Perception gaps for recognition behavior between staff nurses and their managers
Affiliation(s)
Department of Human Health Sciences, Kyoto University Graduate School of Medicine, Kyoto, Japan. Department of Nursing, Kansai University of Nursing and Health Sciences, Hyogo, Japan.
Department of Human Health Sciences, Kyoto University Graduate School of Medicine, Kyoto, Japan. Department of Nursing, Kansai University of Nursing and Health Sciences, Hyogo, Japan.
ABSTRACT
Nurse managers play a critical role in improving the work environment. Important leadership characteristics for nurse managers include visibility, accessibility, communication, recognition, and support. The nurse manager’s recognition behaviors strongly influence the job satisfaction of staff nurses. In our previous study, we investigated how staff nurses perceived the nurse manager’s recognition behaviors and revealed that there was a divergence in practical approaches to these behaviors between the nurse manager and the staff. We assume that one factor causing this divergence could be perception gaps between the nurse manager and the staff. The aim of this study, therefore, was to uncover what types of perception gaps exist between the nurse manager and staff nurses and whether the background of staff nurses, such as years of experience or academic background, could affect the staff nurses’ perceptions. This quantitative, cross-sectional study involved 10 hospitals in Japan. A total of 1425 nurses completed the questionnaire. The results showed that staff nurses considered “Respect job schedule preferences” to be the most important of the recognition behaviors. In contrast, nurse managers gave “Nurse manager meets with the staff nurses to discuss patient care and unit management” the highest score for importance. Four factors (marriage status, age, years of clinical experience, and training background) affected the professional awareness of recognition behaviors. Our results suggest that nurse managers need to consider these factors when they conduct recognition behaviors.
Nurse managers play a critical role in improving the work environment. Important leadership characteristics for nurse managers include visibility, accessibility, communication, recognition, and support. The nurse manager’s recognition behaviors strongly influence the job satisfaction of staff nurses. In our previous study, we investigated how staff nurses perceived the nurse manager’s recognition behaviors and revealed that there was a divergence in practical approaches to these behaviors between the nurse manager and the staff. We assume that one factor causing this divergence could be perception gaps between the nurse manager and the staff. The aim of this study, therefore, was to uncover what types of perception gaps exist between the nurse manager and staff nurses and whether the background of staff nurses, such as years of experience or academic background, could affect the staff nurses’ perceptions. This quantitative, cross-sectional study involved 10 hospitals in Japan. A total of 1425 nurses completed the questionnaire. The results showed that staff nurses considered “Respect job schedule preferences” to be the most important of the recognition behaviors. In contrast, nurse managers gave “Nurse manager meets with the staff nurses to discuss patient care and unit management” the highest score for importance. Four factors (marriage status, age, years of clinical experience, and training background) affected the professional awareness of recognition behaviors. Our results suggest that nurse managers need to consider these factors when they conduct recognition behaviors.
Cite this paper
Miyata, C. , Arai, H. and Suga, S. (2013) Perception gaps for recognition behavior between staff nurses and their managers. Open Journal of Nursing, 3, 485-492. doi: 10.4236/ojn.2013.37066.
Miyata, C. , Arai, H. and Suga, S. (2013) Perception gaps for recognition behavior between staff nurses and their managers. Open Journal of Nursing, 3, 485-492. doi: 10.4236/ojn.2013.37066.
References
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http://dx.doi.org/10.1002/nur.4770150109 [3] Blegen, M.A. (1993) Nurses’ job satisfaction: A metaanalysis of related variables. Nursing Research (New York), 42, 36. [4] Ozaki, F. (2003) Influence of head nurse recognition behavior to staff nurses’ job satisfaction. Niigata Medical Journal, 117, 155-161. [5] Spurgeon, A. and Cooper, C.L. (1997) Health and safety problems associated with long working hours: A review of the current position. Occupational and environmental medicine (London, England), 54, 367. [6] Scott, A. (2000) Shiftwork and health. Occupational and Environmental Medicine, 27, 1057-1077. [7] Harrington, J.M. (2001) Health effects of shift work and extended hours of work. Occupational and Environmental Medicine (London, England), 58, 68. [8] Costa, G., Lievore, F., Casaletti, G., et al. (1989) Circadian characteristics influencing interindividual differences in tolerance and adjustment to shiftwork. Ergonomics, 32, 373-385.
http://dx.doi.org/10.1080/00140138908966104 [9] Barton, J., Smith, L., Totterdell, P., et al. (1993) Does individual choice determine shift system acceptability? Ergonomics, 36, 93-99.
http://dx.doi.org/10.1080/00140139308967859 [10] Peters, V.P.J.M., Rijk, A.E. and Boumans, N.P.G. (2009) Nurses’ satisfaction with shiftwork and associations with work, home and health characteristics: A survey in the Netherlands. Journal of Advanced Nursing, 65, 2689.
http://dx.doi.org/10.1111/j.1365-2648.2009.05123.x [11] George, V., Burke, L., Rodgers, B., et al. (2002) Developing staff nurse shared leadership behavior in professional nursing practice. Nursing Administration Quarterly, 26, 44-59.
http://dx.doi.org/10.1097/00006216-200204000-00008 [12] Newhouse, R.P. and Mills, M.E.C. (2002) Enhancing a professional environment in the organized delivery system: Lessons in building trust for the nurse administrator. Nursing Administration Quarterly, 26, 67-75.
http://dx.doi.org/10.1097/00006216-200204000-00010 [13] Mark, B.A., Salyer, P.J. and Wan, T. (2003) Professional nursing practice: Impact on organizational and patient outcomes. Journal of Nursing Administration, 33, 224-234. http://dx.doi.org/10.1097/00005110-200304000-00008 [14] Hall, L.M. and Doran, D. (2004) Nurse staffing, care delivery model and patient care quality. Journal of Nursing Care Quality, 19, 27-33.
http://dx.doi.org/10.1097/00001786-200401000-00007 [15] Havens, D. and Aiken L.H. (1999) Shaping systems to promote desired outcomes: The magnet hospital. Journal of Nursing Administration, 29, 14-19.
http://dx.doi.org/10.1097/00005110-199902000-00006 [16] Tsukamoto, N., Yuki, T., Funaki, Y., et al. (2009) The influence of the head nurse from the viewpoint of the organizational climate on burnout among staff nurses. Journal of Japanese Society of Nursing Research, 32, 105-112. [17] Ohta, H. (2011) Shounin to motivation [Recognition and Motivation]. Dobunkann, Tokyo. [18] Shindul-Rothschild, J. (1995) Life-cycle influences on staff nurse career expectations. Nursing Management, 26, 40.
http://dx.doi.org/10.1097/00006247-199506000-00009 [19] Hirai, S., Ebi, M., Yamada, S., et al. (2002) The nurses’ needs to study at graduate schools. Bull. Aichi Pre. Coll. Nurse. Health, 8, 33-40. [20] Ida, M. and Fukuda, H. (2004) Impact of workplace support for nurses on the burn-out. The Journal of the Psychological Institute, Rissho University, 2, 77-88. [21] Takatani, Y. (2007) Transformational leadership by nurse managers and job satisfaction: As seen in relation to years of nursing experience and basic nursing education. UH CNAS, RINCPC Bulletin, 14, 93-105.
[1] Muya, M., Katsuyama, K. and Aoyama, H. (2009) An analysis of factors influencing job satisfaction of midcareer nurses at acute care hospitals. The Journal of the JANAP, 13, 14-23. [2] Blegen, M.A. (1992) Recognizing staff nurse job performance and achievements. Research in Nursing & Health, 15, 57-66.
http://dx.doi.org/10.1002/nur.4770150109 [3] Blegen, M.A. (1993) Nurses’ job satisfaction: A metaanalysis of related variables. Nursing Research (New York), 42, 36. [4] Ozaki, F. (2003) Influence of head nurse recognition behavior to staff nurses’ job satisfaction. Niigata Medical Journal, 117, 155-161. [5] Spurgeon, A. and Cooper, C.L. (1997) Health and safety problems associated with long working hours: A review of the current position. Occupational and environmental medicine (London, England), 54, 367. [6] Scott, A. (2000) Shiftwork and health. Occupational and Environmental Medicine, 27, 1057-1077. [7] Harrington, J.M. (2001) Health effects of shift work and extended hours of work. Occupational and Environmental Medicine (London, England), 58, 68. [8] Costa, G., Lievore, F., Casaletti, G., et al. (1989) Circadian characteristics influencing interindividual differences in tolerance and adjustment to shiftwork. Ergonomics, 32, 373-385.
http://dx.doi.org/10.1080/00140138908966104 [9] Barton, J., Smith, L., Totterdell, P., et al. (1993) Does individual choice determine shift system acceptability? Ergonomics, 36, 93-99.
http://dx.doi.org/10.1080/00140139308967859 [10] Peters, V.P.J.M., Rijk, A.E. and Boumans, N.P.G. (2009) Nurses’ satisfaction with shiftwork and associations with work, home and health characteristics: A survey in the Netherlands. Journal of Advanced Nursing, 65, 2689.
http://dx.doi.org/10.1111/j.1365-2648.2009.05123.x [11] George, V., Burke, L., Rodgers, B., et al. (2002) Developing staff nurse shared leadership behavior in professional nursing practice. Nursing Administration Quarterly, 26, 44-59.
http://dx.doi.org/10.1097/00006216-200204000-00008 [12] Newhouse, R.P. and Mills, M.E.C. (2002) Enhancing a professional environment in the organized delivery system: Lessons in building trust for the nurse administrator. Nursing Administration Quarterly, 26, 67-75.
http://dx.doi.org/10.1097/00006216-200204000-00010 [13] Mark, B.A., Salyer, P.J. and Wan, T. (2003) Professional nursing practice: Impact on organizational and patient outcomes. Journal of Nursing Administration, 33, 224-234. http://dx.doi.org/10.1097/00005110-200304000-00008 [14] Hall, L.M. and Doran, D. (2004) Nurse staffing, care delivery model and patient care quality. Journal of Nursing Care Quality, 19, 27-33.
http://dx.doi.org/10.1097/00001786-200401000-00007 [15] Havens, D. and Aiken L.H. (1999) Shaping systems to promote desired outcomes: The magnet hospital. Journal of Nursing Administration, 29, 14-19.
http://dx.doi.org/10.1097/00005110-199902000-00006 [16] Tsukamoto, N., Yuki, T., Funaki, Y., et al. (2009) The influence of the head nurse from the viewpoint of the organizational climate on burnout among staff nurses. Journal of Japanese Society of Nursing Research, 32, 105-112. [17] Ohta, H. (2011) Shounin to motivation [Recognition and Motivation]. Dobunkann, Tokyo. [18] Shindul-Rothschild, J. (1995) Life-cycle influences on staff nurse career expectations. Nursing Management, 26, 40.
http://dx.doi.org/10.1097/00006247-199506000-00009 [19] Hirai, S., Ebi, M., Yamada, S., et al. (2002) The nurses’ needs to study at graduate schools. Bull. Aichi Pre. Coll. Nurse. Health, 8, 33-40. [20] Ida, M. and Fukuda, H. (2004) Impact of workplace support for nurses on the burn-out. The Journal of the Psychological Institute, Rissho University, 2, 77-88. [21] Takatani, Y. (2007) Transformational leadership by nurse managers and job satisfaction: As seen in relation to years of nursing experience and basic nursing education. UH CNAS, RINCPC Bulletin, 14, 93-105.