Role-Related Value Conflicts: A Qualitative Study of the Experiences of Perianesthesia Nurse Managers
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View abstract on PubMed
Summary
This summary is machine-generated.Nurse managers in perianesthesia settings face value conflicts causing moral distress and burnout. Understanding these conflicts is key to improving nurse manager retention and well-being.
Area Of Science
- Nursing Management
- Healthcare Ethics
- Organizational Psychology
Background
- Value conflicts can lead to moral distress, burnout, and threaten nurse manager retention.
- Limited understanding exists regarding the specific value conflicts encountered by nurse managers in perianesthesia environments.
Purpose Of The Study
- To explore the types of value conflicts experienced by perianesthesia nurse managers.
- To investigate how these managers work to reduce the distress associated with value conflicts.
- To utilize the process model of managerial dissonance and responsibility attribution as a framework.
Main Methods
- A qualitative, descriptive research design was employed.
- Data were gathered through semi-structured interviews with 14 perianesthesia nurse managers.
- Thematic analysis was used to analyze the collected data.
Main Results
- Eleven subthemes of value conflicts were identified, categorized into four phases of managerial dissonance: Harm Doing, Dissonance, Attribution, and Outcomes.
- Specific subthemes included operational and patient care management strategies, questioning leadership, altered well-being, considering organizational viewpoints, and feelings of being forgotten by leadership.
- Perianesthesia nurse managers' experiences share similarities with inpatient managers but also reflect unique practice environment aspects.
Conclusions
- The process model of managerial dissonance effectively explains the psychological difficulties and resolution processes for nurse managers facing value conflicts.
- Perianesthesia nurse managers experience unique value conflicts influenced by their practice environment.
- Organizational leaders should implement strategies to mitigate psychological distress and prevent work-role disengagement among nurse managers.
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