00000cam a22000004a 4500 UP-1685523046125428767 Buklod 20230503092606.0 a r |||| u| ta 060815s1996 xx |||| r |||| u| d (iLib)UPMNL-00000056188 LG 995 1996 N8 M65 Molon, Edna Del Rosario. The effects of empowered nursing management on the job performance of the head nurse as perceived by staff nurses Edna Del Rosario Molon. 148 leaves. Thesis (Master of Arts in Nursing)--University of the Philippines Manila. Back in the '70s, empowerment of nurses was unthikable as medicine has historically lorded it over the health field. The '80s brought the concepts of accountability, participation, partnership and decentralization to the fore. Nurses in the Western world rallied to practice without numerous and professionally extraneous restraints, calling consequently for a restructuring of the work environment to allow for growth and self-determination. High level participation of allied health professionals, team work, trust, risk-taking and willingness to practice equity in both role and relationship became the battle cry. To facilitate the transformation, the nurse leader must engage in empowered nursing management, the practice of working with and through others through decision-making aimed at controlling one's practice. It entails, among other thins, being able to make decisions without having to go to the top, a creative yet risk taking behavior essential to empowerment.This study sought to determine the extent to which head nurses in selected private tertiary hospitals practice empowered nursing management (if at all present). It, likewise, posited the following hypotheses:H1: There is a significant relationship between selected socio-demographic characteristics of the head nurse (age, sex, civil status, education and years of experience as a head nurse) and empowered nursing management.H2: There is a significant relationship between empowered nursing management and the head nurse's job performance.As empowered nursing management manifests itself in self-governance through patient, personnel and unit management, practice partnership with other health professionals and participative management, the practice of empowerment in nursing management was measured along these criteria.This study was conducted in seven (7) private tertiary hospitals with 250 and more bed capacity in the city of Manila and Quezon City. The study sample was composed of 83 randomly selected day-duty head nurses whose practice of empowered nursing management were rated by two randomly selected permanent staff nurses (N = 166) who have been wit her for at least a year or so to prevent self-reports that did not reflect actual behavior. The head nurses' job performance was rated by 39 supervisors under whose jurisdiction they fell.A two-part questionnaire was designed by the investigator after literature review and interviews with nurse managers of UP-PGH Medical Center to extract additional concepts on head nurse decision-making in her area. The first part of the research tool asked for personal data of the respondents. The second part was a 30-item situational tool that tested the head nurse's decision-making skill. To be considered an empowered manager, the head nurse must get - 4 of the empowered choices in all components of empowered nursing management. Thus, a total correct score of - 20 can only mean an empowered practice if all components (self-governance has three sub-components) were satisfied. Much importance was placed on self-governance because the decisions to be made there were in the immediate area of responsibility of the head nurse. Questionnaire given to both head nurse and staff nurse were the same, with only one difference. Part 1 for the staff nurse asked for her years of experience under the particular head nurse to ensure that the one-year as subordinate criterion was met. For the head nurse, part 1 asked for her years of experience as a head nurse. Only part 1 from the head nurse's questionnaire was utilized.The performance evaluation, a 13-item tool that rated the compentencies of the head nurse, was a separate sheet given to the supervisor. Scores were averaged and graded as Poor (1), Unsatisfactory (2), Satisfactory (3), Very Satisfactory (4) and Outstading (5).Although there was a big turnout of empowered head nurses on the aspect of practice partnership, the investigator had reservations regarding the findings as, upon review of the answers, the head nurses were found to be overly deferential in the manner by which they interacted/collaborated with the doctor. Despite a carefully worded empowered choice that inferred respect but shoed empowerment nonetheless, the head nurses still attached the words nicely or respectfully whenever giving suggestions.Positive findings on the last two major components of empowered nursing management, however, did not mean that the head nurses can lay claim to being empowered managers as the self-governance component was not satisfied. How could one exercise control outside her area of responsibility if she could not even have control of her practice in her own turf?2. Using Pearson's product moment correlation, chi-square and Fisher's exact tests (where valid), the findings for H1 lead to the conclusion that there is no significant relationship between selected socio-demographic characteristics of the head nurse and empowered nursing management. The findings on sex and educational attainment were inconclusive because of the homogenesity of the sample (only eight males) and the sample size (four with unites beyond BSN), respectively. The findings on age, civil status and years of experience did not show any significant correlation with empowered nursing management as well. When tested per component of empowered nursing management, however, the only positive relationship was shown to exist between years of experience and participative management. The least experienced in their position (1 year - 4 years) showed more empowerment than those with 4 yeas experience. The variables of age and civil status remained not significantly related to empowered nursing management, per component.3. Using Pearson's product moment correlation for H2, there was no significant relationship between empowered nursing management and the job performance of the head nurse. Findings show that despite being empowered, the head nurses invariable show performances ranging from unsatisfactory to outstanding, with majority of the sample exhibiting very satisfactory job rating (N=39). Although this was the case, some head nurses' corresponding score on empowerment was only two (2) or four (4) out of 30 questions.Broken down to its components, however, empowered nursing management showed an inverse correlation between personnel management and job performance. Those with very satisfactory/outstanding work performance were not empowered.The findings of the study signal hospital and nursing administrators and nursing educators to open their eyes to the need of nurses to actively participate in matters that affect them in order to have their vital role in the health care delivery system recognized. For the administrators, there is a need to re-do or undo job descriptions to include responsibilities and competencies reflecting the times and allow nurses opportunities to make decisions within their scope of competencies. For nursing educators, the addition of leadership and assertiveness training course to the school's curriculum is needed to enable nurses to carry through the task of providing an even better quality of care through empowered actions. Likewise, it is incumbent upon them to apply a stricter screening process for prospective nurses who will prove capable of carrying the touch for the nursing profession not only in terms of clinical skills but also in the area of empowerment. Nurse administrators. UPMNL NURS LG 995 1996 N8 M65 Book