Kim I S
Kanho Hakhoe Chi. 1989 Aug;19(2):312-22.
When the head nurse who is pivotal in the nursing service administration of the hospital performs efficiently as a first-line manager, the effectiveness of the nursing unit, which includes the quality of nursing care, the job satisfaction of staff members, and the cohesiveness of staff members is increased. With this point of view in mind, the researcher carried out a study to determine the actual work (the content of the work, the work process, the role of the head nurse, the activity media, and the purpose of the work) of the head nurse in a university hospital in Korea. In addition, this study was also carried out for the purpose of preparing an ideal model for the work of the head nurse. The research subjects were 39 head nurses. This included all the head nurses in two university hospitals except those who were working in outpatient care, operating rooms, central supply, nursing administration, in-service education and emergency care. Data were collected from September 24th to October 21st, 1987 and April 4th to 12th, 1988. A work activity record on which the head nurse recorded directly in a chronological narrative form, was used as the research instrument. The 234 work activity records, 39 head nurse's continuous recording over 6 days (from Monday to Saturday) were collected and analysed. The results were as follows: 1. With regard to the work content for the total daily work of the head nurse, 45.2% of the activities were managerial activities but 58.1% of the head nurse's time was spent in direct patient care. 2. With regard to the work process of the head nurse, specifically the location, the size and membership of groups contacted, the results were as follows: 1) Of the total daily work activities 92.4% were carried out in the nursing unit and this occupied 84. 5% of total daily work time. Direct patient care was generally performed on the nursing unit and managerial work was performed in other areas. 2) Of the total daily work activities, 73% was with one or more persons and 51.2% of total daily work time was spent in groups. 3) A total of 51 persons, working in different capacities were contacted. These included 21 persons giving patient care, 19 persons working in nursing unit management, and 7 persons working in human resource management.(ABSTRACT TRUNCATED AT 400 WORDS)
在医院护理服务管理中起关键作用的护士长若能高效履行一线管理者职责，护理单元的效能便会提高，这其中包括护理质量、工作人员的工作满意度以及工作人员之间的凝聚力。基于这一观点，研究人员开展了一项研究，以确定韩国某大学医院护士长的实际工作（工作内容、工作流程、护士长的角色、活动媒介以及工作目的）。此外，开展这项研究也是为了构建一个护士长工作的理想模式。研究对象为39名护士长。这包括两所大学医院中除在门诊护理、手术室、中央供应室、护理管理、在职教育和急诊护理部门工作之外的所有护士长。数据收集于1987年9月24日至10月21日以及1988年4月4日至12日。一份工作活动记录用作研究工具，护士长以按时间顺序叙述的形式直接记录在该记录上。收集并分析了234份工作活动记录，即39名护士长连续6天（从周一到周六）的记录。结果如下：1. 关于护士长每日工作的总体内容，45.2%的活动是管理活动，但护士长58.1%的时间用于直接护理患者。2. 关于护士长的工作流程，具体涉及联系的地点、团体的规模和成员，结果如下：1）在每日工作活动总量中，92.4%在护理单元进行，这占每日工作总时间的84.5%。直接护理患者通常在护理单元进行，管理工作在其他区域进行。2）在每日工作活动总量中，73%是与一人或多人进行，51.2%的每日工作时间花在团体中。3）总共联系了51名不同岗位的人员。其中包括21名提供患者护理的人员、19名从事护理单元管理工作的人员以及7名从事人力资源管理工作的人员。（摘要截选至400字）
