Armstrong Susan J, Rispel Laetitia C, Penn-Kekana Loveday
Centre for Health Policy & Medical Research Council Health Policy Research Group, School of Public Health, Faculty of Health Sciences, University of the Witwatersrand, Johannesburg, South Africa.
Department of Nursing Education, School of Therapeutic Sciences, Faculty of Health Sciences, University of the Witwatersrand, Johannesburg, South Africa;
Glob Health Action. 2015 May 11;8:26243. doi: 10.3402/gha.v8.26243. eCollection 2015.
Improving the quality of health care is central to the proposed health care reforms in South Africa. Nursing unit managers play a key role in coordinating patient care activities and in ensuring quality care in hospitals.
This paper examines whether the activities of nursing unit managers facilitate the provision of quality patient care in South African hospitals.
During 2011, a cross-sectional, descriptive study was conducted in nine randomly selected hospitals (six public, three private) in two South African provinces. In each hospital, one of each of the medical, surgical, paediatric, and maternity units was selected (n=36). Following informed consent, each unit manager was observed for a period of 2 hours on the survey day and the activities recorded on a minute-by-minute basis. The activities were entered into Microsoft Excel, coded into categories, and analysed according to the time spent on activities in each category. The observation data were complemented by semi-structured interviews with the unit managers who were asked to recall their activities on the day preceding the interview. The interviews were analysed using thematic content analysis.
The study found that nursing unit managers spent 25.8% of their time on direct patient care, 16% on hospital administration, 14% on patient administration, 3.6% on education, 13.4% on support and communication, 3.9% on managing stock and equipment, 11.5% on staff management, and 11.8% on miscellaneous activities. There were also numerous interruptions and distractions. The semi-structured interviews revealed concordance between unit managers' recall of the time spent on patient care, but a marked inflation of their perceived time spent on hospital administration.
The creation of an enabling practice environment, supportive executive management, and continuing professional development are needed to enable nursing managers to lead the provision of consistent and high-quality patient care.
提高医疗保健质量是南非拟议的医疗保健改革的核心。护理单元经理在协调患者护理活动以及确保医院的优质护理方面发挥着关键作用。
本文探讨护理单元经理的活动是否有助于南非医院提供优质的患者护理。
2011年,在南非两个省份的九家随机选择的医院(六家公立,三家私立)中进行了一项横断面描述性研究。在每家医院,分别选取了内科、外科、儿科和产科各一个单元(n = 三十六)。在获得知情同意后,在调查当天对每个单元经理观察两小时,并逐分钟记录活动。这些活动被录入Microsoft Excel,编码分类,并根据在每个类别中花费的活动时间进行分析。观察数据通过与单元经理进行半结构化访谈得到补充,要求他们回忆访谈前一天的活动。使用主题内容分析法对访谈进行分析。
研究发现,护理单元经理将25.8%的时间用于直接患者护理,16%用于医院管理,14%用于患者管理,3.6%用于教育,13.4%用于支持和沟通,3.9%用于管理库存和设备,11.5%用于员工管理,11.8%用于杂项活动。此外还有许多干扰和分心因素。半结构化访谈显示单元经理对患者护理时间的回忆一致,但他们认为用于医院管理的时间明显夸大。
需要营造有利的执业环境、支持性的行政管理以及持续的专业发展,以使护理经理能够引领提供持续且高质量的患者护理。