| Summary: | 碩士 === 臺北醫學大學 === 護理學系 === 91 === As a result of conflicting health care policies, consequences of great challenge and difficulties are faced by today''s hospital. Under the dual pressure of manpower effectiveness and quality assurance, how the management empowers its employees to improve its staff and organization to achieve highest efficiency and productivity is the key to success. Therefore, this research''s main purposes are to compare the effectiveness of head nurses who had imposed an educational program on empowerment to that of those who didn''t and also compare their staffs'' acceptance of empowerment in their work. The effectiveness of empowerment is measured by "Reciprocal Empowerment Scale" (1995). This research is done using a controlled study. Twenty hours of empowerment training is given to head nurses who have joined the experimental group. The participants are department head nurses (including acting department head nurses) from a teaching hospital in southern Taiwan. The subjects included 21 head nurses as well as their staff members, totaling 448 people, who have had working experience for more than six months by the time the research was conducted. The head nurses are divided into two groups (Group A and Group B). The first group was randomly selected to be the experimental group, thus make the second group the control group. The results are analyzed using t-test, chi-square, and GEE Model.
Result: 1. The subjects could be divided into four variables: age, time-length of employment at the hospital, time-length of stay at the department, and the number of years of work experience. These variables were the parameters that we needed to control in our experiment as they had significant statistical variance (p < 0.001). 2. The average Reciprocal Empowerment Scale (RES) scores (five-point scale) of all the subjects was between 3.15 and 3.44. Among 3 subscales, REC (reciprocity) scores highest, following that was OWN (ownership) and SYN (synergy). 3. When the growth effect within each group and the interference between groups were not controlled, for both groups, the differences between the RES averages obtained before and after experiment are not significant. 4. After the interference, pretest differential effects, and the growth effect of the control group were controlled, we analyzed the results with GEE model. Comparing the head nurses of the groups, their staffs gave scores on the work-related empowerment performance including the whole group''s RES and the three subscales: REC, SYN, and OWN. The differences between the two groups are not significant (p > 0.05). 5. After minimizing pretest differential effects and the growth effect of the control group, within the four controlling parameters, the hospital seniority have effects on RES, SYN and OWN (p < 0.05). Age affects only the REC (p<0.05). Departmental seniority affects only OWN (p < 0.05)
The research shown that age and work experience of the nursing staff significantly affect the work related reciprocal empowerment. Therefore, as a manager leading a staff with varying ages and work experiences, one needs to improve one''s circumstantial leadership technique in order for one''s staff to achieve their best. Also, the nursing departments can arrange more empowerment related training programs for both their staffs and managers. The design of the programs should emphasize “regular follow-ups” and “clinical experience sharing” so to increase the work efficiency of the department as well as job satisfaction, and improve the interdepartmental cooperation, which will in turn improve the quality of our health care.
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