The activities of hospital nursing unit managers and quality of patient care in South African hospitals: a paradox?

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dc.contributor.authorArmstrong, S J
dc.contributor.authorRispel, L C
dc.contributor.authorPenn-Kekana, L
dc.date.accessioned2016-02-05T10:20:00Z
dc.date.available2016-02-05T10:20:00Z
dc.date.issued2015
dc.departmentEpidemiology and Biostatistics
dc.descriptionPKen_ZA
dc.description.abstractBackground: Improving the quality of health care is central to the proposed health care reforms in South Africa. Nursing unit managers play a key role in coordinating patient care activities and in ensuring quality care in hospitals. Objective: This paper examines whether the activities of nursing unit managers facilitate the provision of quality patient care in South African hospitals. Methods: During 2011, a cross-sectional, descriptive study was conducted in nine randomly selected hospitals (six public, three private) in two South African provinces. In each hospital, one of each of the medical, surgical, paediatric, and maternity units was selected (n 36). Following informed consent, each unit manager was observed for a period of 2 hours on the survey day and the activities recorded on a minute-by-minute basis. The activities were entered into Microsoft Excel, coded into categories, and analysed according to the time spent on activities in each category. The observation data were complemented by semi-structured interviews with the unit managers who were asked to recall their activities on the day preceding the interview. The interviews were analysed using thematic content analysis. Results: The study found that nursing unit managers spent 25.8% of their time on direct patient care, 16% on hospital administration, 14% on patient administration, 3.6% on education, 13.4% on support and communication, 3.9% on managing stock and equipment, 11.5% on staff management, and 11.8% on miscellaneous activities. There were also numerous interruptions and distractions. The semi-structured interviews revealed concordance between unit managers’ recall of the time spent on patient care, but a marked inflation of their perceived time spent on hospital administration. Conclusion: The creation of an enabling practice environment, supportive executive management, and continuing professional development are needed to enable nursing managers to lead the provision of consistent and high-quality patient care.en_ZA
dc.identifier.citationArmstrong, S. J., Rispel, L. C., Penn-Kekana, L. 2015. The activities of hospital nursing unit managers and quality of patient care in South African hospitals: a paradox? Global health action; 8:26243en_ZA
dc.identifier.urihttp://hdl.handle.net/10539/19450
dc.language.isoenen_ZA
dc.subjectQuality of Health Care/organization & administrationen_ZA
dc.subjectAttitude of Health Personnelen_ZA
dc.subjectNursing, Supervisory/organization & administrationen_ZA
dc.titleThe activities of hospital nursing unit managers and quality of patient care in South African hospitals: a paradox?en_ZA
dc.typeArticleen_ZA
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