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±è¿µ¼ø ( Kim Young-Soon ) - ºÎ»ê´ëÇб³º´¿ø °£È£ºÎ
¾î¿ë¼÷ ( Eo Yong-Sook ) - µ¿ÀÇ´ëÇб³ °£È£Çаú À̳»¿µ ( Lee Nae-Young ) - ½Å¶ó´ëÇб³ °£È£Çаú
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Abstract
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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 (¥â=0.741; p<.001; SE=0.059) and professional autonomy (¥â=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.
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KeyWords
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Nurse, Clinical competency, Professional autonomy, Employee performance appraisal
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