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Peer to Peers Nurse Managers’ on Supporting Structures and Systems they Support in a Resource: Constrained Setting in Kenya

Received: 9 November 2014     Accepted: 21 November 2014     Published: 31 December 2014
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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.

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

Keywords

Job Description(s), Peer Research, Nurse Managers, Kenya Nurses, Nurses Roles, Perceptions, Peer Research

References
[1] Maina, P., Karani A. Problems encountered by middle level nurse managers in ensuring quality nursing care in Kenyatta National Hospital, Kenya Nursing Journal 2004; (32) 2.
[2] Karani, A. ‘Sustaining nursing leadership in the 21st century and beyond’, Kenya Nursing Journal 2004; (32)1.
[3] Ngigi, A. ‘Health sector policy overview paper’. Government Press, Kenya 2006.
[4] Kleinman, C. ‘Leadership roles, competencies, and education: How prepared are our nurse managers?’ Journal of Nursing Administration, 2003; (33) 9: 451–455.
[5] Willy, R. Documentation in Nursing care delivery: Which way for Kenya? Kenya Nursing Journal 2010; (39) 1.
[6] A Nurses’ social network, Website accessed on 30th October 2014 at: www.nursetogether.com/
[7] ‘Nursing leadership in a changing world’, NursingNow Jan 2005; No.18, Canadian Nurses
[8] Association, National Nurses Association of Kenya (NNAK) Website accessed on 6th Dec 2012 at: www.nnak.or.ke/projects.php
[9] Kamau, S. Inventory on job description of nurse managers in developing countries, rising above the challenges and demands placed on the nurse manager in a changing work environment 2012. LAP Lambert Academic Publishing, Saarbrücken, Germany.
[10] Macharia, S. Nurse managers’ perceptions towards the roles they play in a resource- limited hospital setting in western Kenya. Journal of Biology, Agriculture and Healthcare 2013.Vol.3, No.4.
[11] Polit, D., Beck, C. Nursing research, generating and assessing evidence for nursing practice; Wolters Kluwer/Lippincott Williams & Wilkins, Philadelphia 2012
[12] Colaizzi, P. Psychological research as the phenomenologist views it. In Valle R. & King M. (Eds.), Existential phenomenological alternative for psychology; New York: Oxford University Press 1978.
[13] Goode, W. & Hatt, P. Methods in social research. International student edition. McGraw-Hill, Kogakusha Ltd 1952.
[14] Kalekin-Fishman, D. Review essay on Tom Wengraf, Qualitative Research Interviewing: Biographic Narrative and Semi-Structured Methods. Forum: Qualitative Social (FQS) Research ‘Looking at Interviewing: From "Just Talk" to Meticulous Method’ 2002. Available PDF: www.qualitative-research.net/index.php/fqs/article/download/800/1737
[15] Syallow, C. ‘Job satisfaction among nurses and delivery of quality health services terms and conditions of service: a case study of Rift Valley’, Kenya Nursing Journal 2010; (39).
[16] Rakuom, C. Nursing human resources in Kenya- case study, International Centre for Human Resources in Nursing (ICHRN) 2010.
[17] Morse, J. Insight, inference, evidence, and verification: Creating a legitimate discipline. International Journal of Qualitative Methods 2006.
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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

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    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

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    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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  • @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}
    }
    

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    AU  - Simon Macharia Kamau
    Y1  - 2014/12/31
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    T2  - American Journal of Nursing Science
    JF  - American Journal of Nursing Science
    JO  - American Journal of Nursing Science
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    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
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Author Information
  • University of Kabianga, School of Science & Technology, Department of Nursing Science, P. O. Box 5, Kapkatet 20214, Kenya

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