The nurse manager's work in the hospital environment during the 1990s and 2000s: responsibility, accountability and expertise in nursing leadership

Management and reforms in the Nordic hospital landscape

PURPOSE

The purpose of this paper is to give a comprehensive and updated analysis of the available academic literature (2000-2016) on management and reforms in the Nordic hospital landscape.

DESIGN/METHODOLOGY/APPROACH

A systematic literature review was conducted by searching articles in Scopus database, as well as applicable journals.

FINDINGS

The vast majority of the Nordic articles are relatively coherent on the following: first, the reforms have created a change in the manager role or rather there are new expectations about the content of the manager role. Second, the reforms entail tension between profession and administration. Doctors who are managers identify themselves primarily as doctors, implicating that the medical logic has not competed out by an administrative logic. Third, the reforms have brought new opportunities for nurses. Still, nurse managers perceive tension between the profession and administration. Fourth, new public management (NPM) is often the framework or background for understanding change in hospitals or manager roles in the articles. Fifth, the majority of the articles are focusing on management as a general key concept.

RESEARCH LIMITATIONS/IMPLICATIONS

The search was limited to the period 2000-2016 and have only included articles published in English. There are several limitations around these choices: first, research published in a language other than English (i.e. Norwegian, Swedish, Finnish or Danish) are excluded. Second, it may take years before consequences of hospital reforms have impact on management and manager roles. Some of the articles are published relatively shortly after the implementation of the reform. Third, many factors in a reform have impact on management or manager roles, thus it is challenging to give simple explanations.

PRACTICAL IMPLICATIONS

The authors would welcome a more pluralistic approach, and contributions that are not quite so busy describing and criticizing the NPMization of hospitals and management. In particular, the authors look forward to more research on how other reform trends, such as NPG, affect management in hospitals.

ORIGINALITY/VALUE

This review summarizes the literature on how academic literature (2000-2016) - in a Nordic reform context - has dealt with management in hospitals. The study reflects upon the academic literature per se. There are tendencies to explore reforms and management with some conceptual equivalence.

International Nursing: Nurse Managers' Leadership and Management Competencies Assessed by Nursing Personnel in a Finnish Hospital

The aim of this research was to describe nurse managers' leadership and management competencies (NMLMC) from the perspective of nursing personnel. Nurse managers are responsible for the management of the largest professional group in social and health care. The assessment of NMLMC is needed because of their powerful influence on organizational effectiveness. An electronic survey was conducted among the nursing personnel (n = 166) of 1 Finnish hospital in spring 2016. Nursing personnel assessed their manager using a NMLMC scale consisting of general and special competences. The data were statistically analyzed. Leadership and management competencies were assessed as being quite good by the nursing personnel. The best-assessed area of general competence was professional competence and credibility and the weakest was service initiation and innovation. The best-assessed area of special competence was substance knowledge and the weakest was research and development. The nursing personnel's assessment of their nurse manger's competencies was associated with the personnel's education level, working experience, and with their knowledge of the manager's education. Conclusion was made that nursing personnel highly value professional competence as part of nursing leadership and management. To achieve more appreciation, nurse managers have to demonstrate their education and competence. They must also work in more open and versatile ways with their nursing personnel.

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

BACKGROUND

NUMs' job description in Icelandic hospitals has been revised and now also includes managerial and financial responsibilities.

AIM

To describe the actual work activities of nurse unit managers (NUMs) in surgical and internal medicine services as self-documented and reflected in their job description.

DESIGN

Prospective exploratory study.

METHOD

The study's setting was the largest hospital in Iceland. Data were collected over 7 days from NUMs working on surgical and medical units with an activity diary listing five domains and 41 activities: 'management and planning' (seven activities), 'staff responsibility (seven activities), 'direct clinical work' (five activities), 'service' (12 activities) and 'other' (nine activities).

RESULTS

The managers' spent most of their time within the 'other' domain (32% of their time), then the next significant amount of time on 'management and planning' and 'clinical nursing' (19%), and the least amount of time on 'service' (14%). All reported working on two or more activities simultaneously. NUMs made erroneous estimations approximately half of the time about the domain they spent most of their time in and their satisfaction with their work each day varied greatly.

CONCLUSION

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

Time allocation and temporal focus in nursing management: an integrative review

AIM

To describe the time allocation and temporal focus in nursing management.

BACKGROUND

There is limited information about the time allocation and temporal focus of nursing management activities. The role of nurse administrators is changing, resulting in challenges related to time management.

METHODS

Published literature in 2005-2014 related to the time allocation or temporal focus of nurse administrators' management activities was retrieved from five databases, and an integrative review was conducted. Data extraction, quality assessment and quantitative content analysis were performed for eight reviewed articles.

RESULTS

Daily reactive management activities and administrative routines were dominant in the nurse administrators' work, and strategic, proactive activities were scarce. Their daily work was fragmented by a variety of activities and numerous interruptions.

CONCLUSION

Little information exists about time allocation or temporal focus in nurse administrators' management activities. Further research on this topic is needed. The evidence was fairly modest, although the studies' results were generally similar.

IMPLICATIONS FOR NURSING MANAGEMENT

These results can be used to clarify the job descriptions of nurse administrators and to plan and focus their education and training. Organisations need to use evidence to standardise the job descriptions of different levels of nurse managers and directors.

Is the first-line nursing managers’ power congruent with that of the nursing group?

Aim

This research examined the relationship between nursing managers’ power and nursing group power in public health service organizations.

Approach/Methods

A cross-sectional survey of first-line nurse managers ( n = 264) from 11 Finnish hospitals was conducted. The power of nurse managers and nursing groups was examined through two reliable instruments: the Nursing Managers’ Power instrument and the Sieloff-King Assessment of Group Power within Organizations instrument©.

Findings

The power of nurse managers was perceived to be moderate on a 5-point Likert scale. Managers reported that they gained the most power from their role and position as a nursing manager, and lastly, from their resources. The power of nurse managers correlated no more than moderately with nursing group power.

Implications for Nursing Management

Organizations need to ensure that nursing managers have the power and opportunity to influence nursing goals and outcomes.

Context and the leadership experiences and perceptions of professionals

Purpose

– Leadership studies which focus on categorising leadership styles have been critiqued for failure to consider the lived experience of leadership. The purpose of this paper is to use the framework of Jepson’s model of contextual dynamics to explore whether this framework assists understanding of the “how and why” of lived leadership experience within the nursing profession.

Design/methodology/approach

– Themes for a purposeful literature search and review, having regard to the Jepson model, are drawn from the contemporary and dynamic context of nursing. Government reports, coupled with preliminary interviews with a nurse leadership team, guided selection of contextual issues.

Findings

– The contextual interactions arising from managerialism, existing hierarchical models of leadership and increasing knowledge work provided insights into leadership experience in nursing, in the contexts of professional identity and changing educational and generational profiles of nurses. The authors conclude that employing a contextual frame provides insights in studying leadership experience. The author propose additions to the cultural and institutional dimensions of Jepson’s model.

Practical implications

– The findings have implications for structuring and communicating key roles and policies relevant to nursing leadership. These include the need to: address perceptions around the legitimacy of current nursing leaders to provide clinical leadership; modify hierarchical models of nursing leadership; address implications of the role of the knowledge workers.

Originality/value

– Observing nursing leadership through the lens of Jepson’s model of contextual dynamics confirms that this is an important way of exploring how leadership is enacted. The authors found, however, the model also provided a useful frame for considering the experience and understanding of leadership by those to be led.

Effectiveness of nursing management information systems: a systematic review

Objectives

The purpose of this study was to review evaluation studies of nursing management information systems (NMISs) and their outcome measures to examine system effectiveness.

Methods

For the systematic review, a literature search of the PubMed, CINAHL, Embase, and Cochrane Library databases was conducted to retrieve original articles published between 1970 and 2014. Medical Subject Headings (MeSH) terms included informatics, medical informatics, nursing informatics, medical informatics application, and management information systems for information systems and evaluation studies and nursing evaluation research for evaluation research. Additionally, manag^* and admin^*, and nurs^* were combined. Title, abstract, and full-text reviews were completed by two reviewers. And then, year, author, type of management system, study purpose, study design, data source, system users, study subjects, and outcomes were extracted from the selected articles. The quality and risk of bias of the studies that were finally selected were assessed with the Risk of Bias Assessment Tool for Non-randomized Studies (RoBANS) criteria.

Results

Out of the 2,257 retrieved articles, a total of six articles were selected. These included two scheduling programs, two nursing cost-related programs, and two patient care management programs. For the outcome measurements, usefulness, time saving, satisfaction, cost, attitude, usability, data quality/completeness/accuracy, and personnel work patterns were included. User satisfaction, time saving, and usefulness mostly showed positive findings.

Conclusions

The study results suggest that NMISs were effective in time saving and useful in nursing care. Because there was a lack of quality in the reviewed studies, well-designed research, such as randomized controlled trials, should be conducted to more objectively evaluate the effectiveness of NMISs.

Perpetuating 'New Public Management' at the expense of nurses' patient education: a discourse analysis

This study aimed to explore the conditions for nurses' daily patient education work by focusing on managers' way of speaking about the patient education provided by nurses in hospital care. An explorative, qualitative design with a social constructionist perspective was used. Data were collected from three focus group interviews and analysed by means of critical discourse analysis. Discursive practice can be explained by the ideology of hegemony. Due to a heavy workload and lack of time, managers could 'see' neither their role as a supporter of the patient education provided by nurses, nor their role in the development of nurses' pedagogical competence. They used organisational, financial, medical and legal reasons for explaining their failure to support nurses' provision of patient education. The organisational discourse was an umbrella term for 'things' such as cost-effectiveness, which were prioritised over patient education. There is a need to remove managerial barriers to the professional development of nurses' patient education. Managers should be responsible for ensuring and overseeing that nurses have the prerequisites necessary for providing patient education as well as for enabling continuous reflective dialogue and opportunities for learning in practice.

Comparing nurse managers and nurses' perceptions of nurses' self-leadership during capacity building

AIMS

This paper compares the perceptions of nurse managers and nurses about self-leadership of professional nurses while taking ownership of capacity building during unit management.

BACKGROUND

The Nursing Strategy for South Africa states that the competency of nurses is dependent upon factors that lead to capacity building.

METHOD

A quantitative design was followed by conducting a survey. The target population included nurse managers and professional nurses working at an academic public hospital in the Gauteng Province of South Africa.

RESULTS

The findings indicate shortcomings in relation to advising professional nurses about self-direction while taking ownership of their daily pressures and stresses associated with unit management.

CONCLUSION

Professional nurses should develop their confidence by focusing on their self-leadership strengths when managing a unit.

IMPLICATIONS FOR NURSE MANAGERS

Recommendations are made to promote self-leadership while taking ownership of nurses during capacity building of unit management.

Measuring first-line nurse manager work: instrument: development and testing

OBJECTIVE

The objective of this study was to develop and test a 1st-line nurse manager (FLNM) work instrument to measure categories of work and frequency of activities.

BACKGROUND

First-line nurse managers have been demonstrated to be key contributors in meeting organizational outcomes and patient and nurse satisfaction. Identifying the work of FLNMs is essential to help in the development of prioritization and sequence. The need for an instrument that can measure and categorize the work of FLNMs is indicated.

METHODS

The author-developed instrument was administered as a pilot study to 173 FLNMs in New Jersey. Descriptive statistics were analyzed, and validity and reliability were measured.

RESULTS

Content validity was established through 2 focus groups using 10 FLNMs and conducting a survey of 5 chief nursing officers. Reliability was assessed by 13 of 16 FLNM participants using the test/retest method and quantified using percent agreement within a 10-day period. Those items with 70% agreement or more were identified as reliable and retained on the instrument.

CONCLUSIONS

The content validity of the instrument is strong; further refinement and testing of the tool are indicated to improve the reliability and generalizability across multiple populations of leaders and settings.

Leadership in context: Insights from a study of nursing in Western Australia

This paper investigates the importance of integrating context when analysing the role and practice of leadership within a specific organization or profession. It does this with reference to a study of nursing in Western Australia. Using theoretical sampling, qualitative data were collected through interviews and focus groups with targeted stakeholders in Western Australia’s public health system. The main purpose of the data collection and analysis was to identify perceptions and understandings of leadership among key stakeholders. Findings emerged which identified the importance of considering specific dimensions of the cultural, social and institutional context in order to understand the practice and experience of leadership among nurses in the Western Australian public health sector.

A review on leadership of head nurses and patient safety and quality of care

PURPOSE

The purpose of the study was to explore in literature what different leadership styles and behaviors of head nurses have a positive influence on the outcomes of patient safety or quality of care.

DESIGN/METHODOLOGY/APPROACH

We reviewed the literature from January 2000 until September 2011. We searched Pubmed, Embase, Cinahl, Psychlit, and Econlit.

FINDINGS

We found 10 studies addressing the relationship between head nurse leadership and safety and quality. A wide array of styles and practices were associated with different patient outcomes. Transformational leadership was the most used concept in the studies. A trend can be observed over these studies suggesting that a trustful relationship between the head nurse and subordinates is an important driving force for the achievement of positive patient outcomes. Furthermore, the effects of these trustful relationships seem to be amplified by supporting mechanisms, often objective conditions like clinical pathways and, especially, staffing level.

VALUE/ORIGINALITY

This study offers an up-to-date review of the limited number of studies on the relationship between nurse leadership and patient outcomes. Although mostly transformational leadership was found to be responsible for positive associations with outcomes, also contingent reward had positive influence on outcomes. We formulated some comments on the predominance of the transformational leadership concept and suggested the application of complexity theory and political leadership for the current context of care. We formulated some implications for practice and further research, mainly the need for more systematic empirical and cross cultural studies and the urgent need for the development of a validated set of nurse-sensitive patient outcome indicators.

Patient information and participation still in need of improvement: evaluation of patients' perceptions of quality of care

AIMS

To identify areas in need of quality improvement by investigating inpatients' perceptions of quality of care, and to identify differences in perceptions of care related to patient gender, age and type of admission.

BACKGROUND

Nursing managers play an important role in the development of high-quality care.

METHODS

Quality of care was assessed using the Quality from the Patients' Perspective (QPP). In all, 2734 inpatients at a Swedish university hospital completed the QPP.

RESULTS

Inadequate quality was identified for 15 out of 24 items, e.g. information given on treatment and examination results, opportunities to participate in decisions related to care and information on self-care. Patients with emergency admissions reported lower scores for quality of information and doctors' care than did patients with planned admissions.

CONCLUSION

Results from the present survey identified areas in need of quality improvement and differences in perceived care quality between patients. Quality of care must be developed in close collaboration with other healthcare professionals; in this respect, nursing managers could play an important role.

IMPLICATIONS FOR NURSING MANAGEMENT

Nursing managers could play a more active part in measuring quality of care, and in using results from such measurements to develop and improve quality of care.