Effects of Head Nurses' Managerial Competencies and Professional Nurse Autonomy in Nursing Performance.
10.11111/jkana.2014.20.4.437
- Author:
Young Soon KIM
1
;
Yong Sook EO
;
Nae Young LEE
Author Information
1. General Surgical Ward, Pusan National University Hospital, Korea.
- Publication Type:Original Article
- Keywords:
Nurse;
Clinical competency;
Professional autonomy;
Employee performance appraisal
- MeSH:
Employee Performance Appraisal;
Head*;
Nursing*;
Nursing, Supervisory;
Professional Autonomy;
Tertiary Care Centers
- From:Journal of Korean Academy of Nursing Administration
2014;20(4):437-445
- CountryRepublic of Korea
- Language:Korean
-
Abstract:
PURPOSE: The aim in this study was to identify head nurses' nursing performance according to their managerial competencies and professional nurse autonomy. METHODS: From January 15 to January 31, 2013 a survey was distributed to 200 head nurses working in 5 tertiary hospitals in B city and J city. The response rate was 80% (160 responses). The survey content included the Managerial Competencies Scale (MCS), Schutzenhofer professional nurse autonomy Scale (SPNA), and Nursing Performance Scale (SPNA). RESULTS: The score for MCS was 4.53, for SPNA, 177.05, and for SPNA, 4.62. Nursing performance was related to managerial competencies (beta=0.741; p<.001; SE=0.059) and professional autonomy (beta=0.135; p=.010; SE=0.001). These factors accounted for 64.8~67.3% of the variability in nursing performance. CONCLUSION: Results indicate that head nurses' performance would be improved through increased nursing managerial competencies and expansion of professional autonomy suggesting a need to develop work systems designed to achieve high managerial competency and professional autonomy in head nurses.
