Kiviniitty, N., Kamau, S., Mikkonen, K., Hammaren, M., Koskenranta, M., Kuivila, H.-M., & Kanste, O. (2023). Nurse leaders' perceptions of competence-based management of culturally and linguistically diverse nurses: A descriptive qualitative study. Nursing Open, 10, 6479–6490. https://doi.org/10.1002/nop2.1899
Nurse leaders’ perceptions of competence-based management of culturally and linguistically diverse nurses : a descriptive qualitative study
|Author:||Kiviniitty, Nina1; Kamau, Suleiman1,2; Mikkonen, Kristina1,3;|
1Research Unit of Health Sciences and Technology, University of Oulu, Oulu, Finland
2Department of Healthcare and Social Services, JAMK University of Applied Sciences, Jyvaskyla, Finland
3Medical Research Center Oulu, Oulu University Hospital and University of Oulu, Oulu, Finland
|Online Access:||PDF Full Text (PDF, 0.6 MB)|
|Persistent link:|| http://urn.fi/urn:nbn:fi-fe20231023140956
John Wiley & Sons,
|Publish Date:|| 2023-10-23
Aim(s): To describe nurse leaders’ perceptions of culturally and linguistically diverse (CALD) nurses’ competence-based management.
Design: A descriptive qualitative study of the competence-based management of CALD nurses, from the perspectives of nurse leaders in three primary and specialised medical care organisations. This study followed the COREQ guidelines.
Methods: Qualitative semi-structured individual interviews were conducted with 13 nurse leaders. Eligible interviewees were required to have management experience, and experience of working with or recruiting CALD nurses. Data were collected during November 2021–March 2022. The data were analysed using inductive content analysis.
Results: Competence-based management was explored in terms of competence identification and assessment of CALD nurses, aspects which constrain and enable competence sharing with them, and aspects which support their continuous competence development. Competencies are identified during the recruitment process, and assessment is based primarily on feedback. Organisations’ openness to external collaboration and work rotation supports competence sharing, as does mentoring. Nurse leaders have a key role in continuous competence development as they organise tailored induction and training, and can indirectly reinforce nurses’ work commitment and wellbeing.
Conclusion(s): Strategic competence-based management would enable all organisational competencies potential to be utilised more productively. Competence sharing is a key process for the successful integration of CALD nurses.
Relevance to Clinical Practice: The results of this study can be utilised to develop and standardise competence-based management in healthcare organisations. For nursing management, it is important to recognise and value nurses’ competence.
Impact: The role of CALD nurses in the healthcare workforce is growing, and there is little research into the competence-based management of such nurses.
Patient or Public Contribution: No patient or public contribution.
|Pages:||6479 - 6490|
|Type of Publication:||
A1 Journal article – refereed
|Field of Science:||
© 2023 The Authors. Nursing Open published by John Wiley & Sons Ltd. This is an open access article under the terms of the Creative Commons Attribution-NonCommercial-NoDerivs License, which permits use and distribution in any medium, provided the original work is properly cited, the use is non-commercial and no modifications or adaptations are made.