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Aims This paper compares the perceptions of nurse managers and nurses about self-leadership of professional nurses while taking ownership of capacity building during unit management. Background The Nursing Strategy for South Africa states that the competency of nurses is dependent upon factors that lead to capacity building. Method A quantitative design was followed by conducting a survey. The target population included nurse managers and professional nurses working at an academic public hospital in the Gauteng Province of South Africa. Results The findings indicate shortcomings in relation to advising professional nurses about self-direction while taking ownership of their daily pressures and stresses associated with unit management. Conclusion Professional nurses should develop their confidence by focusing on their self-leadership strengths when managing a unit. Implications for nurse managers Recommendations are made to promote self-leadership while taking ownership of nurses during capacity building of unit management. [ABSTRACT FROM AUTHOR]

Studying the sustainable employability of emergency nurses is important, given the precarious environment in which they work. This study used a cross-sectional survey of 204 emergency nursing professionals to investigate their sustainable employability in a South African context from the perspectives of precarious work, mental toughness, capabilities, and mental health. The Precarity Position Profile, Mental Toughness Questionnaire-Short Form, Capability Set for Work Questionnaire, and Flourishing-at-Work Scale-Short Form were administered. Three precarious work dimensions negatively predicted emergency nurses' capabilities. Significantly, precarious work conditions and professional development were associated with most work capabilities. Emergency nurses' capability set positively affected their mental health, with mental toughness moderating the effect of poor salary (a component of precarious work) on capabilities. Precariousness regarding salary, work conditions, and professional development affected emergency nurses' mental health indirectly and negatively through a poor capability set, while mental toughness indirectly and positively affected their mental health through a strong capability set. [ABSTRACT FROM AUTHOR]

Aim This study aimed to establish and describe the level of communication satisfaction that professional nurses experience in selected public hospitals in the City of Johannesburg, South Africa. Background The success of any organisation depends on the effectiveness of its communication systems and the interaction between staff members. Method Data were collected by means of questionnaires, based on the Communication Satisfaction Questionnaire ( CSQ), from a sample of 265 professional nurses from different categories, chosen using a disproportionate random stratified sampling method. Results The results indicated poor personal feedback between nurse managers (operational managers) and professional nurses, as well as dissatisfaction among nurse managers and professional nurses with regard to informal communication channels. A lack of information pertaining to policies, change, financial standing and achievements of hospitals was identified. Conclusion Nurse managers should play a leadership role in bringing staff of different departments together by creating interactive communication forums for the sharing of ideas. Implications for nursing management The results emphasise the need for nurse managers to improve communication satisfaction at all levels of the hospital services in order to enhance staff satisfaction and create a positive working environment for staff members. [ABSTRACT FROM AUTHOR]

Aim To investigate the relationship between non-nursing tasks ( NNTs), nursing tasks left undone ( NTLU) and job satisfaction among professional nurses ( PNs) in South Africa ( SA). Background This study adds to the international debate about the relationship between non-nursing tasks, nursing tasks left undone and job satisfaction by studying the variables at individual nurse and hospital unit level. Method A cross-sectional survey design of 1166 PNs in 60 medical and surgical units in 55 private hospitals and seven public hospitals. Results Nationally, the three main non-nursing tasks performed were clerical duties ( M = 1.81), arranging discharge referrals and transport ( M = 1.38) and performing non-nursing care ( M = 1.31), while the main nursing tasks left undone were comfort/talk with patients (62.2%), educating patients and family (57.9%) and develop/update nursing care plans/pathways (51.6%). Nursing tasks left undone were only related to three non-nursing tasks, and job satisfaction correlated most highly with nursing tasks left undone. Conclusion Professional nurses conduct many non-nursing tasks, and leave several important nursing tasks left undone. Nursing tasks left undone cause the greatest degree of job dissatisfaction amongst professional nurses. Implications for nursing management Role overlapping and work performed by professional nurses below their skill level should be identified and re-organised; support services should be employed and efficiently used. [ABSTRACT FROM AUTHOR]

Aim To establish reasons for absenteeism amongst professional nurses, enrolled nurses and enrolled nurse auxiliaries in a general hospital in Durban, in order to recommend strategies that could decrease absenteeism. Background Nurses endure increased workload, resulting in burnout and absenteeism in workplace environments that already suffer staff shortages. Method This study was a quantitative, non-experimental survey. The study population consisted of 60 nurses, including professional and enrolled nurses and enrolled nurse auxiliaries. The survey consisted of closed-ended questions to options of 'agree' and 'disagree' and an open-ended section. Result Family matters, lack of motivation to attend work, illness, finance, favouritism, unfriendly nurse managers, long work hours, increased workload, unsatisfactory work conditions, lack of equipment, unfair promotions and selection of nurses for training, staff shortages, lack of a reward system and incoherent decision-making caused nurse absenteeism. Conclusion Personal, professional and organisational factors may cause nurse absenteeism, crippling the health sector further against the backdrop of human and mechanical resource shortage. Implications for nursing management Nurse managers have an important role in reducing absenteeism by addressing the employees' concerns, which can lead to productivity, increased staff morale, decreased medical hazards and satisfied patients. [ABSTRACT FROM AUTHOR]

Aim The aims of this study were to validate the Maslach Burnout Inventory - Human Services Survey ( MBI- HSS) for registered nurses in South Africa and to analyse the differences between the levels of burnout of different biographical groups. Background The nursing profession is seen as a stressful and emotionally demanding profession, which makes nurses susceptible to burnout. Method A cross-sectional survey design with a stratified random sample ( n = 818) was used. The MBI- HSS and a biographical questionnaire were administered. Results Exploratory factor analysis resulted in a three-factor structure of burnout, consisting of emotional exhaustion, depersonalization and personal accomplishment. Construct equivalence and reliability of the three factors were confirmed. Significant differences were found in burnout levels with regard to language, age, rank, job satisfaction, reciprocity, full-time employment and specialised training. Conclusions The MBI- HSS showed acceptable validity and reliability for South African nurses. Burnout is associated with specific factors, including language, age, rank, job satisfaction, reciprocity, full-time employment and specialised training. Implications for nursing management The use of the MBI- HSS is recommended to assess burnout of nurses in South Africa. Organisations employing nurses should intervene to prevent and/or manage burnout. [ABSTRACT FROM AUTHOR]

Aim The aim was to determine whether nursing leaders met the criteria for transformational and/or transactional leadership. Background Many changes have occurred in South Africa and are reflected in the health-care systems. As a result, it has become crucial to source leaders who are able to manage the change process effectively so as to ensure the success and survival of our health-care organizations. Methods The 45-item Multifactor Leadership Questionnaire (Rater) was completed by 41 respondents out of a population of 121. A proportional stratified simple random sampling technique was used to select the raters of seven leaders. Results Most nursing leaders role-modelled the culture of the organisation but did not stimulate their followers intellectually and did not demonstrate innovative motivation or individual consideration. Consequently, their followers may exhibit a lack of commitment to collective goals, with detrimental effects on the health-care organisation as a whole. Conclusions and implications for nursing managers Nursing leaders should be trained to become transformational leaders so as to encourage their followers to become innovative and motivated to render high quality nursing care. [ABSTRACT FROM AUTHOR]