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Considering nursing resource as "caring time'

H A Milne1, C L McWilliam

  • 1King Faisal Specialist Hospital and Research Centre, Riyadh, Saudi Arabia.

Journal of Advanced Nursing
|April 1, 1996
PubMed
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Healthcare economic pressures necessitate understanding nursing as a resource. This study reveals "caring time" as the core nursing resource, emphasizing its value and the need for better allocation by leaders.

Area of Science:

  • Nursing Administration
  • Healthcare Management
  • Qualitative Research

Background:

  • Constrained economic conditions in healthcare demand efficient resource utilization.
  • Understanding how nursing services function as a resource is crucial for effective management.
  • Existing knowledge gaps regarding the qualitative aspects of nursing resource allocation.

Purpose of the Study:

  • To enhance the comprehension of nursing services as a valuable resource within healthcare settings.
  • To explore the lived experiences of patients and healthcare professionals regarding nursing care.
  • To identify the key components and challenges associated with nursing resource management.

Main Methods:

  • Phenomenological research methodology employed for in-depth understanding.

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  • Purposeful and chain sampling included six patients and 14 healthcare professionals (nurses, managers, physicians).
  • Data collection through in-depth interviews, document reviews, and participant observation.

    • Main Results:

    • Nursing resource is primarily conceptualized as "caring time," experienced as "spending time."
    • "Caring time" encompasses both "being with" and "doing to/doing for" patients.
    • Participants experienced tension in optimally allocating limited "caring time"; "being with" patients was highly valued but under-allocated.

    Conclusions:

    • Nursing resource is intrinsically linked to quantitative and qualitative nursing expressions.
    • "Being with" patients represents a critical, yet often insufficient, component of nursing resource.
    • Nursing administrators, managers, and practitioners must actively promote recognition and allocation of "caring time."