Self-Perceived Performance-Based Training Needs of Senior Nurse Managers Working in United Christian Hospital: A Cross-Sectional Exploratory Study

Tsang, Lap Fung

doi:10.23937/2469-5823/1510069

Cited by 4 publications

(2 citation statements)

References 17 publications

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“…When new nurse managers are able to talk through situations with fellow colleagues and senior nurse leaders, ideas are created because situations are clarified. Nurse leaders need the training to help enhance their supervision/management of staff for professional nursing practice and support the achievement of career goals (Tsang et al, 2017). Delmatoff and Lazarus (2014) determined that leadership development with continuous improvement does not end upon the hiring of a manager.…”

Section: Nurse Manager Leadership Developmentmentioning

confidence: 99%

Leadership Strategies to Improve Nurse Retention

Colwell¹

2019

IJN

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The nursing shortage and high turnover rates are a problem in the United States. The purpose of this multiple case study was to explore leadership strategies that hospital senior nurse managers in the Rocky Mountain States use to improve nurse retention. Participants were 6 hospital senior nurse managers including 3 chief nursing officers, 1 assistant chief nursing officer, and 2 directors who had demonstrated effective leadership strategies in retention of nurses. The leadership-motivated excellence theory was the conceptual framework. Semi structured interviews with open-ended interview questions were used to collect data; organization websites and documents were used to help corroborate evidence for triangulation. Data were analyzed using Yin's data analysis method. The major themes were leadership and retention strategies. The leadership strategies were senior nurse managers guiding, coaching, and mentoring registered nurses, and the retention strategies were tools used to motivate and retain registered nurses. The results may bring about positive social change by providing hospitals with leadership strategies to retain nurses. Improved retention rates of registered nurses may enhance the competitive advantage for hospitals by improving patient satisfaction scores and improving care. This improvement may result in increased hospital reimbursements and may influence organizational commitment to improving patient outcomes.

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Section: Nurse Manager Leadership Developmentmentioning

confidence: 99%

Leadership Strategies to Improve Nurse Retention

Colwell¹

2019

IJN

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“…Widianto, Hariyati & Handiyani, (2017) menjelaskan tidak banyak studi yang membahas mengenai jenis pendidikan yang sesuai bagi kebutuhan perawat manajer. Tsang et al (2017) Persepsi tentang pentingnya pendidikan berkelanjutan yang dilakukan pada kepala ruangan sudah sangat baik. Pendidikan berkelanjutan sangat diperlukan dan sangat menunjang kompetensi.…”

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Pengembangan jenjang karir perawat manajer di rumah sakit

2020

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Becoming a Nurse Manager: A career track and system in hospitalBackground: Nurse career pathway is very effective to support career development, increase retention and facilitate self actualization of nurses. Regulations on the nurse manager’s career pathway are developed in line with the clinical nurse’s professional career pathway.Purpose: Identify and analyze needs related to the development of career path system for nurse managersMethod: A pilot project starting from data collection, problem analysis, problem priority setting, develop plan of action, implementation and evaluation. Respondents are the head nurseas many as 74 people and the nursing staff as many as 110 people. Problem analysis used fishbone diagrams.Results: The problem that arises is the lack of optimal development of manager nurses 'career levels caused by the absence of guidelines for manager nurses' career paths, the SOP has not been compiled yet, there are nurse managers who have DIII nursing education degree, many self-assessment results of the head nurses are still feeling incompetent, nursing staff perception about the ability of the head nurse is not optimal in carrying out their roles and functions .Conclusion: The implementation given as a solution to the problem that is making guidelines for nurse managers career pathway and writing the manuscript. The recommendation for hospitals is that guidelines are adopted so that the mechanism for career advancement can be implemented.Keywords: A career track; Competency, Continuous professional development; Nurse manager; HospitalPendahuluan: Jenjang karir perawat sangat efektif menunjang perkembangan karier, meningkatkan retensi, dan memfasilitasi aktualisasi diri perawat. Regulasi tentang jenjang karir perawat manajer mulai dikembangkan sejalan dengan jenjang karir professional perawat klinis.Tujuan: Mengidentifikasi dan menganalisis kebutuhan terkait pengembangan pola jenjang karir bagi para perawat manajerMetode: Pilot project mulai dari pengumpulan data, analisis masalah, penetapan prioritas masalah, penyusunan plan of action, implementasi dan evaluasi. Responden adalah kepala ruangan sebanyak 74 orang dan staf perawat sebanyak 110 orang. Analisis masalah dilakukan dengan menggunakan diagram fishbone.Hasil: Didapatkan masalah belum optimalnya pengembangan jenjang karir perawat manajer yang disebabkan belum adanya panduan pola jenjang karir perawat manajer, belum disusunnya SPO, masih ada perawat manajer yang berpendidikan DIII keperawatan, hasil self assessment kepala ruangan masih banyak yang merasa belum kompeten, staf perawat menilai kemampuan kepala ruangan belum optimal dalam menjalankan peran dan fungsinya.Simpulan: Implementasi yang diberikan sebagai solusi permasalahan yaitu membuat panduan pola jenjang karir perawat manajer. Rekomendasi bagi rumah sakit yaitu panduan disahkan hingga mekanisme peningkatan jenjang karir dapat diimplementasikan.

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