• The Journal of the Korea Contents Association
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• v.20 no.6
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• pp.187-196
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• 2020

This study attempted to examine the structural characteristics of the social network of nursing units by dividing them into a job-related advice network and a friendship network, and to analyze the relationship between nurse organizational commitment and intent to leave. The subjects were 420 nurses working in 4 hospitals and 30 nursing units. Data were analyzed using UCINET 6.0, SPSS 20.0 and HLM 7.0. In job-related advice networks, degree centrality of head nurse contributed to organizational commitment. Network density contributed to intent to leave. In friendship networks, closeness centrality of head nurses and betweenness centrality of charge nurse contributed to organizational commitment. Density and betweenness centrality of charge nurses contributed to intent to leave. Accordingly, it is necessary to foster good relationships between nurses and to develop various types of strategies for building effective networks.

• Journal of Korean Academy of Nursing Administration
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• v.6 no.2
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• pp.281-290
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• 2000

The purpose of this study was to identify the relationship between the head nurses' leadership style the and the autonomy perceived by nurses and to provide the basic data for developing strategies of the effective nurse staff management. The subjects were 177 nurses who were working at the 3 general hospitals in Seoul. The data were collected from December 1999 to January 2000 by the structured questionnaires. For data analysis, descriptive statistics, ANOVA, Pearson correlation coefficient, and stepwise multiple regression with $SPSS-PC^+$ version 8.0 were used. The results of this study were as follows : 1. The score of 'the head nurses' transformational leadership perceived by nurses' was highier than that of 'the head nurses' transactional leadership'. Among 5 subdimensions of 'the leadership styles perceived by nurse', the scores of the 'charisma' and 'intellectual stimulation' were highest and the lowest one was that of 'extra management'. 2. Only 'the head nurses' transformational leadership perceived nurses' and 'the situatuational reward' showed a significant difference according to the married status ; nurses who were married showed higher scores than who were not. 3. 'The autonomy perceived by nurses' showed a significant difference according to the educational background ; nurses who had master degree showed higher score than who had diploma. 4. 'Charisma' was positively related to 'intellectual stimulation', 'individual consideration', and 'situational reward'. 'Intellectual stimulation' was positively related to 'individual consideration' and 'situational reward'. 'Individual consideration' was positively related to 'situational reward'. But 'extra management' was negatively related to all of variables. 'Autonomy' was significantly related to 'individual consideration' and 'the transformational leadership'. 5. The determinents of 'the autonomy perceived by nurses' were 'individual consideration' and the educational background, and they explained 15.4% of the total variance of it. The key determinent variables was 'individual consideration'. It explained 11.5% of the total variance of the autonomy. According to the results of this study, the suggestions were as follows: 1. It is necessary to develop strategies for exercising the head nurses' transformational leadership in nursing department : It should to be considered the difference in the leadership style perceived by nurses according to demographic variables. 2. The further studys on the individual consideration of head nurses' transformational leadership and the opportunity of self-development such as education for enhancing nurses' autonomy is needed.

• Journal of Korean Academy of Nursing Administration
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• v.3 no.1
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• pp.37-50
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• 1997

The purpose of this study was to identify the gap between need-level and demonstration-level in nursing managerial competencies. In addition, the study proposes solutions to narrow this gap. The results of this study are as follows : 1) The mean score for need-level of each item was 4.0, and for demonstration-level, 3.5. This indicates that military hospital head nurses demonstrate a higher level of managerial competencies than the moderate level on all items. But items which were related to resource/ cost/ information managament, staff development management and professionalism management got relatively low ratings in the need-level. 2) The mean score for need-level of each category was 4.14, and for demonstration-level, 3.53. Categories on the individual dimension got a higher rating than categories on the group or organization dimension in both need-level and demonstration level. 3) The gap between need-level and demonstration-level appeared in all items(p<.05) and categories(p<.001). Although the gap was relatively low, it indicates that it is essential to plan a developmemt program for all nursing management competencies for military hospital head nurses. 4) There were significant differences in the gap between need-level and demonstration-level according to specific characteristics of the subjects. The gap did not appear in many categories on the individual dimension where the number of nursing staff was more than 10, a major grade, ICU head nurse or for head nurses having a long career. 5) Need-level and demonstration-level showed a difference according to specific characteristics of the subjects, because need-level and demonstration-level were higher where the number of nursing staff was more than 10, a major grade, and for ICU or Medical ward head nurses. The categories which showed need-level difference and demonstration-level differences according to specific characteristics of the subjects existed almostly completely in the group and organization dimension. Gap-level differences according to the number of hospital bed existed in only two categories. 6) The general causes of the gap were indicated to be 'Knowledge/ skill/ experience deficit', 'Limitation of rules and systems/ Inappropriate organizational environment' for most items, categories, and dimensions. The results of this study indicate that extensive competency developing strategies must be developed, because a gap was found in all items and categories. Specially, there is a need to concentrate attention on competencies in the group and organizational dimension which had a wider gap level. And it is important to take an individual approach according to the cause for each gap. In order to produce effective competency developing strategies, top managers must have sinsights into the importance of nursing staff development and nursing officer's efforts to develop themselves must be achieved. Further multi-dimensional(education, personnel-policy, nursing/ organizational environment) solutions to the gap must be developed and utilized.

• Journal of Korean Academy of Nursing Administration
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• v.22 no.5
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• pp.437-447
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• 2016

Purpose: The purpose of this study was to conduct a grounded theoretical analysis on the hospital accreditation experience of head nurses in order to understand their behavior on the adaption of this new system. Methods: The participants were 8 head nurses with more than 3 years of experience. The data were collected through in-depth interviews using audiotape recording analyzed by the constant comparative method described in Strauss and Corbin's methodology. Results: There were 113 concepts, 26 subcategories and 12 categories identified through the open coding process. In the axial coding, the following paradigm model was proposed: 1) the causal conditions were 'hardware problem' and 'software problem', 2) the contextual conditions were 'vertical relationship', 'individual preference', and 'family support', 3) the intervening conditions were 'passive conditions' and 'active conditions', 4) the action/interaction strategies were 'leading role' and 'dependent role', 5) the consequences were 'positive acceptance' and 'negative acceptance', 6) the central phenomenon was 'difficult situation' and 7) the core category was 'leading in harmony'. Conclusion: The new system led head nurses having difficulties as the middleman between the hospital administration and general nurses, but they made a continuous effort to overcome and adapt to it through a number of strategies.

• Journal of Korean Academy of Nursing Administration
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• v.7 no.1
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• pp.145-163
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• 2001

The purpose of this research is to identify antecedent variables and outcome variables of the empowerment in clinical nurses, and to suggest managerial strategies for increasing their empowerment. Data were collected from October 12 to 18, 2000 through questionnarie taken by 566 nurses in 3 general hospitals. The 5 structured instruments were used for collecting the data : Spreitzer's Items Measuring Empowerment, Bass's Multifactor Leadership Questionnaire-1, Moorman's Equity of rewards scale, Mobley's turnover intention scale, and the Organizational Commitment Scale developed by Mowday, Porter & Steers. The data obtained were analyzed using frequency, percentage, mean, standard deviation, t-test, one-way ANOVA, Scheffe' test, Pearson's Correlation Coefficients, Factor Analysis, Cronbach's alpha Coefficients, Multiple Regression. The results were as follows; 1. Head nurse's transformational leadership showed an positive correlation with empowerment(r=.304, p=.00). Regression coefficient between transformational leadership and empowerment was significant(${\beta}=.326$, p=.00), However, there was no a correlation between equity of rewards and empowerment. 2. The general characteristics of nurses were significant differences with empowerment. As for position, age, working experience, and education background showed significant difference with empowerment(F=10.979, 11.224, 6.812, 5.411, p<.01). 3. Empowerment showed a positive correlation with organizational commitment and a negative correlation with turnover intention (r=.387, -.274, p=.00). Regression coefficient between empowerment and organization commitment was significant(${\beta}=.365$, p=.00). In conclusion, the more head nurse took the transformational leadership, the higher nurses perceived empowerment. The higher their empowerment level, the higher organizational commitment they perceived. On the contrary, the higher their empowerment level, the lower their turnover intention. Therefore, in order to increase nurses' organization commitment and decrease their turnover intention, their empowerment should be increase. And it is necessary to develop the transformational leadership of head nurses so as to increase empowerment.

• Journal of Korean Academy of Nursing Administration
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• v.4 no.1
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• pp.5-17
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• 1998

The Purpose of this study is to find out differences among the leader's traits on the hierarchy of Nurse managers in Nurse system of the hospital. In this study 152 managers over head nurse working in 6 University hospitals and 5 general hospitals were selected and the questionary paper answered by them was collected from 1st to 30th in September in 1997. The measuring instrument used in this study is the one integrated and classified by Stogdill (1981), which nurse professor and 2 students of the master's course translated and modified with myself. And its validity was verified through making a test on 130 nurses. The measuring instrument used in this study is made up of 4 items about physical characteristics, 3 items about social background, 4 items about intelligence and ability, 17 items about personaity, 6 items about task-related characteristics, 9 items about social characteristics and 8 items about general background in the triats of leader. And this instrument is made to be marked using five point Likert type. It's reliability is Cronbach's Alpha =.93. The data for study were analyzed through SPSS/PC+ The result of this study are as follows: 1. The order in importantly perceptible degree of the leader's traits showed like these: the intelligence and ability (M=4.683), the task-related characteristics (M=4.605), the personality (M=4.39), the social characteristics (M=4.327), the social back-ground (M=4.056), the physical characteristics (M=3.601). 2. The order in degree to percept the importance of 44 detailed items of the leader's traits showed like these: the judgement and decisiveness (M=4.967), the sense of responsibility (M=4.904), the activity and energy (M=4.796), the self-confidence (M=4.776), the creativity (M=4.748), the intelligence (M=4.743), the responsibility in the pursuit of objectives (M=4.743), the enthusiasm (M=4.717), the objectivity (M=4.704), the moral sense and ethical conduct (M=4.704), the ability to enlist cooperation (M=4.694), the strength of conviction (M =4.678), the enterprise (M=4.691), the administrative ability (M=4.678) and the cooperativeness (M=4.638) 3. As the result of analyzing the leader's trait differences on the hierarchy of nurse managers in six factors of the leader's traits, the social background showed the meaningful differences(F=4.983, P=0.008). 4. As the result of analyzing the leader's traits defferences made from the upper first to 15th rank among the detailed items of the leader's trait factors on the heirarchy of nurse managers, the meaningful defferences appeared in the following items: the objectivity(F=3.413, P=0.033), the creativity (F=3.550, P=0.031), the sense of responsibility(F=3.345, P=0.049), and the administrative ability (F=3.363, P=0.037). 5. As the result of analyzing the leader's trait factors in general background, only the social background of 6 leader's trait factors showed the meaningful differences according to the working place (F=4.057, P=0.008). The study shows that we should consider the above leader's trait factors in selecting nurse managers and that we should develop the educational program for hierarchy of nurse managers urgently.

• The Korean Nurse
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• v.25 no.4 s.137
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• pp.62-74
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• 1986

한국경제 수준의 향상과 보험제도의 도입으로 병원을 찾는 대상자의 수가 증가하게 되었다. 아울러 저렴한 보험숫자가 병원슷가가 병원의 경영난을 초래하게 되므로 병원주는 이를 극복하기 위한 과학적이고 체계적인 병원관리에 관심을 갖게 되었다. 특히 간호부(과)에서도 목적 지향적인 계획과 업무수행에 관심을 갖게 되어 그 관리체계나 간호의 질이 향상하기 시작하였다. 간호의 질을 향상시키기 위한 간호관리란 그 내용이 방대하므로 본 논문에서는 수간호원의 역할에 중점을 두었다. 즉 간호의 질 향상을 위한 평가 중 소급평가로써 퇴원환자 기록지 감사, 퇴원예정환자면접 및 병실 집담회에 관한 내용과 동시 평가로써 환자 기록지 감사 및 환자 면접 내용에 관해서 논하였다. 또한 인력관리를 위해서는 간호원-환자간의 관계, 간호원-의사간의 관계, 직무평가, 업무평가 및 간호인력 활용에 관해서 미국과 한국의 차이점을 제시하였다. 결론적으로 한국의 간호관리는 병원표준화 심사실시 및 간호원의 계속적인 노력으로 많은 향상을 보았으나 아직까지는 간호업무 수행절차에 관한 평가에 불가하므로 목적 지향적인 업무체계화와 한국병원상황에 적합한 평가도구의 틀개발과 질적간호를 위한 적정간호인력의 확보에 관한 노력이 계속되져야 한다고 본다.

• Journal of Korean Academy of Nursing Administration
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• v.8 no.1
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• pp.17-29
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• 2002

The purpose of this study was to examine the application of the Activity-based Costing(ABC) system to analyze the cost of nursing services in the delivery room in a major medical center.The results of this study are as follows;1. In order to calculate the cost of nursing activities, 67 activities of staff nurses on a delivery room were identified and classified as direct nursing activities(45.2%), the indirect activities(32.1%), general management activities(13.9%) and others(8.8%).2. Nursing cost in the delivery room was classified into activity cost(29.9%) and common cost(70.1%). Activity cost involved direct activity cost of staff nurses. The common costs were categorized into indirect activity & general management cost of staff nurses, management cost of the head nurse and activity cost of assistants.3. The final cost objects of nursing services in the delivery room were nursing service for women who had normal vaginal deliveries and nursing service for women who had preterm labor.The total cost of nursing service for a woman who had a normal vaginal delivery was 165,710 won (100.0%). The cost incurred through direct activity cost of staff nurses(58,242 won, 35.1%), indirect activity & general management cost of staff nurses (55,643 won, 33.6%), management cost of head nurse (16,211 won, 9.8%), activity cost of assistants (35,614 won, 21.5%).If the number of days of hospitalization was presumed to be 14 days, the total cost of nursing service for woman who had preterm labor would be 1,845,901 won (100.0%). The cost incurred by direct activity cost of staff nurses in the activity cost (341,349 won, 18.5%), indirect activity & general management cost of staff nurses in the common cost(779,002 won, 42.2%), management cost of head nurse(226,954won, 12.3%), activity cost of assistants in the common cost(498,596 won, 27.0%).In this study, the cost of the nursing services in the delivery room was calculated based on the ABC system. The results of this study showed that resources are assigned to the nursing activities in the delivery room and the mechanisms for assigning the cost of activities for nursing services.

• Journal of Korean Academy of Nursing Administration
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• v.3 no.2
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• pp.61-80
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• 1997

The purpose of this study is to measure the direct and indirect nursing care hours with establishment of nurse substations and compare the experimental nursing units with the existing nursing units For this study, two experimental nursing units: (1) a medical nursing unit and (2) a surgical nursing unit with a nurse substation were selected. And two control nursing units : (1) a medical nursing unit and (2) a surgical nursing unit without a nurse substation were selected. After a three-month experimental operation from June 1 to August 31,1996, research data were collected for three days from September 2 to 4, 1996. We investigated the effects of the direct & indirect nursing care hours with establishment of the nurse substations (improved nursing environment) without adding the staff nurses. The effect of establishment of the nurse sub-station was measured for the differences direct & indirect nursing care hours between experimental and control nursing units. An investigator measured the time for a staff nurse to practice each nursing activity and recorded it every minute. Percentage, average, standard deviation, t-test and ANOVA were used for data analysis. The results are as follows: 1. There was no significant difference between the experimental and control nursing units in staffs' working hours during their shift. 2. There were significant diffferences between the experimental and control nursing units in dierct nursing care hours (t=0.0288, p=0.0001) and indirect nursing care hours (t=0.3886, p=0.0103) per patient. 3. There was significant difference between the experimental and control nursing units in direct nursing care hours done by nurses(t=0.0012, p=0.0111) and aids(t=0.3011, p=0.0027). There was significant difference between the experimental and control nursing units in indirect nursing care hours done by head-nurses(t=0.0051, p=0.0253), nurses(t=0.0071, p=0.0024) and aids (t=0.3227, p=0.0351). There was significant difference between the experimental and control nursing units in indirect nursing care hours done by nurses(t=0.0005, p=0.0015) and aids(t=0.2400, p=0.0013) per patient. There was significant difference between the experimental and control nursing units in indirect nursing care hours done by head-nurses(t=0.0005, p=0.0379) and nurses (t=0.0035, p=0.0198) per patient. 4. Thre were significant differences between the experimental and control nursing units in direct nursing care hours (t=0.1134, p=0.0010) and indirect nursing care hours (t=0.7106, p=0.0008) per staff during the day shift. There were significant differences between the experimental and control nursing units in direct nunsing care hours during the day(t=0.0723, p=0.0003) and evening shift (t=0.0004, p=0.0285) per patient, and indirect nursing care hours during the day shift(t=0.5565, p=0.0036) per patient. 5. There were differences between the experiemental and control nursing units in dircet nursing activities including measurement and observation, medication, communication, teratment, hygiene, and nutrition, and in indirect nursing activities including confirmantion, communication, record, computer work, management of goods. But it was not statistically proven. 6. There was difference between the experimental and control nursing units in unmet-need nursing care hours per patient, but not statistically proven.

• Research in Community and Public Health Nursing
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• v.5 no.2
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• pp.130-146
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• 1994

Our medical care system is trying to diversify in order to meet the client's needs, and to adjust to a medical environment which is changing very rapidly. Because current nursing theory and practice focus on holistic care, health care management, education, and research, contrary to the traditional emphasis on only assisting a physician, more autonomy and specialization for the implementation of nursing are required. Considering these trends and actual needs, the category of clinical nurse specialist should be established as soon as possible. In order to develop strategies for implementing this new professional specialty, the authors conducted a field survey and literature review of the current system in Korea. As a result, various obstacles and constraints were discovered as follows : 1) There are few accredited educational programs for the training of CNS's. 2) Several hospitals already have staff designated as clinical nurse specialist (CNS) even though the term CNS is not yet standardized or adopted in nationwide. 3) The role of the CNS is not clearly understood by the medical societies, or even nursing societies. A nurse who works in specific nursing areas such as central supply, kidney dialysis, intensive care, coronary care, etc. for a long time, considers herself /himself a CNS. Based upon the above findings, the following alternatives are recommended. 1) The role of the CNS should be defined according to specified functions and authority : professional autonomy ; counselling and educating patients and their familes, nurses, and even other medical personnel ; research on improvement of nursing ; and management of the nursing environment including medical resources, information, and cases. 2) the qualification of CNS should be attained only by a nurse who has an RN license and clinical experience of more than 3 years in a specific nursing field: passes a qualifying examination; and contributes to the professional development of peers, colleagues, and others. A master's degree should only be optional, because of the insufficient of graduate programs which are well designed for the CNS. 3) The CNS should initially be a head nurse rather than line staff in order to deal with as wide an experience base as possible. 4) The nursing specialty could be divided into two areas such as a clinical field and a community field. The clinical field could then be categorized by the Styles' classification such as diseases and pathogenics, systems, ages, acuity, skills/techniques, and function/role ; the community field could be classified according to work site.