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[Nurses' representations of the managerial function, what professional commitment does this mean?].

A C Girault-Micheau

    Recherche En Soins Infirmiers
    |September 1, 1996
    PubMed
    Summary
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    This study explores nurses' perceptions of the managerial function, finding that discrepancies arise from differing values between nurses and charge nurses, not role definition. Understanding these values is key to practice.

    Area of Science:

    • Nursing Management
    • Healthcare Professional Roles
    • Organizational Behavior

    Background:

    • The managerial function in nursing lacks legislative regulation and precise legal definition.
    • Varied professional opinions exist regarding the managerial role due to its ambiguous nature.
    • Understanding nurses' perceptions is crucial as beliefs influence practice.

    Purpose of the Study:

    • To investigate nurses' ideas about the managerial function.
    • To determine the professional commitments entailed by the managerial role from nurses' perspectives.
    • To explore the gap between perceived roles and actual practice in nursing management.

    Main Methods:

    • A scientific methodology was employed, involving breaking down preconceptions.
    • Exploratory readings and discussions informed problem formulation.

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  • Semi-directed interviews were used to gather data on nurses' views of the managerial function.

    • Main Results:

    • Initial hypotheses were invalidated by the analysis.
    • Differences in perceptions centered on the alignment of nurses' values with charge nurses' values.
    • The study found less emphasis on the adequacy of the managerial function itself and more on value congruence.

    Conclusions:

    • Defining a job description alone is insufficient; a project-based approach is needed.
    • Nurses' perceptions of the managerial function are influenced by value systems.
    • The charge nurse role involves a paradox of maintaining conformity while embracing discovery.