Planning practices of Nurse Managers in Ghana
Abstract
Background: Nurse Managers (NMs) has 24-hour duty and responsible in the provision of quality and effective healthcare. Therefore, they are expected to identify trends or challenges, and formulate and implement innovations to assist their ward/unit accomplish the organizational goals. This means NMs are required to understand and effectively use planning as a critical tool for their responsibility. The study explored the planning practices of NMs at the unit level.
Methods: A quantitative exploratory design was used to examine the planning practices of NMs in the Greater Accra Region of Ghana. Data was gathered from 522 nurses in 19 healthcare facilities. Data analysis were performed using descriptive and multiple regression analysis.
Results: The finding show all the NMs plan at the unit. 59.8% of the NMs have quarterly plans. NMs spend between 60-79% of their time in planning at the unit. Socio-demographic characteristics of NM together explained 2.6% of planning practices. However, only experience as NM significantly contributed to the regression model.
Conclusion: Planning practices of NMs in this current study were relatively good and critical analysis of the results indicate that experience as NM was the only predictor of planning practice. This buttress the claim that experience as NM plays a pivotal role in ability to effectively plan at the unit.
Downloads
References
Anthony, M. K., Standing, T. S., Glick, J., Duffy, M., Paschall, F., Sauer, M. R., … Dumpe, M. L. (2005). Leadership and nurse retention: the pivotal role of nurse managers. The Journal of Nursing Administration, 35(3), 146–155. Retrieved from http://www.ncbi.nlm.nih.gov/pubmed/15761312
Asamani, J. A., Kwafo, E. O., & Ofei, A. M. A. (2013). Planning among nurse managers in district hospitals in Ghana. Nursing Management, 20(8), 26–32.
Asamani, J. A., Naab, F., & Ofei, A. M. A. (2016). Leadership styles in nursing management: implications for staff outcomes. Journal of Health Sciences, 6(1), 23–36.
Azaare, J., & Gross, J. (2011). The nature of leadership style in nursing management. British Journal of Nursing, 20(11).
Curtis, E. A., Sheerin, F. K., & De Vries, J. (2011). Developing leadership in nursing: The impact of education and training. British Journal of Nursing, 20(6), 344–352. https://doi.org/10.12968/bjon.2011.20.6.344
Griffith, M. B. (2012). Effective succession planning in nursing: A review of the literature. Journal of Nursing Management, 20(7), 900–911. https://doi.org/10.1111/j.1365-2834.2012.01418.x
Huston, C. (2008). Preparing nurse leaders for 2020. Journal of Nursing Management, 16, 905–911. https://doi.org/10.1111/j.1365-2834.2008.00942.x
Hutchinson, S., & Purcell, J. (2010). Managing ward managers for roles in HRM in the NHS: Overworked and under-resourced. Human Resource Management Journal, 20(4), 357–374. https://doi.org/10.1111/j.1748-8583.2010.00141.x
Jasper, M., & Crossan, F. (2012). What is strategic management? Journal of Nursing Management, 20(7), 838–846. https://doi.org/10.1111/jonm.12001
Johansson, G., Pörn, I., Theorell, T., & Gustafsson, B. (2007). A first-line nurse manager’s goal-profile. Journal of Clinical Nursing, 16(1), 149–159. https://doi.org/10.1111/j.1365-2702.2006.01446.x
John, S., Sharma, R., & Kumar Dhingra, M. (2013). Role of Employee Satisfaction in Influencing Patient Satisfaction. International Journal of Research Foundation of Hospital and Health Care Administration, 1(December), 13–18. https://doi.org/10.5005/jp-journals-10035-1003
Kvist, T., Voutilainen, A., Mäntynen, R., & Vehviläinen-Julkunen, K. (2014). The relationship between patients’ perceptions of care quality and three factors: Nursing staff job satisfaction, organizational characteristics and patient age. BMC Health Services Research, 14(1), 1–10. https://doi.org/10.1186/1472-6963-14-466
Lucas, V., Spence Laschinger, H. K., & Wong, C. A. (2008). The impact of emotional intelligent leadership on staff nurse empowerment: The moderating effect of span of control. Journal of Nursing Management, 16(8), 964–973. https://doi.org/10.1111/j.1365-2834.2008.00856.x
Marriner-Tomey, A. (2009). Guide to Nursing Management and Leadership (8th Editio). St. Louis, Mo. : Mosby Elsevier.
McCallin, A. M., & Frankson, C. (2010). The role of the charge nurse manager: a descriptive exploratory study. Journal of Nursing Management, 18(2007), 319–325. https://doi.org/10.1111/j.1365-2834.2010.01067.x
McGahan, M., Kucharskl, G., & Fiona, C. (2012) Nurse staffing levels and the incidence of mortality and morbidity in the adult intensive care unit: a literature review. Australian Critical Care 25, 64-77.
Ofei, A. M. A. (2015). Management practices of nurse managers in the Greater Accra Region. University of Ghana.
Ofei, A. M. A., Sakyi, E. K., Buabeng, T., Atindabila, S., & Mwini-nyaledzigbor, P. (2014). Perceived and Preferred Leadership Behavior of Nurse Managers at the Unit Level in the Greater Accra Region: A Mixed Method Approach. (February), 42–61.
Pillay, R. (2011). The skills gap in nursing management in the South African public health sector. Public Health Nursing, 28(2), 176–185. https://doi.org/10.1111/j.1525-1446.2010.00910.x
Platis, C., Reklitis, P., & Zimeras, S. (2015). Relation between Job Satisfaction and Job Performance in Healthcare Services. Procedia - Social and Behavioral Sciences, 175, 480–487. https://doi.org/10.1016/j.sbspro.2015.01.1226
Robbins, B., & Davidhizar, R. (2007). Transformational leadership in health care today. The Health Care Manager, 26(3), 234–239.
Salehi, S., Bahram, M., Hosseini, S. A., & Akhondzadeh, K. (2007). Critical thinking and clinical decision making in nurse. Iranian Journal of Nursing and Midwifery Research, 57(4), 289–296.
Shirey, M. R., McDaniel, A. M., Ebright, P. R., Fisher, M. L., & Doebbeling, B. N. (2010). Understanding nurse manager stress and work complexity: Factors that make a difference. Journal of Nursing Administration, 40(2), 82–91. https://doi.org/10.1097/NNA.0b013e3181cb9f88
Copyright (c) 2019 IJRDO - Journal of Health Sciences and Nursing (ISSN: 2456-298X)
This work is licensed under a Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 International License.
Author(s) and co-author(s) jointly and severally represent and warrant that the Article is original with the author(s) and does not infringe any copyright or violate any other right of any third parties, and that the Article has not been published elsewhere. Author(s) agree to the terms that the IJRDO Journal will have the full right to remove the published article on any misconduct found in the published article.
