MANAJEMEN KEPERAWATAN

Oleh:
Rini Rachmawaty, S.Kep., Ns., MN, PhD
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DEFINITION
• NURSING MANAGEMENT: Is the body of knowledge
related to performing the functions of planning,
organizing, staffing, directing and controlling (evaluating)
the activities of a nursing in departmental subunits.
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Controlling
Coordinating/
Organizing Directing
Planning
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• Menentukan tujuan jangka pendek dan jangka panjang serta

kegiatan yang perlu dilakukan untuk mencapai tujuan tesebut.
• Seleksi prioritas dan metode yang dapat digunakan utk
mencapai tujuan.
• Ada dua tipe perencanaan:
Rencana strategis: Visi, misi, tujuan organisasi.
Rencana taktis: Rencana proyek, rencana staffing, rencana marketing.
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• Tiga kesalahan yang dapat mengacaukan:

1. Kesalahan data karena misinformasi.
2. Kesalahan dalam berasumsi. Rencana dibuat
berdasarkan asumsi yang salah.
3. Kesalahan dalam penetapan rencana  rencananya
disusun dengan rasionalisasi/alasan yang salah.
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• Menggerakkan sumber daya yang ada untuk

menyelesaikan hal-hal yang perlu diselesaikan.
• Pengorganisasian job description, tugas, SDM, rapat-rapat,
dst.
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• Salah satu fungsi manajemen bertujuan untuk:

• Menentukan arah suatu organisasi dan mempengaruhi orang-orang dalam
organisasi untuk mengikuti arah tersebut.
• Memotivasi dan memimpin orang-orang dalam organisasi untuk melakukan
suatu aksi yang telah direncanakan.

• Kegiatan yang dilakukan:

• Komunikasi
• Pemberian motivasi dan feedback
• Negosiasi
• Persuasi
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Komunikasi
• Area dari komunikasi organisasi yang digunakan untuk
mengkaji masalah komunikasi:
• Akses informasi
• Media informasi
• Kejelasan pesan
• Span of control
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Feedback
• Types:
1. Ongoing feedback (at regular basis)
 Up (to your boss)
 Down (to your employees)
 Across the organizational chart (to your peers)
2. Formal feedback (annual/semi annual performance reviews)
 Top-down process
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Effective Ongoing Feedback
• Berikan sesering mungkin
• Fokus pada outcomes dari organisasi
• Klarifikasi kepada orang lain sebelum
memberikan feedback pada seseorang
• Tindak lanjuti feedback
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Pemberian Feedback (1)
• Langkah-langkah dalam memberikan effective feedback:
1. Fokus pada perilaku yang spesifik
2. Fokus pada dampak dari perilaku
3. Setelah memberikan feedback, tanyakan apakah
feedback telah dimengerti.
4. Diskusikan feedback dengan penerima.
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Pemberian Feedback (2)
• Langkah-langkah dalam menerima effective feedback:
1. Tanyakan perilaku mana yang dianggap salah
2. Terbuka terhadap feedback
3. Buat kesimpulan tentang feedback yang telah diterima
4. Beri apresiasi kepada pemberi feedback
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Pengaturan & Pemberian Motivasi

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Definisi Motivasi
• Motivation  factors within and outside an organism that
cause it to behave a certain way at a certain time
• The fifty-fifty rule:
“Fifty per cent of motivation comes from within a person and
50 per cent from his or her environment, especially from the
leadership encountered there.”
Misal:
Kesuksesan anak di sekolah tergantung dari: 50% dari dalam
dirinya dan 50% dari kualitas akademik sekolah (guru).
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What Is Motivation?

Direction

Intensity Persistence
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I was saying
"I'm the greatest”
long before
I believed it.

Intensity
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Direction
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18 It's not that I'm so

smart, it's just that
I stay with
problems longer.

Persistence
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Basics of Motivation
• Effort and performance
• Need satisfaction
• Extrinsic and intrinsic motivation
• Motivating with the basics
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Proses Pengukuran
Effort and Performance
Job performance = Motivation x Ability x Situational constraints

• Job performance
• how well someone performs a job
• Motivation
• effort put forth on the job
• Ability
• knowledge, skills, and talent of job incumbent
• Situational constraints
• factors beyond individual’s control impacting performance
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Individual Motivation & Job Performance
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Teori Motivasi
• Maslow’s needs hierarchy theory
• Herzberg’s two-factor theory
• Job enrichment theory
• Expectancy theory
• Goal-setting theory
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1. Maslow Theory
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“Tibetan” Personality Test
• Put the following 5 animals in the order of your
preference:
• Cow, Tiger, Sheep, Horse, Pig
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Readout…
• This will define your priorities in your life.
• Cow Signifies CAREER
• Tiger Signifies PRIDE
• Sheep Signifies LOVE
• Horse Signifies FAMILY
• Pig Signifies MONEY
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Maslow Theory (Con’t)
• Maslow’s Needs Hierarchy Theory
• People have needs, and when one need is relatively fulfilled,
other emerge in predictable sequence to take its place.
• Maslow’s hierarchy of needs:
• Physiological needs: food, water, sleep, and sex.
• Safety needs: safety from the elements and enemies.
• Love needs: desire for love, affection, and belonging.
• Esteem needs: self-perception as a worthwhile person.
• Self-actualization: becoming all that one can become.
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Maslow Theory (Con’t)
• The Self-Actualizing Manager
• Has warmth, closeness, and sympathy.
• Recognizes and shares negative information and feelings.
• Exhibits trust, openness, and candor/honest.
• Does not achieve goals by power, deception, or manipulation.
• Does not project own feelings, motivations, or blame onto others.
• Does not limit horizons; uses and develops body, mind, and senses.
• Is not rationalistic; can think in unconventional ways.
• Is not conforming; regulates behavior from within.
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28 2. Herzberg’s Two-Factor Theory

Dissatisfaction Not dissatisfied Positive

and but satisfaction
demotivation not motivated and motivation

Hygiene Factors Motivational Factors

•Company policies
•Achievement
•Quality of supervision
•Career advancement
•Relations with others
•Personal growth
•Personal life
•Job interest
•Rate of pay
•Recognition
•Job security
•Responsibility
•Working conditions
 NEEDS THEORIES
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Maslow Herzberg

Self-Actualisation
Motivators

Esteem

Social
Hygiene
Factors
Safety

Physiological
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3. Job Enrichment Theory
• Redesigning jobs should increase their motivational potential
• A better fit between persons and their jobs should foster
both high work productivity and a high-quality experience
for the people who do the work.
• Vertical loading (introducing planning and decision-making
responsibility) increases the challenge of work (complexity
and job depth) and reverses the effects of
overspecialization.
• Job enrichment works best for individuals who have a
desire for personal growth.
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Motivation Through Job Design (Cont’d)
• Five Core Dimensions of Work
• Skill variety: the variety of activities required in carrying out
the work.
• Task identity: the completion of a “whole” and identifiable
piece of work.
• Task significance: how substantial an impact the job has on
the lives of other people.
• Autonomy: the freedom, independence, and discretion that
one has to do the job.
• Job feedback: how much performance feedback the job
provides to the worker.
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4. Expectancy Theory (Vroom)
A model that assumes motivational strength is determined by
perceived probabilities of success.
• Expectancy: one’s subjective belief or expectation that one
thing will lead to another.
• A Basic Expectancy Model
•One’s motivational strength increases as one’s perceived effort-
performance and performance-reward probabilities increase the
likelihood of obtaining a valued reward.
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5. Goal-setting Theory
Goal setting: the process of improving performance with
objectives, deadlines, or quality standards.
• A General Goal-Setting Model
• Properly conceived goals trigger a motivational process
that improves performance.
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A Model of How Goals Can Improve Performance
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Motivation Through Rewards

• Extrinsic Rewards
• Payoffs (external) granted to the individual by others
• Money, employee benefits, promotions, recognition, status
symbols, and praise.
• Intrinsic Rewards
• Self-granted and internally experienced payoffs
• Sense of accomplishment, self-esteem, and self-actualization.
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Motivation Through Employee Participation
• Participative Management
• The process of empowering employees to assume
greater control of the workplace.
• Setting goals
• Making decisions
• Solving problems
• Designing and implementing organizational changes
• Two approaches to participation
• Open-book management
• Self-managed teams
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Masalah Motivasi
• An unbalanced workload (i.e. too little or too much work)
• Lack of real involvement in decision making.
• An atmosphere of interpersonal conflict
• An uncomfortable physical environment;
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38 TEHNIK MOTIVASI

1. Be motivated yourself
• Enthusiasm  infectious
• Trust
• Do not be apathetic, half-hearted, indifferent and uninterested
 Before you criticize others for lack of motivation ask yourself if your own
enthusiasm for and commitment to the task in hand is sincere, visible and
tangible.
“Nothing great was ever achieved without enthusiasm. “
(Emerson)
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2. Select people who are highly motivated

• When you select someone for a job:
- a high motivation and modest talent is to be preferred to
considerable talent but little or no evidence of motivation.

“No man will find the best way to do a thing

unless he loves to do that thing.”
(Japanese proverb)
3. Treat each person as an individual
• Unless you ask a person what motivates them – what they
want – you will not know.
• What motivates one person in the team may not motivate
another  needs dialogue.

“As many men, so many minds; everyone in his own way.”

(Terence)
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4. Set realistic and challenging targets

• If objectives are totally unrealistic they will demotivate people: if
they are too easy to attain, on the other hand, they are also
uninspiring.

“By asking the impossible we obtain the best possible”.

(Italian proverb)
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5. Remember that progress motivates

• We want to finish what we are doing  The more significant the
task, the stronger is the need to complete it satisfactorily.
• It is important to ensure that people receive proper feedback 
Without feedback people will not know if they are moving in the
right direction at the right speed.

“A man grows most tired while standing still.”

(Chinese proverb)
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6. Create a motivating environment
• The physical and psychological well-being of people has to have a
top priority.
• Pay attention to job design:
• Repetitive work  introduce as much variety as possible
• Let people work on something they can recognize as their own
product  for people find real autonomy motivates them.
• Ensure that the person doing the job understands its impact on
others  so that they see the significance of it.

“The creative act thrives in an environment of mutual stimulation,

feedback and constructive criticism – in a community of creativity.”
(William T Brady)
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7. Provide fair rewards
• All work implies this element of balancing what we give with
what we expect to receive.
• Money is a key incentive.
• Other rewards  Opportunities for professional development
and personal growth are especially valuable to good people.

“He who likes cherries soon learns to climb.”

(German proverb)
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8. Give recognition
• “Well done”, “thank you”.

“Any of us will put out more and better ideas if our

efforts are fully appreciated.”
(Alexander F Osborn)
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• Salah satu fungsi manajemen yang bertujuan untuk membandingkan

hasil kerja dengan standard kinerja yang ada dan melakukan
perbaikan bila diperlukan.

• Indikator Mutu
• Audit Dokumentasi
• Kepuasan Pasien
• Penilaian Kinerja Perawat
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Thank You!!