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Kim, Eo, and Lee: Effects of Head Nurses' Managerial Competencies and Professional Nurse Autonomy in Nursing Performance
Original Article

Journal of Korean Academy of Nursing Administration 2014; 20(4): 437-445.

Published online: 30 September 2014

DOI: https://doi.org/10.11111/jkana.2014.20.4.437

Effects of Head Nurses' Managerial Competencies and Professional Nurse Autonomy in Nursing Performance

Young Soon Kim1, Yong Sook Eo2, Nae Young Lee3

1General Surgical Ward, Pusan National University Hospital, Korea.

2Department of Nursing, Dong Eui University, Korea.

3Department of Nursing, Silla University, Korea.

Corresponding author: Eo, Yong-Sook. Department of Nursing, Dongeui University, 76 Eomgwang-ro, Busanjin_gu, Busan 614-714, Korea. Tel: +82-51-890-1557, Fax: +82-890-2621, nursingeo@deu.ac.kr

Received 29 May 2014       Revised 17 July 2014       Accepted 8 August 2014

Copyright © 2014 Korean Academy of Nursing Administration

(open-access):

This is an open access article distributed under the terms of the Creative Commons Attribution Non-Commercial License (http://creativecommons.org/licenses/by-nc/3.0/), which permits unrestricted non-commercial use, distribution, and reproduction in any medium, provided the original work is properly cited.

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 (β=0.741; p<.001; SE=0.059) and professional autonomy (β=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.

Keywords: Nurse, Clinical competency, Professional autonomy, Employee performance appraisal

Figures and Tables

Table 1
General Characteristics of the Participants (N=160)
jkana-20-437-i001
Table 2
Level of Managerial Competency, Professional Nurse Autonomy and Nursing Performance
jkana-20-437-i002
Table 3
Managerial Competency, Professional Nurse Autonomy and Nursing Performance according to General Characteristics (N=160)
jkana-20-437-i003

*p<.05

Table 4
Correlation Matrix of Study Variables
jkana-20-437-i004

PNA=Professional nurse autonomy.

Table 5
Multiple Regression Analysis for Predictors of Nursing Performance
jkana-20-437-i005

B=Unstandardized regression coefficient; β=Standardized regression coefficient; Obtained via listwise selection.

Notes

This work was supported by Dong Eui University Grant(No. 2014AA085)

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