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

Madsen, Johanna Bjerregård; Kaila, Arja; Vehviläinen‐Julkunen, Katri; Miettinen, Merja

doi:10.1111/jonm.12411

Cited by 31 publications

(53 citation statements)

References 40 publications

(163 reference statements)

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“…Previous research has explored the tensions and stressors for nurse managers in clinical‐managerial hybrid roles (Burgess & Currie, ; Hewko et al, ; Labrague et al, ). However, surprisingly little is known about what nurse managers do (Bjerregård Madsen et al, ), especially their level of engagement in clinical care activities. The primary purpose of the national survey on which this paper is based was to delineate advanced practice nursing roles from other types of nursing roles.…”

Section: Discussionmentioning

confidence: 99%

“…A growing body of research has demonstrated the stressors and tensions inherent in performing these clinical‐managerial hybrid roles (Burgess & Currie, ; Hewko, Brown, Fraser, Wong, & Cummings, ; Labrague et al, ). However, there is much less research on nurse managers' level of engagement in the diverse activities that comprise their roles (Bjerregård Madsen, Kaila, Vehviläinen‐Julkunen, & Miettinen, ), in particular the balance between clinical and other responsibilities. This paper addresses this gap in our understanding of nurse manager roles through a secondary analysis of data from a national survey of Australian registered nurses.…”

Section: Introductionmentioning

confidence: 99%

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Manager, clinician or both? Nurse managers' engagement in clinical care activities

et al. 2019

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In most health systems, nursing wards and departments are run by an experience registered nurse (RN) appointed to a management position, combining the clinical leadership of nurses with the managerial responsibilities of operations. These nurse managers play a crucial role in the organisation and delivery of health services: creating environments where nurses can provide quality patient care, while ensuring that organisational imperatives are met (Labrague, Abstract Aim: To explore the extent of Australian nurse managers' engagement in clinical care activities.Background: Hybrid nurse manager roles lack clarity in the optimal balance between the clinical and other activities, resulting in stress and challenges in recruiting and retaining nurse managers. Methods: In a national survey using the Advanced Practice Role Delineation tool, Australian nurses self-assessed their level of engagement in activities across five domains of nursing practice. The subset sample analysed comprised 2,758 registered nurses, 390 clinical (front-line) nurse managers and 43 organisational (middle) nurse managers. Median domain scores were compared with non-parametric tests of difference. Results: Clinical nurse managers were in a hybrid role, reporting high levels of engagement across the domains. Lower scores observed for organisational nurse managers highlight the shift to strategy-focussed activities that occurs as nurses up the management hierarchy. Conclusions: By indicating their engagement in the clinical care domain, respondents demonstrated that clinically focused activities were not entirely lost from either front-line or middle-management roles. Implications for Nursing Management: Nurse managers equipped with clinical and management skills, and allowed time to remain engage in clinical care activities are critical for patient-centred and cost-effective care in today's complex health care environments. K E Y W O R D S clinical care, direct care, hybrid manager, nurse manager, role delineation

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Section: Discussionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Manager, clinician or both? Nurse managers' engagement in clinical care activities

et al. 2019

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“…Similar to staff nurses, nurse leaders, including nurse managers and executives, are exposed to high demands and stressors, including multiple and complex priorities with frequent interruptions, and long work hours (Bjerregård Madsen et al . ). Nurse leaders’ experiences with fatigue may also have important implications for how they view fatigue and their ability to effectively create and sustain healthy work environments within the health care system (Connaughton & Hassinger ).…”

Section: Introductionmentioning

confidence: 97%

Exploring nurse leader fatigue: a mixed methods study

et al. 2017

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“…As an extensive concept in various managerial domains, time management refers to a series of activities to improve time utilization rate, make effective use of time and achieve the goals of individuals or organizations (Macan, Gibson, & Cunningham, ). Effective time management contributes to better job performance, enables individuals to cope with daily work more freely and enhances job satisfaction (Belal Said, ; Bjerregård Madsen, Kaila, Vehviläinen‐Julkunen, & Miettinen, ; Kaya, Kaya, Palloş, & Küçük, ). Furthermore, time management affects personal emotion, working atmosphere and psychology to some extent (Poulin‐Tabor et al, ; Wallis et al, ).…”

Section: Introductionmentioning

confidence: 99%

Time management disposition and related factors among nursing managers in China: A cross‐sectional study

et al. 2020

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Aim The purpose of this study was to gain a general overview of the time management disposition of clinical nursing managers in China and its related factors. Background Effective time management is important for managers to achieve organizational goals. However, there is a lack of big‐sample research exploring the impact of psychological and socio‐demographic characteristics on time management disposition. Method The study adopted a cross‐sectional and descriptive design; 531 nursing managers from seven regions of China were recruited. Results The nursing managers performed best on sense of time's value, followed by time monitoring ability and sense of time efficacy. Time management disposition was predicted by self‐efficacy, SDS scores, managerial experience, the character strength of self‐control and number of children. Conclusion The “norm” level of the Chinese clinical nursing managers' time management disposition was at a favourable level, but these managers performed poorly in the aspect of time monitoring. It is recommended that actions be taken to improve nursing managers' time management disposition in order to maximize their time‐use efficiency and enhance the quality of nursing management. Implications for Nursing Management A greater understanding of nursing managers' time management disposition will provide a reference for subsequent actions to improve nursing managers' time management behaviour, which in turn will improve the quality and efficiency of nursing management.

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

Abstract: 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.

Cited by 31 publications

References 40 publications

Manager, clinician or both? Nurse managers' engagement in clinical care activities

Manager, clinician or both? Nurse managers' engagement in clinical care activities

Exploring nurse leader fatigue: a mixed methods study

Time management disposition and related factors among nursing managers in China: A cross‐sectional study

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