Witte S S, Messersmith A M
Oregon State University, Corvallis, USA.
J Am Diet Assoc. 1995 Oct;95(10):1113-20. doi: 10.1016/S0002-8223(95)00302-9.
To determine the duties of clinical nutrition managers, the factors associated with the performance of the duties, the job specifications for the position, and the skill development strategies used by clinical nutrition managers.
Clinical nutrition managers from 700 randomly selected, acute-care hospitals in the United States (with 300 or more beds) received a survey questionnaire. Respondents were asked to indicate performance or nonperformance, perceived importance, and methods used to develop skills for 54 duties related to clinical nutrition management. We requested additional information about position requirements, position characteristics, and demographic information.
An 82% response rate with 67% usable responses (n = 472) was achieved. Frequencies for performance and nonperformance, mean importance, and frequencies for methods of skill development were determined for each duty. chi 2 Analysis with P < .10 was used to determine if an association existed between performance of a duty and time allotted to the position, number of personnel supervised, and type of personnel supervised.
This study validated 46 of the duties as responsibilities of practicing clinical nutrition manager. Three duties not validated were related to financial management. The duty performed least often was conducting research/investigative studies. The number and type of personnel supervised was found to influence performance of duties, but time allotted to position was not an influence. The major strategies used for skill development were continuing education, networking, work experience in clinical dietetics, work experience in management dietetics, and their present job.
These results can be used by clinical nutrition managers to assess the characteristics of their current position and develop a plan for enhancing their scope of responsibility. The identification of duties actually performed by clinical nutrition managers can also be used to develop standards of practice with performance indicators and recommended thresholds. Information regarding the skill development strategies of clinical nutrition managers can be used by practitioners to enhance their current skills and knowledge and by others to prepare for career opportunities in clinical nutrition management.
确定临床营养管理人员的职责、与职责履行相关的因素、该职位的工作规范以及临床营养管理人员所采用的技能发展策略。
从美国700家随机选取的急性护理医院（拥有300张或更多床位）的临床营养管理人员中发放调查问卷。要求受访者指出54项与临床营养管理相关职责的履行情况或未履行情况、感知到的重要性以及用于技能发展的方法。我们还索要了有关职位要求、职位特征和人口统计学信息的额外资料。
回复率为82%，有效回复率为67%（n = 472）。确定了每项职责的履行和未履行频率、平均重要性以及技能发展方法的频率。使用P <.10的卡方分析来确定职责履行与分配给该职位的时间、监督的人员数量以及监督的人员类型之间是否存在关联。
本研究验证了46项职责为执业临床营养管理人员的责任。未得到验证的三项职责与财务管理有关。执行频率最低的职责是开展研究/调查性研究。发现监督的人员数量和类型会影响职责的履行，但分配给该职位的时间没有影响。技能发展的主要策略是继续教育、建立人际关系网络、临床营养学工作经验、管理营养学工作经验以及他们目前的工作。
这些结果可供临床营养管理人员用于评估其当前职位的特征，并制定扩大其职责范围的计划。确定临床营养管理人员实际履行的职责还可用于制定具有绩效指标和推荐阈值的实践标准。临床营养管理人员技能发展策略的信息可供从业者提升其当前技能和知识，也可供其他人准备临床营养管理方面的职业机会。
