensure safe practice . It is also recognized that nursing has strong competition as a career path in working life.…”

Section: Discussionmentioning

confidence: 99%

Realizing appreciative management from the viewpoint of first‐line managers in social and health care

Harmoinen

Suominen

2019

Scandinavian Caring Sciences

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Background First‐line managers are links between an organizations’ administration and the workforce. They transmit information from higher managers to workers and vice versa. Their management skills and especially their interaction with staff are a key point in successful management. Aim To describe how first‐line managers realized appreciative management in their everyday management practice in health and social care. Method A quantitative descriptive study was conducted by means of an electronic survey among social and healthcare managers in Finland. Results Based on the self‐evaluations of the managers, appreciative management is well realized. The most recognition was given to equality and the least to appreciative know‐how. Connections were seen between appreciative management and gender, education, education level and managers with higher education, and those with fewer work units below them tended to have a better realization of appreciative management. Conclusion The education level of first‐line nurse managers is meaningful when realizing appreciative management in social and healthcare settings. Implications for nursing management More advanced education levels of first‐line managers help to promote appreciative management in social and health care, together with the amount of work units (meaning outpatient and inpatient wards). A first‐line manager is responsible for the needs of their workforce and needs to be critically assessed so that they might have more time for managing in an appreciative way. Appreciative management should be given increased focus when educating nurse managers.

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The content of nurse unit managers’ work: a descriptive study using daily activity diaries

Abstract: The work of NUMs is highly diverse, including undefined miscellaneous tasks and clinical work beyond their job description.

Cited by 12 publications

References 27 publications

Nurse managers’ work content: development of the questionnaire and results of the pilot study

Nurse managers’ work content: development of the questionnaire and results of the pilot study

The professional activities of nurse managers in Chinese hospitals: A cross‐sectional survey in hunan province

Realizing appreciative management from the viewpoint of first‐line managers in social and health care

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