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Task Analysis of Managers in the Customized Visiting Health Services

Article information

Res Community Public Health Nurs. 2012;23(2):165-178
Publication date (electronic) : 2012 June 30
doi : https://doi.org/10.12799/jkachn.2012.23.2.165
Young Ran Han1, Young Rye Park2, Young Hee Kim3, Hee Chung Choi4, Mi Ja Chung5
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.
Corresponding author: Park, Young Rye. Department of Nursing, Kunsan National University, 558 Daehak Road, Gunsan, Jeonbuk 573-701, Korea. Tel: +82-63-469-1992, Fax: +82-63-469-1991, yrpark@kunsan.ac.kr
Received 2012 January 31; Accepted 2012 June 20.

Abstract

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.

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.

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.

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.

Keywords: Task performance and analysis; Home visits; Public health practice

Notes

This article was supported by Gyeongbuk Provincial Government, Jeonnam Provincial Government and Ministry of Health and Welfare Research Grant of Korea in 2009.

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Article information Continued

Copyright © 2012 Korean Academy of Community Health Nursing

This is an Open Access article distributed under the terms of the Creative Commons Attribution Non-Commercial License (http://creativecommons.org/licenses/by-nc/3.0/) which permits unrestricted non-commercial use, distribution, and reproduction in any medium, provided the original work is properly cited.

Funded by : Gyeongbuk Provincial Government
Funded by : Jeonnam Provincial Government
Funded by : Ministry of Health and Welfare

Table 1

General Characteristics of Participants (N=85)

Table 1

†Multiple response.

Table 2

Job Description of Managers in Customized Visiting Health Service

Table 2

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.

Table 3

Degree of Frequency, Importance and Difficulty of each Duty, Task, and Task element in Each Duty (N=85)

Table 3

Table 4

Core Duty, Task, and Task element of Managers in Customized Visiting Health Service

Table 4