The Journal of the Japan Academy of Nursing Administration and Policies
Online ISSN : 2189-6852
Print ISSN : 1347-0140
ISSN-L : 1347-0140
Volume 19 , Issue 2
Showing 1-4 articles out of 4 articles from the selected issue
  • Kiyomi Chikasue
    2015 Volume 19 Issue 2 Pages 67-75
    Published: December 25, 2015
    Released: August 10, 2018

    This study aimed to clarify the relationship between work-life balance (WLB) and occupational career maturity among female nurses to work in a hospital while raising children. Participants were 924 nurses with children up to elementary school 6th grade (12 years old) at 24 facilities with over 100 beds in A Prefecture, who completed an anonymous, self-administered questionnaire. Questionnaire content covered WLB through 3 scales on satisfaction with family life, satisfaction with work life, and satisfaction with personal life, as well as the mid-career nurse occupational career maturity scale, family and work environment, and individual leisure activities. Response rate was 61.5%, with 536 valid responses used for analysis (valid response rate 58.0%) , and SPSS Ver20.0 was used to analyze relationships between concepts. A total of 173 participants (32.4%) obtained scores above the mean on all WLB sub-scales, while 119 participants (22.2%) scored below the mean on all scales and were not achieving WLB. Those achieving WLB scored highest in occupational career maturity, with scores of 94.1±11.3, while those not achieving WLB scored lowest, with scores of 76.9±11.1. A positive correlation (p<0.01) of rs=0.59 was obtained between overall WLB score and occupational career maturity score, suggesting that nursing professionals raising children who achieve WLB develop their careers in a planned, independent way. It seems that family and workplace support is valuable in engaging in family events, community and leisure activities, and training, in order to develop career and achieve WLB.

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  • Fumie Nishiyama
    2015 Volume 19 Issue 2 Pages 76-85
    Published: December 25, 2015
    Released: August 10, 2018

    The Ministry of Health, Labor and Welfare (2007) named ‘fostering a safety culture' as one role of medical safety managers in its Work Guidelines for Medical Safety Managers and its Training Program Development Guidelines for Education.

    We therefore conducted a study with the objective of elucidating the actions being taken by full-time safety managers to foster safety culture within organizations. Regarding the study methods, an incident report for which the full-time safety managers felt certain that he or she had been able to contribute to the fostering of a safety culture within his or her organization was selected, semi-structured interviews were administered to the full-time safety managers regarding the sequence of actions for fostering a safety culture from receiving the incident report to making an evaluation, and a qualitative, descriptive analysis was performed. Study participants were ten nurses who were full-time safety managers working in hospitals that have received Medical Safety Addition 1. We extracted six categories, 13 subcategories, and 28 codes. In order to foster safety culture within the organization after receiving the incident report, the full-time safety managers took the following six steps: decision-making concerning organization activities, assessment of safety in the relevant departments, plans for organization activities, steps towards organization activities, infusion of values towards new safety measures, and foster a new sense of values related to safety.

    These findings suggest that full-time safety managers engage in fostering of a safety culture within organizations by utilizing measures as specialists in medical safety.

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