ArticleJournal of family medicine and primary care
Managerial dynamics influencing doctor-nurse conflicts in two Nigerian hospitals.
Article in Journal of family medicine and primary care. The graph could read no effect estimate from its abstract, so it casts no vote on the map. Cited by 3 papers.
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3 citing papers in PubMed, 8 citations in OpenAlex.
- Evaluation of the Relationship between the Levels of Patience and Tranquillity and Conflict Resolution Styles of Executive Nurses.Journal of nursing management · 2024Article
- Task shifting roles, interventions and outcomes for kidney and cardiovascular health service delivery among African populations: a scoping review.BMC health services research · 2023Article
- Adaptation and validation of the Cyprus version of the Practice Environment Scale of the Nursing Work Index: a methodological study.BMC research notes · 2018Article
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3 authors at 1 institution in 1 country.
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No grant is acknowledged in the PubMed record.
Abstract
backgroundIn the hospital, authority does not usually comes from a single person nor is it exercised in a single chain of command as is obtainable in most formal organizations. Doctors exercise substantial authority within the organizational structure of the hospital and therefore enjoy high autonomy in the hospital setting. This nature of autonomy within the medical and its allied professions has the propensity to incite conflicts within the hospital settings. The study thus sought to examine how the relationship of authority and influence between doctors and nurses within the hospital organization generates conflicts and to evaluate the effectiveness of managerial procedures utilized to resolve doctor-nurse conflict in the selected hospitals.
methodsSemi-structured questionnaires were self-administered to 323 health workers who were sampled from one secondary and the only one tertiary hospital in the state at the time. Focus group discussions (FGDs) were conducted with three groups each of doctors and nurses in the selected hospitals. The organograms of both organizations were also reviewed to evaluate structural relationships of authority between doctors and nurses. Data were analyzed using unadjusted odd ratios at 95% level of significance.
resultsRespondents were also twice likely to attest that the command structure and its ability to resolve conflicts was below average in assessment (odds ratio [OR] - 2.05; 95% confidence interval [CI] - 1.27-3.29). Undue advantage (partisan approach) for a particular group by management to conflict resolution was thrice likely to be practiced in both hospitals but more in state hospital compared to the federal medical center (OR - 2.93; 95% CI - 1.54-5.58). Some findings from respondents in the FGDs revealed lackadaisical approach by the management in tackling conflicts among health workers.
conclusionDoctor-nurse conflict is caused by several organizational and managerial factors. Hospital management must understand the interplay of these factors and institute appropriate managerial policies to tackle the problem appropriately.
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