This is an excerpt from a wider study on job description of nurse managers. Aimed to describe the experiences and perceptions of nurse managers towards the various factors that affect their roles as nurse managers in the hospital. Methods: This was a descriptive phenomenological peer research design, drawing lived experiences and perceptions of nurse managers. Study was done in February 2012 in a 600 bed public hospital in Kenya, purposively targeting all the 16 consenting nurse managers working in the institution: 13 took part in the mixed study, 6 in the focus group discussion and 2 in the face to face in-depth interview. Experiences and incidents collected became the unit of analysis into 5 key points. They were subjected to secondary analysis resulting in this qualitative report. Results: Problem Recognition: Nurse as employee, awareness of the demanding job, reflecting. Reflexivity on the part of the peer researcher. Some respondents disagreed that the job was satisfying to them. Some apprehension was obvious. Commitment: Accepting the role, altruism, duplicating and reciprocating. All respondents agreed that they did work that someone else was supposed to do. Exhaustion: High expectations, lowly appreciated, stagnating but not redundant, wearing out, frustration. Lack of recognition, supplies and equipment came out strongly as limiting factors in the performance of their complex roles. The nurse managers felt generally overworked and were not paid in commensurate. Discussions: There is great need to clearly outline the nurse managers’ role in the hospital as their job description. Their roles were either complex, multidimensional or both. There is need to equip the nurse managers with leadership skills.
| Published in | American Journal of Nursing Science (Volume 3, Issue 6) |
| DOI | 10.11648/j.ajns.20140306.16 |
| Page(s) | 126-132 |
| Creative Commons |
This is an Open Access article, distributed under the terms of the Creative Commons Attribution 4.0 International License (http://creativecommons.org/licenses/by/4.0/), which permits unrestricted use, distribution and reproduction in any medium or format, provided the original work is properly cited. |
| Copyright |
Copyright © The Author(s), 2014. Published by Science Publishing Group |
Job Description(s), Peer Research, Nurse Managers, Kenya Nurses, Nurses Roles, Perceptions, Peer Research
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APA Style
Simon Macharia Kamau. (2014). Peer to Peers Nurse Managers’ on Supporting Structures and Systems they Support in a Resource: Constrained Setting in Kenya. American Journal of Nursing Science, 3(6), 126-132. https://doi.org/10.11648/j.ajns.20140306.16
ACS Style
Simon Macharia Kamau. Peer to Peers Nurse Managers’ on Supporting Structures and Systems they Support in a Resource: Constrained Setting in Kenya. Am. J. Nurs. Sci. 2014, 3(6), 126-132. doi: 10.11648/j.ajns.20140306.16
AMA Style
Simon Macharia Kamau. Peer to Peers Nurse Managers’ on Supporting Structures and Systems they Support in a Resource: Constrained Setting in Kenya. Am J Nurs Sci. 2014;3(6):126-132. doi: 10.11648/j.ajns.20140306.16
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Download@article{10.11648/j.ajns.20140306.16,
author = {Simon Macharia Kamau},
title = {Peer to Peers Nurse Managers’ on Supporting Structures and Systems they Support in a Resource: Constrained Setting in Kenya},
journal = {American Journal of Nursing Science},
volume = {3},
number = {6},
pages = {126-132},
doi = {10.11648/j.ajns.20140306.16},
url = {https://doi.org/10.11648/j.ajns.20140306.16},
eprint = {https://article.sciencepublishinggroup.com/pdf/10.11648.j.ajns.20140306.16},
abstract = {This is an excerpt from a wider study on job description of nurse managers. Aimed to describe the experiences and perceptions of nurse managers towards the various factors that affect their roles as nurse managers in the hospital. Methods: This was a descriptive phenomenological peer research design, drawing lived experiences and perceptions of nurse managers. Study was done in February 2012 in a 600 bed public hospital in Kenya, purposively targeting all the 16 consenting nurse managers working in the institution: 13 took part in the mixed study, 6 in the focus group discussion and 2 in the face to face in-depth interview. Experiences and incidents collected became the unit of analysis into 5 key points. They were subjected to secondary analysis resulting in this qualitative report. Results: Problem Recognition: Nurse as employee, awareness of the demanding job, reflecting. Reflexivity on the part of the peer researcher. Some respondents disagreed that the job was satisfying to them. Some apprehension was obvious. Commitment: Accepting the role, altruism, duplicating and reciprocating. All respondents agreed that they did work that someone else was supposed to do. Exhaustion: High expectations, lowly appreciated, stagnating but not redundant, wearing out, frustration. Lack of recognition, supplies and equipment came out strongly as limiting factors in the performance of their complex roles. The nurse managers felt generally overworked and were not paid in commensurate. Discussions: There is great need to clearly outline the nurse managers’ role in the hospital as their job description. Their roles were either complex, multidimensional or both. There is need to equip the nurse managers with leadership skills.},
year = {2014}
}
TY - JOUR T1 - Peer to Peers Nurse Managers’ on Supporting Structures and Systems they Support in a Resource: Constrained Setting in Kenya AU - Simon Macharia Kamau Y1 - 2014/12/31 PY - 2014 N1 - https://doi.org/10.11648/j.ajns.20140306.16 DO - 10.11648/j.ajns.20140306.16 T2 - American Journal of Nursing Science JF - American Journal of Nursing Science JO - American Journal of Nursing Science SP - 126 EP - 132 PB - Science Publishing Group SN - 2328-5753 UR - https://doi.org/10.11648/j.ajns.20140306.16 AB - This is an excerpt from a wider study on job description of nurse managers. Aimed to describe the experiences and perceptions of nurse managers towards the various factors that affect their roles as nurse managers in the hospital. Methods: This was a descriptive phenomenological peer research design, drawing lived experiences and perceptions of nurse managers. Study was done in February 2012 in a 600 bed public hospital in Kenya, purposively targeting all the 16 consenting nurse managers working in the institution: 13 took part in the mixed study, 6 in the focus group discussion and 2 in the face to face in-depth interview. Experiences and incidents collected became the unit of analysis into 5 key points. They were subjected to secondary analysis resulting in this qualitative report. Results: Problem Recognition: Nurse as employee, awareness of the demanding job, reflecting. Reflexivity on the part of the peer researcher. Some respondents disagreed that the job was satisfying to them. Some apprehension was obvious. Commitment: Accepting the role, altruism, duplicating and reciprocating. All respondents agreed that they did work that someone else was supposed to do. Exhaustion: High expectations, lowly appreciated, stagnating but not redundant, wearing out, frustration. Lack of recognition, supplies and equipment came out strongly as limiting factors in the performance of their complex roles. The nurse managers felt generally overworked and were not paid in commensurate. Discussions: There is great need to clearly outline the nurse managers’ role in the hospital as their job description. Their roles were either complex, multidimensional or both. There is need to equip the nurse managers with leadership skills. VL - 3 IS - 6 ER -
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