الفهرس 
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Abstract
Work effectiveness has been elevated to the top of strategic human resources
management challenges, acquiring the highest priority across all organizations. When
the work within the organization is done effectively, employee satisfaction increases,
labor costs are reduced and patient care improves. Additionally, work effectiveness
increases readiness to change and coping with rapid growth, new nursing ventures,
exciting opportunities and novel leadership and management approaches (Yeti,2020).
Healthcare organizations are changing amid economic development and the
rapid reforms of healthcare systems, combined with scientific advances and
consumers‘ demand for better care. Whatever the reason, continuous change is
required for nursing care success. So creation of healthy work environment requires
effective nurse managers who have abilities to increase nurse morale, improve
retention and decrease turnover (Kathryn et al., 2018).
This study aimed to explore the relationship between work effectiveness
among first line nurse managers and their readiness to change through answering the
following questions; what are the levels of work effectiveness among first line nurse
managers? What are the levels of readiness to change among first line nurse
managers? And is there a relationship between work effectiveness and readiness to
change?
The study was conducted at Menoufia University Hospital at Shebin El-Kom,
Shebin El-Kom Teaching Hospital and El-Helal Health Insurance Hospital at Shebin
El-Kom. A descriptive correlational research design was used in conducting the study.
Convenience sampling technique was used to choose all available first line nurse
mangers (181) who have at least two year of experience in their position and accept to
participate in the study.
Two instruments were used to collect the data of this study; the first
instrument was work effectiveness questionnaire that consists of two parts: Part one:
The socio-demographic data of the study participants. Part two: consists of 50 items to
assess the level of work effectiveness among first line nurse managers. The Second
instrument was readiness to change scale. It consisted of 41 items related to the first
line nurse managers’ readiness for hospital change. Instruments were tested for
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validity and reliability and administered to subjects. Data were analysed using the
appropriate tests.
Results of the current study could be summarized as follow:
1- Less than half of study sample (47%) aged between (30 – <40) years old
and most of them were married (82%). Furthermore, three quarter of nurse
managers have bachelor degree in nursing (75%). Half of the study sample
(50%) is working in university hospital. Concerning years of experience,
more than half of the studied nurse managers (54%) had ≥ 10 years of
experience in nursing while more than one third of them (40%) had (5 - <
10 ) years of experience in nursing management.
2- The total mean score of level of work effectiveness among first line nurse
managers was (142,1±7,62), the highest mean score of work effectiveness
was for job characteristics dimension (26,2±1,48,), while the lowest mean
score was for empowerment (32,6±4.41) . Also, the majority of studied
first line nurse managers had high level of work effectiveness (86.7%).
3- The total mean score of level of readiness to change among first line nurse
managers was (112.4 5.1). The highest mean score was for
appropriateness to change dimension (14.6 1,06),while the lowest mean
score was for managerial support dimension (37.7 2.36), additionally, the
majority of studied nurse managers (98.3%) had a high level of readiness
to change.
4- Finally, there was a highly positive statistically significant correlation
between level of work effectiveness and readiness to change among first
line nurse managers.
According to the study findings, it’s recommended through three levels:
I- At hospital level:
1- Hospital administrators should pay attention to encouraging and training nurse
mangers on using effective leadership styles according to different situations.
Staff development departments should focus on providing training for nurse
managers about leadership, empowerment strategies, change models and how to
sustain and improve readiness to change among nurse.
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2- Strengthening open communication by conducting schedules for nurses meeting
with their managers to reach a high level of work effectiveness.
3- Top hospital administrators should take into account first line nurse managers’
opinions regarding their work effectiveness and how to improve.
4- Provide a suitable opportunity for promotion and development for their nurses
with a clear path of career, to help to retain effective nurses.
5- Provide an effective compensation program such as bonuses, flexible work hours,
and fringe benefits to increase the commitment, work engagement, and retention
of nurses.
II-At educational level:
1- The new trend in nursing administration should be presented as an academic
subject for under graduated and evaluated annually for renewal and addition.
2- Hosting educational workshops for nursing personnel in order to improve their
communication skill.
3- Work effectiveness elements and planned change process should be
incorporated as essential elements in the nursing curriculum.
III-At research level:
Further researches are required to:
Replicate this study in different health care sectors with all healthcare
professionals.
Study work effectiveness and its effects job satisfaction, and performance.
Identify the factors that lead nurse managers to work efficiently and
increase their readiness to change are necessary.
More researches are needed to identify factors that affect manager
behavior during management of change process.