• 대한간호학회지
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• 제49권5호
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• pp.562-574
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• 2019

Purpose: The purpose of this study was to identify the response patterns of nursing unit managers regarding workplace bullying. Methods: Q methodology was used to identify the response patterns. Thirty-six Q samples were selected from the Q population of 210 that included literature reviews and in-depth interviews with clinical nurses and nursing managers. Participants were 30 nursing unit managers who had experience managing workplace bullying and they classified the Q samples into a normal distribution frame measured on a nine-point scale. The data were analyzed using the PC-QUANL program. Results: Five types of response patterns were identified: (1) sympathetic-understanding acceleration, (2) harmonious-team approach, (3) preventive-organizational management, (4) passive observation, and (5) leading-active intervention. The preventive-organizational management type was most frequently used by the nursing unit managers. Conclusion: The results of this study indicated that nursing unit managers attempted to prevent and solve workplace bullying in various ways. Therefore, it is necessary to develop and conduct leadership training and intervention programs that appropriately address the response patterns of nursing unit managers, such as those identified in this study.

• 임상간호연구
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• 제23권2호
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• pp.189-201
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• 2017

Purpose: The aim of this study was to develop the nursing management core task and competency matrix for hospital unit managers. The perceived level of importance and performance of identified core competencies by unit managers were also investigated. Methods: Literature review and expert survey identified nursing management core task and competencies. Subsequently, the core task and competency matrix was developed and validated by expert panel. A survey of 196 nurse managers from 3 cities identified perceived importance and performance of core competiences. Results: Thirty-eight nursing management core task and thirty-seven nursing management core competencies were identified comprising five categories; Clinical practice knowledge, Evidence-based practice, Employee development, Strategic planning and Initiative. Based on the core task and competencies, the task and competency matrix for unit managers was developed. In the analysis of importance and performance of core competencies, the mean score of importance ($3.50{\pm}0.30$) was higher than the mean score of performance ($3.03{\pm}0.34$). Conclusion: The development of core task and competencies for unit managers in hospitals provides a guide for the development and evaluation of programs designed to increase competence of unit managers.

• 한국직업건강간호학회지
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• 제32권3호
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• pp.99-110
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• 2023

Purpose: This study examined the job stress and perception of unit managers' authentic leadership on clinical nurses' intention to stay in nursing. Methods: This descriptive cross-sectional study utilized self-administered questionnaires. The study recruited a convenience sample of 211 clinical nurses from threertiary hospitals in South Korea. The survey was conducted between July and August 2021. The collected data underwent hierarchical multiple regression analyses. Results: The regression analyses indicated that clinical nurses' intention to stay was significantly associated with job stress (B=-0.06, 95% CI [-0.09, -0.04]), six or more years of clinical practice (B=0.60, 95% CI [0.13, 1.07]), men (B=0.87, 95% CI [0.30, 1.44]), and being placed on their desired nursing unit (B=0.39, 95% CI [0.27, 0.76]). Intention to stay was not found to be associated with authentic leadership by the unit managers. Conclusion: It is essential to implement workplace health promotion programs to prevent and reduce job stress among nurses to retain proficient clinical nurses. Additionally, nursing workforce management strategies tailored to the specific sex and career path of nurses are necessary. Moreover, careful consideration should be given to nursing unit placements that align with the individual aptitudes of nurses.

• 한국간호교육학회지
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• 제30권1호
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• pp.82-95
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• 2024

Purpose: This study aimed to identify the needs for the managerial competencies of nurse managers in general hospitals. Methods: A cross-sectional design was used. The participants were 203 nurse managers, 141 head nurses or unit managers, and 62 directors or team managers from 17 general hospitals. Data were collected by a self-administered questionnaire with 42 nursing management competencies and 181 behavioral indicators. Participants rated the importance and performance of each indicator. Data were analyzed using a paired t-test, independent t-test, importance-performance analysis, Borich's needs assessment model, and locus for focus model. Results: In all 42 competencies, importance was rated significantly higher than performance. The head nurses or unit managers had high demands for "human resource development," "performance management," and "information management," while the directors or team managers had high demands for "change management." Competencies in high demand in both groups were "development of nursing standards" and "self-management." Conclusion: Based on the results, it is necessary to select priorities and prepare educational content when developing educational programs to strengthen the nursing management competencies of general hospitals' nurse managers.

• 여성건강간호학회지
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• 제25권3호
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• pp.239-257
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• 2019

Purpose: To analyze the job of nursing unit managers working at women's hospital, using DACUM (developing a curriculum), DACUM is a method for analyzing job-focused competency. Methods: This study involved a descriptive survey. A DACUM workshop was held to define women's hospital nursing unit managers' role and identify their duties and tasks. For the workshop, a committee was formed consisting of 5 women's hospital nursing unit managers. Finally, after validation, the developed contents were made into a survey asking about nursing unit manager's duties and tasks. Results: Sixteen duties and 83 tasks were identified on the DACUM chart. The importance, difficulty, and frequency of the tasks were ranked in terms of A, B, and C, with A being the highest degree. Eight tasks received A's all in importance, difficulty, and frequency of performance. The 8 tasks were: 'taking over', 'taking care of seriously ill patients on handover', 'ward rounding', 'analyzing and resolving demands identified during handover and patient tour', 'reporting patient status during rounding', 'promoting breast-feeding', 'uterine contraction, and training for breast-feeding'. The duty with the biggest determinant coefficient (DC) was 'patients complaint management' (DC=7.09). Based on tasks, the one with the biggest DC was 'solving patient and patient guardian's complaints' (DC=7.53), followed by 'making infection control guidelines' (DC=7.5). Conclusion: When expanding the nursing staff of the hospital, women's hospitals nursing unit managers also need to use administrative functions as intermediaries to focus on the operation management of the entire hospital rather than direct nursing to suit their role.

• 대한간호
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• 제29권5호
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• pp.46-53
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• 1991

In the past, management had been done over nurses rather than nursing and this brought the existence of general manager and as a result, nurse-manager's position and role are being threatend. For the up-bringing of nursing to firm professional recognition in the 21st century, it is firmly believed that nursing managers are to be in the position to play the role of general manager with professional qualifications; personal qualities and exact understandings on the role and function of each tier group under her/his management. 124 top(3 nursing superintendents), middle-range(23 supervisors) and unit managers(98 head-nurses) from 3 university hospitals in Seoul were interviewed in order to investigate their belief in the role, professional qualifications, personal qualities as well as the strategy for the development of their leadership qualities. The frame of reference for the interview were developed by the researcher in reference to relevant literatures. It was the common belief that qualifications o[ top-managers and mid-managers require an educational background of master's preparation or higher and clinical career for at least 15 years for top-managers and 5 -10 years for mid-managers. The personal qualities required by nurse managers include; leadership, initiative, judgement, self-confidence, flexibility, open-mindedness and strong motivation. Achievment-orientedness would greatly help them become excellent managers. On the other hand, [or more effective management, managers of each teir group are to fully understand their role and perform "their job responsibilities ie. Top managers are supposed to study with emphasis on organization, function and conceptual s~ill while mid-managers concentrate their effort on the development of skills for direction, guidance and human relationship. Unit managers also supposed to have abilities to manage their function with emphasis on development of clinical performance skill, for direction on operative aspects. The strategies for the development of leadership qualities include program-planning at individual instutional level as well as local, national and international level. Nurse-managers are to be motivated and encouraged to participate in the programs in order to effectively communicate within tier groups.oups.

• 대한간호학회지
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• 제50권6호
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• pp.757-777
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• 2020

Purpose: The purpose of this study was to identify the outcome variables of nursing unit managers' transformational leadership and to test a hypothetical model using meta-analytic path analysis. Methods: A systematic review and meta-analysis were conducted in accordance with PRISMA guidelines. Data analysis, conducted using R version 3.6.2 software, included 49 studies for the meta-analysis and 119 studies for meta-analytic path analysis. Results: In the meta-analysis, four out of 32 outcome variables were selected. These four variables were empowerment, nursing performance, job satisfaction, and organizational commitment, which showed larger effect sizes than the median and more than five k. The hypothetical model for the meta-analytic path analysis was established by using these four variables and transformational leadership. A total of 22 hypothetical paths including nine direct effects and 13 indirect effects were set and tested. The meta-analytic path analysis showed that transformational leadership had direct effects on the four variables. Finally, eight direct effects, 12 indirect effects, and six mediating effects were statistically significant, and the hypothetical model was verified. Conclusion: Nursing unit managers can use the transformational leadership to improve empowerment, nursing performance, job satisfaction, and organizational commitment of nurses. This study empirically showed the importance of transformational leadership of nursing managers. This finding will be used as evidence to develop strategies for enhancing transformational leadership, empowerment, nursing performance, job satisfaction, and organizational commitment in nursing science and practice.

• 간호행정학회지
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• 제9권2호
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• pp.159-170
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• 2003

Purpose : This study is to confirm the relation of the value orientation of the nursing unit manager and the job satisfaction and organizational commitment of the nursing unit nurse. Method : We used the systematic questionnaires as a study tool. The contents were composed of 46 questions in total such as 4 questions of general feature, 23 value-oriented questions, 10 job satisfaction questions, and 9 organizational commitment questions. The period of data collection was from August to September 2000. Result : 1) The value of flexibility was 3.82 points (${\pm}.3788$), which is above average. The values of equalitarianism was 3.37 points (${\pm}.4422$), which is above average. 2) The leadership pattern according to the value orientation perceived by the head nurses in 6 clusters has been divided into 3 patterns of change-oriented leader, task-oriented and stability-oriented leader. 3) The nurses who worked with the change-oriented leader showed higher values of job satisfaction (F=5.941, p=O.003), and affective commitment (F=5.793, p=O.003) than those who worked with the stability-oriented leader. Conclusion : As revealed in this study, we think that we have to consider that the change-oriented leader can produce higher performance of an organization than the stability-oriented leader, and write the basic data for the educational courses of leadership development or workshops etc. in order for the nursing unit managers to play their roles for the effective ward-unit management.

• 임상간호연구
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• 제23권1호
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• pp.110-119
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• 2017

Purpose: The purpose of this study was to test validity and reliability of the Korean-Sieloff King Assessment of Group Outcome Attainment within organization in Korea (K-SKAGOAO), and also to explore the relationship of Korean nursing group power and job satisfaction, organizational commitment, organizational performance. Methods: Participants were 481 nurse managers, nurse unit managers or staff nurses with over 7 years experience. Data were collected by post mail and analyzed using descriptive statistics, ANOVA, Kruskal-Wallis test, Tukey test, and Spearman's correlation. Results: Content Validity Index was over .82 and Cronbach's ${\alpha}$ coefficient for the K-SKAGOAO was .97. The mean score for Korean nursing group power was 136.77 among the total participants, 139.89 among nurse managers, 136.74 among nurse unit managers and 132.47 among staff nurses. These results showed high nursing group power in Korea nursing organization in hospitals. There was also a significant difference according to nurse position (p=.003). Korean nursing group power was positively related to job satisfaction, organizational commitment, and organizational performance. Conclusion: Findings show that the K-SKAGOAO has validity and reliability. Nursing groups can use the K-SKAGOAO to evaluate the nursing group power of each nursing organization and to develop strategies to improve nursing power and nursing outcomes.

• 임상간호연구
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• 제16권1호
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• pp.167-175
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• 2010

Purpose: This study investigated nursing care delivery systems in 44 university affiliated hospitals and satisfactions with the systems perceived by 226 unit managers (head nurses) of general medical surgical wards. Methods: Data were collected with questionnaires consisting of checklists asking the unit managers their nursing care delivery systems and their satisfactions with the systems. Results: Four models of nursing care delivery systems (primary, modified primary, team, and functional models) were drawn from the participants' responses. Among the four key models 35% of the units adopted team model whereas 24.3% adopted primary model and 22.6% adopted modified primary model. In spite of 35% of team model being under use, 60.6% (n=137) of the unit managers answered the nursing delivery system of their units as team model and only 6.2% (n=14) answered their units having primary or modified primary models, instead of 46.9% combining both. In regard to the satisfaction, critical thinking ability of staff nurses (members in their units) was the most dissatisfactory area regardless of models of service delivery. Conclusion: Introducing team model supplemented with core concepts of primary model (primary team delivery model) into nursing practice will reform the workplace and therefore deliver safe health care services to patients.