• The Journal of Korean Academic Society of Nursing Education
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• v.4 no.1
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• pp.107-119
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• 1998

This study tried to answer the question : 'How does the human communication happen at the oriental medicine hospital between nurse and patient?' To answer that, a micro-ethnographic research method was used. Researcher visited T university hospital of oriental medicine and observed nurse-patient communication from September 1997 to December 1997. The data was obtained through participant observation, interview, audio-tape recording, home video camera, field note-taking, and related documents. After reviewing the whole data and deliberate analysis, first, I learned that most oriental medicine nurses communicate with their patients for their routine nursing job like recording, hand-over to the next duty, report to doctor, etc. I named this type of communication as 'ritual communication'. Second, I can define major argument as follow : Human communication of oriental medicine between nurse and patient is performed more frequently and variously when nurse contacts the patient for the routine nursing activities than for the incidental activities. As a result of these understandings, I suggest that oriental nursing need to develop the body of knowledge and expand its role and independent nursing activity. Also the bureaucratic hospital management centered doctors must be changed reasonalbly.

• Journal of Korean Academy of Nursing
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• v.47 no.6
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• pp.828-841
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• 2017

Purpose: This study aimed to analyze the impact of increasing the supply of newly licensed nurses on improving the hospital nurse staffing grades for the period of 2009~2014. Methods: Using public administrative data, we analyzed the effect of newly licensed nurses on staffing in 1,594 hospitals using Generalized Estimating Equation (GEE) ordered logistic regression, and of supply variation on improving staffing grades in 1,042 hospitals using GEE logistic regression. Results: An increase of one newly licensed nurse per 100 beds in general units had significantly lower odds of improving staffing grades (grades 6~0 vs. 7) (odds ratio=0.95, p=.005). The supply of newly licensed nurses increased by 32% from 2009 to 2014, and proportion of hospitals whose staffing grade had improved, not changed, and worsened was 19.1%, 70.1%, and 10.8% respectively. Compared to 2009, the supply variation of newly licensed nurses in 2014 was not significantly related to the increased odds of improving staffing grades in the region (OR=1.02, p=.870). Conclusion: To achieve a balance in the regional supply and demand for hospital nurses, compliance with nurse staffing legislation and revisions in the nursing fee differentiation policy are needed. Rather than relying on increasing nurse supply, retention policies for new graduate nurses are required to build and sustain competent nurse workforce in the future.

• Korean Journal of Occupational Health Nursing
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• v.21 no.3
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• pp.175-183
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• 2012

Purpose: The purpose of this study was to investigate the relationship between nurse managers' facilitative communication as perceived by nurses and nurses' self-esteem. Methods: The subjects were 256 staff nurses at B hospital of C University in Kyeonggi-do. The data were collected between December 1, 2009 and January 12, 2010. The collected data were analyzed using the SAS program through t-test, ANOVA, Scheff$\acute{e}$ test, Pearson's correlation coefficients. Results: Nurses' self-esteem was higher when nurse managers perceived them as facilitative communicators in empathic understanding and genuineness subgroup of facilitative communication (p<.05). There was a positive correlation between nurse managers' facilitative communication and nurses' self-esteem(r=.15, p=.015). Also there was a positive correlation among the nurse managers' facilitative communication subgroups, empathic understanding; genuineness; concreteness(r=0.18, p=.004; r=0.18, p=.003; r=0.19, p=.002) and nurses' self-esteem. Conclusion: Nurse managers are in need of facilitative communication. Therefore, job education and training for improving nurse managers' communication skills particularly related to empathic understanding, genuineness and concreteness are required.

• Journal of Korean Clinical Nursing Research
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• v.26 no.3
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• pp.395-406
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• 2020

Purpose: The purpose of this study was to analyze nurse staffing according to patients' acuity and dependency by measuring nursing hours. Methods: The study sample included patients who visited the adult emergency departments (EDs) of three tertiary referral hospitals and nurses who worked on shifts for 48 hours from October 24 to 26, 2019. Hourly patient census and nurse staffing were analyzed. Patient acuity was measured using the Korean Triage and Acuity Scale (KTAS), ranging from Level 1 (highest) to Level 5 (lowest). Patient dependency was measured using six items (e.g., clinical attention and communication) and classified into four groups. Nursing activities were observed every 10 minutes and nursing hours per patient and nurse staffing were analyzed according to acuity and dependency. Results: Nurse-to-patient ratio ranged from 1:1.8 to 1:4.2 during the 48 hours of observation. The average work hours of nurses, excluding breaks and meals, was 8.57 hours; 42.5% of which was spent providing direct care. Higher acuity and dependency were associated with higher nursing hours and staffing level. Patients with KTAS Level 1 were provided 74.3 minutes per hour, 5.02 times higher than Level 5 (14.8 minutes). Patients in the highest dependency group were provided 87.4 minutes per hour, 5.75 times higher than the lowest group (15.2 minutes). Newly arrived patients received more nursing hours than continuously stayed patients within the same KTAS Levels. Conclusion: Large variations were found in hourly patient census, acuity, and dependency. Nurse staffing in EDs should be determined based on patient acuity and dependency.

• Journal of Korean Academy of Nursing Administration
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• v.6 no.3
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• pp.333-345
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• 2000

The health care environment becomes more competitive every day. It has fallen to nurse managers - from vice presidents of patient care to nurse managers and their assistants - to recruit and develop a workforce that successfully meets the needs of both patients and the organization. This means employees who demonstrate advanced critical thinking skills, creative problem solving, and sound decision making skills combined with clinical skills and patient advocacy. The environment which nurse managers create and the way they relate to their workforce, are pivotal to organizational viability. Especially leadership of first -line nurse managers contributes to the success of their organizations. First-line nurse managers are deserved to be one of the most administrative supervisors through the middle stratum in a hospital organization as being a manager in the field service if assessed from the overall aspects of hospital, as being an interim managers in the nursing department as well as being a supreme supervisor in a unit in terms of an organizational structure in the hospital. Similarly, as a compete leader, the first-line nurse managers have not only a professional which is qualified to perform a role of appropriate coordination with medical staff and key personnel but also hold an important key position a being responsible for performing his or her given role. The first-line nurse manager is expected to manage human and fiscal resources in ways not required before. While an identified need for well-prepared first-line nurse manager continues to plague the profession, first-line nurse managers often have difficulty providing the leadership required. The need leadership training to function effectively in their positions. But we hardly find a useful leadership training program for first-line nurse managers, therefore the purpose of this study was to developed the leadership training program for them. The steps of leadership program development were below: 1st step, 2 studies were done before develop a leadership program. One was done to ask to first-line nurse managers what they want to learn through leadership training, the other one was to ask the staff nurses what their opinions are for their first-line nurse managers leadership. 2nd step was searching other leadership programs contents. The results of this study were below: The total amount of hours is 24. Leadership training program contents are : Future of nursing profession (210min), understanding basic factor's of leadership and leadership theories(310 min), self understanding as first- line nurse managers(320 min), basic principle and practice of interpersonal relationship(210 min), assertiveness training, conflict management (180min), and group study(210min). This is challenging time to be a leader, especially in nursing. As nurse managers look toward the new millennium, it seems as through the same struggles are ahead that are behind. So nurse managers need to embrace change with a positive attitude. They need to demonstrate risk taking and support it in their staffs. All these things are possible that after they participate the leadership training program.

• Journal of Korean Academy of Nursing Administration
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• v.19 no.2
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• pp.239-253
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• 2013

Purpose: This study was done to identify job tasks and task elements of Korean nurse anesthetists according to type of medical institution. Methods: A job task scale which consisted of 9 job tasks and 40 task elements was developed. Data were collected from December, 2009 to February, 2010 from 182 nurse anesthetists who were working in medical institutions (response rate: 75.8%). Results: Forty-eight percent of nurse anesthetists were independent from anesthesiologists in anesthetic practice. Preanesthetic nursing assessment was much more frequent in small hospitals than in general hospitals (p<.05), and anesthetic nursing intervention, administering the anesthetics, monitoring the patient's status during anesthesia, and provision of safety and compliance with anesthetic ethics were much more frequent in general hospitals than medical centers (p<.001). There were no differences among the medical institutions for job tasks in post-anesthetic nursing interventions (p=.229), administering anesthetics (p=.354) and monitoring patients' status during anesthesia (p=.099), providing safe anesthetic environment (p=.896), and management of ancillary personnel/equipment (p=.617). Conclusion: Results indicate that nurse anesthetists contribute significantly to anesthetic practice in small hospitals and general hospitals. Therefore, it recommended that nursing leaders make efforts to enact legal nurse anesthetist-related policies for safe and high quality anesthetic nursing care.

• Journal of Korean Academy of Fundamentals of Nursing
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• v.11 no.3
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• pp.317-326
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• 2004

Purpose: This study was done to identify correlations between fatigue and quality of lift in clinical nurses. Method: A sample of 294 nurses working in 3 general hospitals answered a questionnaire containing Yoshitake's fatigue scale and WHOQOL-BREF. Data were analyzed using t-test, ANOVA and Pearson correlation coefficients. The SPSS/WIN 11.0 version program was used. Results: The score for level of fatigue was 2.11 (52.7%) and quality of lift, 2.89 (57.8%). The level of fatigue was highest in the physical domain followed by psychical and nervous-sensual domain in that order. There were statistically significant differences in scores of fatigue depending on the nurse's age, marital status, career, position, health status and present illness. Quality of life had the highest score in the social domain followed by physical, overall, psychological, and environmental domain in that order. There were statistically significant differences in scores on quality of life depending on nurse's age, marital status, career, position, health status and present illness. Conclusion: The relationship between fatigue and quality of lift revealed a significant negative correlation. Based on this study, nursing administrators need to reduce the level of nurse fatigue by providing various programs, which improve quality of life.

• Korean Journal of Occupational Health Nursing
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• v.21 no.3
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• pp.308-316
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• 2012

Purpose: The purpose of this study was to describe the perception and practice of hospital infection control of nursing staff in long-term care hospitals by the level of supplementation of nurses. Methods: The participants were 212 nurses and nurse assistants in 13 long-term care hospitals in a metropolitan city and the data were gathered by self-reported questionnaires during August 2011 and analyzed by SPSS/WIN program. Results: The beds per a nurse were 15, and the proportion of nurses among nursing staff in long-term care hospitals was about 33%. In general, the level of infection control in practice was lower than that of perception. The highest perception and practice domain was 'Management of disinfection/contamination', and the lower level domains were 'Personal hygiene' and 'Hand washing' There were statistically significant differences in the hospital infection control of perception and practice depending on age, education, career in long-term care hospital, job position, the quantity of beds, nurse, and nurse assistant, beds per a nurse and proportion of nurses in hospitals. Conclusion: According to these results, the systematic and continual education on hospital infection control of the nursing staff in long-term hospitals should be carried out. In addition, the policy to add more nurses into long-term care hospitals must be implemented.

• Korea Journal of Hospital Management
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• v.19 no.2
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• pp.89-98
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• 2014

The research was to investigate the effect of trust in supervisor, organizational trust and perception on the shared value on innovative behavior. The data were collected from 334 nurses from University hospital of G city. Data were analyzed with frequency, t-test, ANOVA, Scheffe-test, Pearson's correlation coefficient and hierarchical regression, equipped with SPSS 21.0. The results showed that there was correlation among trust in supervisor, organizational trust and perception, and innovative behavior. Therefore, it is considered that the study is the basis to improve innovative behavior of nurses by providing alternatives for achieving trust in supervisor, organizational trust and perception, for sake of efficient management of human resource of nurse of University hospital. This study was supported by research funds from Chosun Nursing College 2013.

• Journal of Trauma and Injury
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• v.25 no.4
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• pp.254-260
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• 2012

Purpose: Ongoing treatment and care, as well as initial stabilization, are required for trauma patients. With increasing number of sickest trauma patients and shortage of surgeons, the need for advanced practice nurse to provide and coordinate trauma care has been greater. The purpose of this study is to analyze the effect of hiring a trauma clinical nurse specialist and its influence on the treatment of trauma patients. Methods: Based on the employment of the clinical nurse specialist in December 2010, the patients were divided into two groups: patients admitted from January 1, 2010 to November 30, 2010 and patients admitted from December 1, 2010 to December 31, 2011. Retrospectively, data were collected using electronic medical records. The general characteristics, clinical courses, and ICU re-admission rates, collaboration (transfers to other departments and collaborative surgery) were compared. Results: To have a clinical nurse specialist on the trauma team resulted in a statistically significant reductions in the length of general ward hospital stay (p<0.05), the ICU re-admission rate, (p<0.03), the lead-time before transfer to other departments (p<0.05). Conclusion: The clinical nurse specialist, as a professional practitioner, improved the quality of treatment through early detection and management of problems. In addition, as a coordinator, the clinical nurse specialist maintained a cooperative relationship with multi-disciplinary medical personnel. The trauma clinical nurse specialist contributed to the treatment of trauma patients positively through a decrease in ICU re-admission rate and length of hospital stay.