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Abstract Work effectiveness has been elevated to the top of strategic human resources management challenges, acquiring the highest priority across all organizations. When the work within the organization is done effectively, employee satisfaction increases, labor costs are reduced and patient care improves. Additionally, work effectiveness increases readiness to change and coping with rapid growth, new nursing ventures, exciting opportunities and novel leadership and management approaches (Yeti,2020). Healthcare organizations are changing amid economic development and the rapid reforms of healthcare systems, combined with scientific advances and consumers‘ demand for better care. Whatever the reason, continuous change is required for nursing care success. So creation of healthy work environment requires effective nurse managers who have abilities to increase nurse morale, improve retention and decrease turnover (Kathryn et al., 2018). This study aimed to explore the relationship between work effectiveness among first line nurse managers and their readiness to change through answering the following questions; what are the levels of work effectiveness among first line nurse managers? What are the levels of readiness to change among first line nurse managers? And is there a relationship between work effectiveness and readiness to change? The study was conducted at Menoufia University Hospital at Shebin El-Kom, Shebin El-Kom Teaching Hospital and El-Helal Health Insurance Hospital at Shebin El-Kom. A descriptive correlational research design was used in conducting the study. Convenience sampling technique was used to choose all available first line nurse mangers (181) who have at least two year of experience in their position and accept to participate in the study. Two instruments were used to collect the data of this study; the first instrument was work effectiveness questionnaire that consists of two parts: Part one: The socio-demographic data of the study participants. Part two: consists of 50 items to assess the level of work effectiveness among first line nurse managers. The Second instrument was readiness to change scale. It consisted of 41 items related to the first line nurse managers’ readiness for hospital change. Instruments were tested for - 73 - validity and reliability and administered to subjects. Data were analysed using the appropriate tests. Results of the current study could be summarized as follow: 1- Less than half of study sample (47%) aged between (30 – <40) years old and most of them were married (82%). Furthermore, three quarter of nurse managers have bachelor degree in nursing (75%). Half of the study sample (50%) is working in university hospital. Concerning years of experience, more than half of the studied nurse managers (54%) had ≥ 10 years of experience in nursing while more than one third of them (40%) had (5 - < 10 ) years of experience in nursing management. 2- The total mean score of level of work effectiveness among first line nurse managers was (142,1±7,62), the highest mean score of work effectiveness was for job characteristics dimension (26,2±1,48,), while the lowest mean score was for empowerment (32,6±4.41) . Also, the majority of studied first line nurse managers had high level of work effectiveness (86.7%). 3- The total mean score of level of readiness to change among first line nurse managers was (112.4 5.1). The highest mean score was for appropriateness to change dimension (14.6 1,06),while the lowest mean score was for managerial support dimension (37.7 2.36), additionally, the majority of studied nurse managers (98.3%) had a high level of readiness to change. 4- Finally, there was a highly positive statistically significant correlation between level of work effectiveness and readiness to change among first line nurse managers. According to the study findings, it’s recommended through three levels: I- At hospital level: 1- Hospital administrators should pay attention to encouraging and training nurse mangers on using effective leadership styles according to different situations. Staff development departments should focus on providing training for nurse managers about leadership, empowerment strategies, change models and how to sustain and improve readiness to change among nurse. - 74 - 2- Strengthening open communication by conducting schedules for nurses meeting with their managers to reach a high level of work effectiveness. 3- Top hospital administrators should take into account first line nurse managers’ opinions regarding their work effectiveness and how to improve. 4- Provide a suitable opportunity for promotion and development for their nurses with a clear path of career, to help to retain effective nurses. 5- Provide an effective compensation program such as bonuses, flexible work hours, and fringe benefits to increase the commitment, work engagement, and retention of nurses. II-At educational level: 1- The new trend in nursing administration should be presented as an academic subject for under graduated and evaluated annually for renewal and addition. 2- Hosting educational workshops for nursing personnel in order to improve their communication skill. 3- Work effectiveness elements and planned change process should be incorporated as essential elements in the nursing curriculum. III-At research level: Further researches are required to: Replicate this study in different health care sectors with all healthcare professionals. Study work effectiveness and its effects job satisfaction, and performance. Identify the factors that lead nurse managers to work efficiently and increase their readiness to change are necessary. More researches are needed to identify factors that affect manager behavior during management of change process. |