Nurse managers’ utilization of fayol's theory in nursing (original) (raw)
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<p>Managerial Competence of First-Line Nurse Managers in Public Hospitals in Indonesia</p>
Journal of multidisciplinary healthcare, 2020
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.
International Journal of Academic Research in Business and Social Sciences
The development of educational administrative personnel has become one of the main concerns in the Faculty of Nursing Science, Padjadjaran University. It aims at improving the competence, professionalism and quality of educational administrative personnel to achieve maximum individual and organizational performance. The purpose of this study is to identify and analyze the implementation of personnel development among administrative personnel, the existing obstacles and efforts or solutions proposed to overcoming the obstacles. The research employed a descriptive qualitative method. The data were collected through observations, interviews and document reviews. The data were then analyzed through the process of data collection, data reduction, data presentation and conclusion drawing. The analysis results showed that in general the implementation of personnel development personnel development among administrative personnelin Padjadjaran University is quite good. Despite of this finding, the aspect of target recognition and the program evaluation were not optimally implemented. It is recommended that the administrative personneldevelopment policies need to be integrated and tailored to the needs of faculty. For this purpose, the training need analysis should be designed. Furthermore, an instrument ought to be formulated for monitoring and evaluation instrument and every educational administrative personnel who has attended a development or training program is required to make a written report.
Journal of Business and Management Studies, 2022
The components in human capital have a role in creating the human capital needed by a hospital to determine the hospital's value. The human capital component will have different effects and contributions on the performance of employees in their workplace, which in turn will have an impact on the quality of services provided. This study aims to analyze the effect of the human capital component on the performance of nurses at the Haji Hospital, South Sulawesi Province. This type of research is a quantitative research using an observational study with a cross-sectional study design. The sample of this research is nurses who work in RSUD Haji, as many as 275 nurses. The results of this study indicate that there is no statistically significant effect of individual capability, individual motivation, leadership, and the organizational climate on the performance of nurses at RSUD Haji, in contrast to workgroup effectiveness which has a statistically significant effect on the performance...
Human resource development in nursing: views of nurse managers and nursing staff
Journal of Nursing Management, 2008
Human resource development in nursing: views of nurse managers and nursing staff Aim This study describes the views of nurse managers and staff members on human resource development (HRD) in health care. Our interest here is whether there are any differences between these two groups. Background The need for HRD in order to cope with an ageing workforce and a diminishing number of younger nurses. Methods A postal questionnaire was sent to a random sample of nursing staff (n = 653) and all nurse managers (n = 302) in six Finnish hospital districts in spring 2005. The data were analysed by statistical methods. Results The nurse managers placed more emphasis on human resource development than did staff members. In general, both the nurse managers and nursing staff held positive views on human resource development, but they reported that HRD practices were quite underdeveloped. Some differences emerged between the groups. Conclusions and implications for nursing management These findings underline the importance of human resource development and its practices in health care. Nurse managers need to implement strategically steered HRD in order to maintain high quality of care in the future.
Journal of Research in Nursing, 2019
BackgroundMuch research provides evidence that four age groups or generations of nurse managers exist, and it is assumed that they work and act differently according to each generation’s characteristics and attitudes, which may influence their managerial competence.AimsTo compare first-line nurse managers’ managerial competence according to generational analysis across public hospitals in Indonesia.MethodsThis study employed a cross-sectional survey in 18 public hospitals in Indonesia with 254 first-line nurse managers selected using simple random sampling. The Indonesian First-Line Nurse Managers Managerial Competence Scale (IFLNMMCS) was used to measure managerial competence. Data were analysed using descriptive analyses using means, standard deviations and independent t-test.ResultsThere was no significant difference in the total score of managerial competence of Generation X and Millennial first-line nurse managers (p = 0.077). Of five dimensions of managerial competence, only applying quality care improvement (p = 0.028) and financial management (p = 0.013) were significantly different, while leadership (p = 0.142), facilitating spiritual nursing care (p = 0.353), self-management (p = 0.130), staffing and professional development (p = 0.068) and utilizing informatics (p = 0.304) were not significantly different.ConclusionThis study serves as a foundation for better human resource management, education and professional development for first-line nurse managers among public hospitals in Indonesia.
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Management Science Letters, 2019
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