J Korean Acad Nurs Adm.  2014 Sep;20(4):437-445. 10.11111/jkana.2014.20.4.437.

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

• Kim YS
• Eo YS
• Lee NY

• KMID: 2321259
• DOI: http://doi.org/10.11111/jkana.2014.20.4.437

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.

Keyword

Nurse; Clinical competency; Professional autonomy; Employee performance appraisal

MeSH Terms

Employee Performance Appraisal
Head*
Nursing*
Nursing, Supervisory
Professional Autonomy
Tertiary Care Centers

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