본 연구는 노인요양시설 관리자를 대상으로 관리자역량에 대한 중요도인식과 수행수준을 확인하고 그 차이와 차이원인을 파악함으로써 관리자 역량 강화를 위한 이론적 근거를 제공하는데 목적이 있다. 연구 자료는 서울, 경기, 인천의 노인요양시설 관리자 126명에 대한 설문조사를 통해 확보하였고, 분석방법으로는 빈도분석, 신뢰도 분석, 대응표본 t검정, ...
본 연구는 노인요양시설 관리자를 대상으로 관리자역량에 대한 중요도인식과 수행수준을 확인하고 그 차이와 차이원인을 파악함으로써 관리자 역량 강화를 위한 이론적 근거를 제공하는데 목적이 있다. 연구 자료는 서울, 경기, 인천의 노인요양시설 관리자 126명에 대한 설문조사를 통해 확보하였고, 분석방법으로는 빈도분석, 신뢰도 분석, 대응표본 t검정, 독립표본 t검정 및 분산분석, 상관분석, 다중선형 회귀분석, 다중응답 빈도분석 및 다중응답 교차분석을 실시하였다. 이 연구의 주요 결과를 요약하면 다음과 같다. 둘째, 노인요양시설 관리자의 인구사회학적 특성에 따른 각 역량별 역량 중요도와 수행도, 중요도-수행정도 간의 차이는 50세 이상 집단에서 각 역량에 대한 수행도가 가장 높으며, 간호직 및 기타 직종이 사회복지사보다 중요도가 높았다. 기혼자가 미혼자보다 각 역량에 대한 중요도, 수행도가 높으며, 관리자 근무기간에 있어서는 ‘8년 초과’ 집단이 다른 집단에 비해 중요도, 수행도가 가장 높았다. 현재 직위 담당기간이 ‘5년 초과’ 집단에서 중요도가 높고, 중요도-수행도 간의 차이는 ‘2년 이하’인 집단에서 다른 집단에 비해 차이가 가장 높았다. 교육수준은 ‘대학원 이상’의 관리자에서, ‘요양원 주도의 계속적인 교육연수를 받은’ 관리자에서의 중요도, 수행도가 높게 나타났으며, 운영주체별로는 법인이 개인보다 수행도가 높았다. 넷째, 노인요양시설 관리자의 중요도, 수행도, 중요도-수행정도 간의 차이에 영향을 미치는 요인 파악을 위해 다중선형 회귀분석을 실시한 결과 운영주체, 시설규모, 직종, 교육수준, 연령, 교육여부, 경력이 각 역량에 대해 영향을 미치는 것으로 나타났다. 운영주체별로는 영향력 역량, 변화관리역량, 전체역량에서 개인시설에 비해 법인시설에 속한 관리자가 역량에 관한 중요도를 높게 인식하고 있었으며, 변화관리역량에서 개인시설에 비해 법인시설 관리자가 수행도가 높게 나타났다. 시설규모별로는 30인이상 시설에 속한 관리자가 영향력 역량에서 중요도를 낮게 인식했으며, 관리역량에서 수행도가 낮게 나타났으며, 격차가 높았다. 직종별로는 사회복지사집단이 간호사 및 기타 집단에 비해 인지역량, 변화관리역량, 전체역량의 수행도가 낮게 나타났다. 교육수준은 영향력 역량, 변화관리역량, 전체역량에서 대학원이상 관리자가 역량에 관한 중요도를 높게 인식하고 있었고, 개인효과성 역량, 변화관리역량에서 수행도가 높게 나타났다. 연령은 관리역량, 인지역량, 변화관리역량, 전체역량에서 연령이 높아질수록 역량의 수행도가 높았으며, 관리역량에서 연령이 높아질수록 중요도와 수행도 간의 차이가 줄어들었다. 교육은 변화관리역량에서 요양원 주도의 계속적 교육을 받은 관리자가 역량의 중요도를 높게 인식하였으며, 임명 후 직무교육을 받은 관리자의 격차가 낮았다. 관리자 근무기간은 성취와 행동역량, 관리역량, 인지역량, 개인효과성 역량, 전체역량에서 현 직위 경력이 오래될수록 수행도가 높게 나타났으며, 관리역량, 변화관리역량, 전체역량에서 격차가 줄어들었다. 다섯째, 노인요양시설 관리자의 중요도와 수행도간의 격차 이유를 파악한 결과 과다한 문서화 작업이 가장 높았으며, 규정/제도 등의 제한, 업무량 과다, 시간부족 등의 순으로 높았다. 노인요양시설 관리자의 역량 강화를 위해서는 효과적인 역량평가 모델구축이 필요하고, 체계적으로 관리자의 역량수준을 측정, 평가하고 지속적으로 관리하는 시스템 체계가 갖춰져야 한다. 그래야만 질 높은 서비스제공으로 입소노인과 그 가족, 직원들의 만족도를 제고하고 효율적인 경영성과를 창출 할 수 있다. 또한 관리자에게 요구되는 역량을 정의하고 행동지표를 명확히 설정하여 객관적인 기준에 의한 평가가 이루어질 때 평가체계 확립 및 노인장기요양시설의 질 향상을 기대할 수 있을 것이다. 역량평가의 결과는 격차가 가장 큰 역량을 우선순위로 역량강화교육과 연계하여 향상시키고, 격차가 적은 역량들은 지속적으로 유지 및 강화시키기 위한 시스템을 구축해야 할 것이다.
본 연구는 노인요양시설 관리자를 대상으로 관리자역량에 대한 중요도인식과 수행수준을 확인하고 그 차이와 차이원인을 파악함으로써 관리자 역량 강화를 위한 이론적 근거를 제공하는데 목적이 있다. 연구 자료는 서울, 경기, 인천의 노인요양시설 관리자 126명에 대한 설문조사를 통해 확보하였고, 분석방법으로는 빈도분석, 신뢰도 분석, 대응표본 t검정, 독립표본 t검정 및 분산분석, 상관분석, 다중선형 회귀분석, 다중응답 빈도분석 및 다중응답 교차분석을 실시하였다. 이 연구의 주요 결과를 요약하면 다음과 같다. 둘째, 노인요양시설 관리자의 인구사회학적 특성에 따른 각 역량별 역량 중요도와 수행도, 중요도-수행정도 간의 차이는 50세 이상 집단에서 각 역량에 대한 수행도가 가장 높으며, 간호직 및 기타 직종이 사회복지사보다 중요도가 높았다. 기혼자가 미혼자보다 각 역량에 대한 중요도, 수행도가 높으며, 관리자 근무기간에 있어서는 ‘8년 초과’ 집단이 다른 집단에 비해 중요도, 수행도가 가장 높았다. 현재 직위 담당기간이 ‘5년 초과’ 집단에서 중요도가 높고, 중요도-수행도 간의 차이는 ‘2년 이하’인 집단에서 다른 집단에 비해 차이가 가장 높았다. 교육수준은 ‘대학원 이상’의 관리자에서, ‘요양원 주도의 계속적인 교육연수를 받은’ 관리자에서의 중요도, 수행도가 높게 나타났으며, 운영주체별로는 법인이 개인보다 수행도가 높았다. 넷째, 노인요양시설 관리자의 중요도, 수행도, 중요도-수행정도 간의 차이에 영향을 미치는 요인 파악을 위해 다중선형 회귀분석을 실시한 결과 운영주체, 시설규모, 직종, 교육수준, 연령, 교육여부, 경력이 각 역량에 대해 영향을 미치는 것으로 나타났다. 운영주체별로는 영향력 역량, 변화관리역량, 전체역량에서 개인시설에 비해 법인시설에 속한 관리자가 역량에 관한 중요도를 높게 인식하고 있었으며, 변화관리역량에서 개인시설에 비해 법인시설 관리자가 수행도가 높게 나타났다. 시설규모별로는 30인이상 시설에 속한 관리자가 영향력 역량에서 중요도를 낮게 인식했으며, 관리역량에서 수행도가 낮게 나타났으며, 격차가 높았다. 직종별로는 사회복지사집단이 간호사 및 기타 집단에 비해 인지역량, 변화관리역량, 전체역량의 수행도가 낮게 나타났다. 교육수준은 영향력 역량, 변화관리역량, 전체역량에서 대학원이상 관리자가 역량에 관한 중요도를 높게 인식하고 있었고, 개인효과성 역량, 변화관리역량에서 수행도가 높게 나타났다. 연령은 관리역량, 인지역량, 변화관리역량, 전체역량에서 연령이 높아질수록 역량의 수행도가 높았으며, 관리역량에서 연령이 높아질수록 중요도와 수행도 간의 차이가 줄어들었다. 교육은 변화관리역량에서 요양원 주도의 계속적 교육을 받은 관리자가 역량의 중요도를 높게 인식하였으며, 임명 후 직무교육을 받은 관리자의 격차가 낮았다. 관리자 근무기간은 성취와 행동역량, 관리역량, 인지역량, 개인효과성 역량, 전체역량에서 현 직위 경력이 오래될수록 수행도가 높게 나타났으며, 관리역량, 변화관리역량, 전체역량에서 격차가 줄어들었다. 다섯째, 노인요양시설 관리자의 중요도와 수행도간의 격차 이유를 파악한 결과 과다한 문서화 작업이 가장 높았으며, 규정/제도 등의 제한, 업무량 과다, 시간부족 등의 순으로 높았다. 노인요양시설 관리자의 역량 강화를 위해서는 효과적인 역량평가 모델구축이 필요하고, 체계적으로 관리자의 역량수준을 측정, 평가하고 지속적으로 관리하는 시스템 체계가 갖춰져야 한다. 그래야만 질 높은 서비스제공으로 입소노인과 그 가족, 직원들의 만족도를 제고하고 효율적인 경영성과를 창출 할 수 있다. 또한 관리자에게 요구되는 역량을 정의하고 행동지표를 명확히 설정하여 객관적인 기준에 의한 평가가 이루어질 때 평가체계 확립 및 노인장기요양시설의 질 향상을 기대할 수 있을 것이다. 역량평가의 결과는 격차가 가장 큰 역량을 우선순위로 역량강화교육과 연계하여 향상시키고, 격차가 적은 역량들은 지속적으로 유지 및 강화시키기 위한 시스템을 구축해야 할 것이다.
The purpose of this study was to survey the elderly nursing facility managers for their perception of the importance of managers' competences and their practices of the perception and thereupon, analyze the differences of their perception and practices to provide for some useful theoretical data for...
The purpose of this study was to survey the elderly nursing facility managers for their perception of the importance of managers' competences and their practices of the perception and thereupon, analyze the differences of their perception and practices to provide for some useful theoretical data for the enhancement of their competences. For this purpose, 126 elderly nursing facility managers working in Seoul, Gyeonggi-do and Inaction were sampled to be subject to a questionnaire survey. The data collected through the survey were subject to frequency analysis, reliability analysis, paired T-test, Independent T-test, ANOVA, correlation analysis, multiple linear regression analysis, multiple response frequency analysis and multiple response cross analysis. The results of this study can be summarized as follows;
First, the difference of subjects' perception of the importance of their competence and their practices was widest in competences of achievement and action, followed by competences of change management, management, recognition, influence, human services and personal efficiency in their order.
Secondly, in terms of subjects' demographic variables, it was found that the sub-group aged 50 or older scored highest in practicing their competences, and that the nurses and other managers scored higher than the social workers. In addition, the married managers scored higher than the single managers in terms of perception of the importance of manager's competence and practice of it. On the other hand, the sub-group who had worked for more than 8 years as managers scored higher than the other sub-groups in both terms of perception and practice. More specifically, the sub-group who had worked for their current positions for longer than 5 years scored higher in the perception of the importance of manager's competence, while the sub-group who had worked for their current positions for shorter than 2 years scored highest in the difference between perception and practice. Besides, the sub-group who had a master's degree or had undergone a training program on a continual basis scored higher in both terms of perception and practice, while those working for the corporate facilities scored higher than those working for the private ones.
Thirdly, as a result of the correlation analysis for the correlation among subjects' perception, practice, and relation between the two, it was found that all the correlations were significantly positive. In terms of perception of the importance, the correlation between competitions of recognition and management was highest (0.74), while in terms of practice, the correlation between management and influence competences was highest (0.79). And in terms of relation between the two, the correlations between management competence and achievement/action competence, and management competence and influence competence, and between recognition competence and management competence were highest (each 0.67).
Fourth, as a result of the multiple linear regression analysis to analyze the factors affecting subjects' perception, practice and relation between the two, it was found that such variables as nature of the facilities, scale of facilities, duties, educational background, age, retraining and career were significant. In terms of nature of the facilities, the subjects working for the corporate facilities scored higher than those working for the private ones in terms of competences of influence and change management as well as the gross competences. Also in terms of practice of change management competence, the former group scored higher. In terms of the scale of facilities, those working for the facility with 30 beds or more perceived the importance of the influence competence less, while practicing their management competence significantly less. In terms of duties, the social worker sub-group practiced their competences of recognition and change management as well as the gross competences significantly less. In terms of academic background, the sub-group with a master degree or higher perceived the importance of competence more, while practicing the competences of personal efficiency and change management higher. In terms of age, the older subjects practices the competences of management, recognition, change management and the gross competences more, while in view of the management competence, the older subjects showed narrower difference between perception and practice. In terms of retraining, the sub-group who had undergone an in-company retraining program on a continual basis perceived the importance of competence higher, but not much significantly compared with those who had undergone a job training after being employed. In terms of career length, those who had worked longer for their current positions scored higher in the competences of achievement, action, management, recognition, personal efficiency and the gross competences, but such differences were narrower in competences of management, change management, etc.
Fifthly, as a result of analyzing the reasons for the differences of subjects' perception and practices, the most explanatory reason was excessive documentation work, followed by constraints of rules and systems, heavy workload and shortage of time in their order.
In order to reinstate the elderly nursing facility managers' competences, it is deemed necessary to construct an effective competence evaluation model whereby their competence levels should be measured and assessed in a systematic way and on a continual basis. Then, the services would be improved enough to enhance users', their family members' and staff's satisfaction and thereby, obtain a high management performances. In addition, it is also necessary to effectively define the competences required of the managers and thereby, set their activity guideline clearly, and thus, assess their performances in a fair and objective way. Then, the result would be a satisfactory evaluation system conducive to improvement of the facility service quality. The results of the evaluation of managers' competences may well be connected with the competence reinstatement training program with higher priorities on those competences differed widely, while a retraining system would be operated for the continued reinstatement of the competences less differentiated.
The purpose of this study was to survey the elderly nursing facility managers for their perception of the importance of managers' competences and their practices of the perception and thereupon, analyze the differences of their perception and practices to provide for some useful theoretical data for the enhancement of their competences. For this purpose, 126 elderly nursing facility managers working in Seoul, Gyeonggi-do and Inaction were sampled to be subject to a questionnaire survey. The data collected through the survey were subject to frequency analysis, reliability analysis, paired T-test, Independent T-test, ANOVA, correlation analysis, multiple linear regression analysis, multiple response frequency analysis and multiple response cross analysis. The results of this study can be summarized as follows;
First, the difference of subjects' perception of the importance of their competence and their practices was widest in competences of achievement and action, followed by competences of change management, management, recognition, influence, human services and personal efficiency in their order.
Secondly, in terms of subjects' demographic variables, it was found that the sub-group aged 50 or older scored highest in practicing their competences, and that the nurses and other managers scored higher than the social workers. In addition, the married managers scored higher than the single managers in terms of perception of the importance of manager's competence and practice of it. On the other hand, the sub-group who had worked for more than 8 years as managers scored higher than the other sub-groups in both terms of perception and practice. More specifically, the sub-group who had worked for their current positions for longer than 5 years scored higher in the perception of the importance of manager's competence, while the sub-group who had worked for their current positions for shorter than 2 years scored highest in the difference between perception and practice. Besides, the sub-group who had a master's degree or had undergone a training program on a continual basis scored higher in both terms of perception and practice, while those working for the corporate facilities scored higher than those working for the private ones.
Thirdly, as a result of the correlation analysis for the correlation among subjects' perception, practice, and relation between the two, it was found that all the correlations were significantly positive. In terms of perception of the importance, the correlation between competitions of recognition and management was highest (0.74), while in terms of practice, the correlation between management and influence competences was highest (0.79). And in terms of relation between the two, the correlations between management competence and achievement/action competence, and management competence and influence competence, and between recognition competence and management competence were highest (each 0.67).
Fourth, as a result of the multiple linear regression analysis to analyze the factors affecting subjects' perception, practice and relation between the two, it was found that such variables as nature of the facilities, scale of facilities, duties, educational background, age, retraining and career were significant. In terms of nature of the facilities, the subjects working for the corporate facilities scored higher than those working for the private ones in terms of competences of influence and change management as well as the gross competences. Also in terms of practice of change management competence, the former group scored higher. In terms of the scale of facilities, those working for the facility with 30 beds or more perceived the importance of the influence competence less, while practicing their management competence significantly less. In terms of duties, the social worker sub-group practiced their competences of recognition and change management as well as the gross competences significantly less. In terms of academic background, the sub-group with a master degree or higher perceived the importance of competence more, while practicing the competences of personal efficiency and change management higher. In terms of age, the older subjects practices the competences of management, recognition, change management and the gross competences more, while in view of the management competence, the older subjects showed narrower difference between perception and practice. In terms of retraining, the sub-group who had undergone an in-company retraining program on a continual basis perceived the importance of competence higher, but not much significantly compared with those who had undergone a job training after being employed. In terms of career length, those who had worked longer for their current positions scored higher in the competences of achievement, action, management, recognition, personal efficiency and the gross competences, but such differences were narrower in competences of management, change management, etc.
Fifthly, as a result of analyzing the reasons for the differences of subjects' perception and practices, the most explanatory reason was excessive documentation work, followed by constraints of rules and systems, heavy workload and shortage of time in their order.
In order to reinstate the elderly nursing facility managers' competences, it is deemed necessary to construct an effective competence evaluation model whereby their competence levels should be measured and assessed in a systematic way and on a continual basis. Then, the services would be improved enough to enhance users', their family members' and staff's satisfaction and thereby, obtain a high management performances. In addition, it is also necessary to effectively define the competences required of the managers and thereby, set their activity guideline clearly, and thus, assess their performances in a fair and objective way. Then, the result would be a satisfactory evaluation system conducive to improvement of the facility service quality. The results of the evaluation of managers' competences may well be connected with the competence reinstatement training program with higher priorities on those competences differed widely, while a retraining system would be operated for the continued reinstatement of the competences less differentiated.
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