TITLE:
Nurse manager’s recognition behavior with staff nurses in Japan-based on semi-structured interviews
AUTHORS:
Chiharu Miyata, Hidenori Arai, Sawako Suga
KEYWORDS:
Recognition Behavior; Nurse Manager; Staff Nurses
JOURNAL NAME:
Open Journal of Nursing,
Vol.4 No.1,
January
6,
2014
ABSTRACT: Objective:
The purpose of this qualitative study was to obtain a better understanding of
nurse manager’s recognition behavior. Methods: This study, consisting of
semi-structured interviews, was conducted in five hospitals with 100 beds or
more in the Kanto, Kansai, and Kyushu regions of Japan. Fifteen nurse managers,
who each had more than one year of professional work experience as a nurse
manager, participated in this study. Results: We extracted four categories and
fourteen subcategories as the factors related to the recognition behaviors in
nurse managers. The first category is the basis of the recognition behaviors, which
were divided into the following four subcategories: recognition behaviors that
they received, perception of recognition behaviors, construction of confidential
relationships with staff nurses, and the organizational climate. The second
category is the issues that make recognition behaviors difficult, which were
classified into the following three subcategories: multiple duties, number of
staff nurses, and characteristics of the recent staff nurses. The third
category is the factors regarding the staff nurses that must be considered,
which consist of the following two subcategories: the characteristics and
motivation of staff nurses and recognition behaviors that the staff nurses
expect. The forth category is the methods of the recognition behaviors, which
consist of the following five categories: watching over and consideration of
individuals, evaluation of routine work, development as a professional, opinion
sharing and delegating work, and promotion of work-life balance. Conclusions:
The recognition behavior by nurse managers is influenced by their own
experience, and nurse managers practice recognition behaviors in response to
the characteristics of their staff nurses in a busy
environment. Our results suggest that nurse managers need expertise in
management for them to identity appropriate recognition behavior.