OJL  Vol.2 No.3 , September 2013
How Staff RNs Perceive Nurse Manager Roles
ABSTRACT

Purpose: Nurse managers’ behaviors and job satisfaction are commonly addressed in the literature; however, registered nurse perceptions of nurse manager behaviors provide a unique perspective that may inform future strategies designed to enhance RN job satisfaction. The purpose of this study was to assess the perceptions of registered nurses that were explored through focus groups to learn the behaviors of nurse managers that most influence registered nurse’s job satisfaction. Methods: Five focus groups were conducted through semi-structured interviews of a total of 28 RNs to provide data that were coded through qualitative content analysis for themes. Findings: The findings provide nurse managers with data related to the perceptions of RNs and the behaviors of managers that influence job satisfaction. In relation to the focus group’s discussions, a disconnection was identified between the perceptions of the RNs regarding their actual work issues and the nurse manager’s role on the hospital unit. There were five themes that emerged in the category of RNs perceived disconnect between work issues and the manager’s role. The daily role, manager meeting time, visibility of nurse managers, no longer a nurse, and RN preferences for the nurse manager role. Conclusion: Findings support past research in relation to the perceptions of RNs wanting to be respected, included in communication, and the need to feel cared for by nurse managers to have higher levels of job satisfaction. This study provided findings important to staff nurses, nurse managers and administration. There is a need for administrator support for nurse manager’s ability to spend more time on the unit with RNs to attend to direct care provider relationships and team building through communication with staff is a recommended approach for decreasing the disconnect between RNs and nurse managers.


Cite this paper
Feather, R. & Ebright, P. (2013). How Staff RNs Perceive Nurse Manager Roles. Open Journal of Leadership, 2, 63-67. doi: 10.4236/ojl.2013.23008.
References
[1]   Aiken, L., Clarke, S., Sloane, D., Sochalski, J., Busse, R., Clarke, H., & Shamian, J. (2001). Nurses’ reports on hospital care in five countries. Health Affairs, 20, 43-53. doi:10.1377/hlthaff.20.3.43

[2]   American Nurses Association (2008). ANA’s health system reform agenda. http://www.nursingworld.org

[3]   Force, M. (2005). The relationship between effective nurse managers and nursing retention. Journal of Nursing Administration, 35, 336-341.

[4]   Gormley, D. (2011). Are we on the same page? Staff nurse and manager perceptions of work environment, quality of care and anticipated nurse turnover. Journal of Nursing Management, 19, 33-40.

[5]   Herrin, D., & Spears, P. (2007). Using nurse leader development to improve nurse retention and patient outcomes. Nursing Administration Quarterly, 31, 231-243. doi:10.1097/01.NAQ.0000278937.49491.34

[6]   Hersey, P., & Blanchard, K. (1977). Management and organizational behavior. Englewood Cliffs, NJ: Prentice-Hall.

[7]   Kramer, M., Maguire, P., Schmalenberg, C., Brewer, B., Burke, R., Chmielewski, L., & Waldo, M. (2007). Nurse manager support. What is it? Structures and practices that promote it. Nursing Administration Quarterly, 31, 325-340. doi:10.1097/01.NAQ.0000290430.34066.43

[8]   Kramer, M., Schmalenberg, C., & Maguire, P. (2008). Essentials of a magnetic work environment. http://www.nursing2008.com

[9]   Morgan, D. (1998). Why should you use focus groups? In M. Flemming, & D. Alexsen (Eds.), The focus group guidebook: Focus group kit 1 (pp. 9-16). Thousand Oaks, CA: Sage.

[10]   Sandelowski, M. (1995). Qualitative analysis: What it is and how to begin. Research in Nursing & Health, 18, 371-375. doi:10.1002/nur.4770180411

[11]   Schmalenberg, C., & Kramer, M. (2009). Nurse manager’s support: How do staff nurses define it? Critical Care Nurse, 29, 61-69. doi:10.4037/ccn2009366

[12]   Sellgren, S., Ekvall, G., & Tomson, G. (2006). Leadership styles in nursing management: Preferred and perceived. Journal of Nursing Management, 14, 348-355. doi:10.1111/j.1365-2934.2006.00624.x

[13]   Shirey, M., Ebright, P., & McDaniel, A. (2013). Nurse manager cognitive decision-making a midst stress and work complexity. Journal of Nursing Management, 21, 17-30. doi:10.1111/j.1365-2834.2012.01380.x

[14]   Shirey, M., Ebright, P., & McDaniel, A. (2008). Sleepless in America. Nurse managers cope with stress and complexity. The Journal of Nursing Administration, 38, 125-131. doi:10.1097/01.NNA.0000310722.35666.73

[15]   Shobbrook, P., & Fenton, K. (2002). A strategy for improving nurse retention and recruitment levels. Professional Nursing, 17, 534-536.

[16]   Stuenkel, D., Nguyen, S., & Cohen, J. (2007). Nurse perceptions of their work environment. Journal of Nursing Care Quarterly, 22, 337-342. doi:10.1097/01.NCQ.0000290415.50263.e6

[17]   Utriainen, K., & Kyngas, H. (2009). Hospital nurses’ job satisfaction: A literature review. Journal of Nursing Management, 17, 1002-1010.

 
 
Top