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Original Article
- Task Analysis of Managers in the Customized Visiting Health Services
- Young Ran Han, Young Rye Park, Young Hee Kim, Hee Chung Choi, Mi Ja Chung
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Journal of Korean Academy of Community Health Nursing 2012;23(2):165-178.
DOI: https://doi.org/10.12799/jkachn.2012.23.2.165
Published online: June 30, 2012
1Professor, Department of Nursing, Dongguk University, Gyeongju, Korea.
2Associate Professor, Department of Nursing, Kunsan National University, Gunsan, Korea.
3Professor, Department of Nursing, Dongguk University, Gyeongju, Korea.
4Professor, Department of Nursing, Mokpo Catholic University, Mokpo, Korea.
5Assistant professor, Department of Nursing, Gwangyang Health College, Gwangyang, Korea.
• Received: January 31, 2012 • Accepted: June 20, 2012
Copyright © 2012 Korean Academy of Community Health Nursing
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Abstract
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Purpose
- The aim of this study was to analyze the tasks of managers who were working in the Customized Visiting Health Services (CVHS) and to prioritize analyzed tasks according to performance frequency, perceived importance, and difficulty.
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Methods
- Job analysis method by Hartley (1999) was used for task analysis and performance frequency, perceived importance, and difficulty were used for prioritize as criteria. A total of 85 managers in the CVHS of public health centers nationwide were recruited through e-mail and mail survey. Using SPSS/WIN 15.0, descriptive statistics, such as frequency distribution, means, median, and standard deviation, were conducted to examine each subject's general characteristics, the frequency, importance, and difficulty of the tasks as well as to prioritize the each task.
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Results
- The job description of the managers revealed 12 duties, 35 tasks, and 104 task elements. Of the 85 managers, 84.8% were classified as nurses, 40.5% were home health care specialists, and 32.9% were social workers. Their coretasks were management of client cases, budget management, and management of work performance and quality assurance.
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Conclusion
- Considering the analyzed managers' tasks and core tasks, we need to examine each manager's role precisely and provide various educational programs for improving overall manager competence.
Table 2Job Description of Managers in Customized Visiting Health Service
A=health planning; B=establishing network for cooperation between internal and external departments of public health center; C=manpower management; D=management of work performance and quality assurance; E=management of CVHS in branch of public health center (public health post); F=budget management; G=item management; H=document management; I=advertisement; J=management of client case; K=self-development; L=program development.
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This article was supported by Gyeongbuk Provincial Government, Jeonnam Provincial Government and Ministry of Health and Welfare Research Grant of Korea in 2009.
NOTES
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