Factors influencing work-related relationships between nurses and their line managers in public hospitals, Ugu District, KwaZulu-Natal

Abstract

Introduction Work-related relationships are unique interpersonal connections that hold significant implications for individuals and the organizations in which they exist. Employees often engage in various types of formal and informal relationships at work, such as those with peers, managers, subordinates, friends, and advisors. These relationships are crucial for fostering individual commitment to the organization, promoting positive attitudes toward work, and enhancing organizational outcomes. Aim of the study The aim of this study was to identify the factors influencing the work-related relationships between nurses and their line managers. Methodology A descriptive, quantitative, cross-sectional survey design was employed to investigate the factors that influence the work-related relationships between nurses and their line managers. Data were collected using a self-administered questionnaire from 406 nurses and managers, who were sampled through simple random sampling. The data were analyzed using SPSS version 29. Results The study achieved a 100% response rate. The majority of nurse respondents showed significant agreement with 21 out of 27 statements in the questionnaire (78%), with scores greater than 3 (p < 0.001). The highest levels of agreement were for statements regarding having individual discussions with managers (mean [SD] = 3.90 [0.45]), the ability to communicate problems affecting their duties with managers (mean [SD] = 3.83 [0.625]), efforts to establish working relationships with managers (mean [SD] = 3.78 [0.625]), and the perception of an open-door policy from managers (mean [SD] = 3.78 [0.686]). Nurse respondents showed significant disagreement with three (11%) of the 27 statements. Managers expressed concerns that nurses required additional training and skills to improve their performance and noted that some nurses exhibited rude behaviour. Conclusion Nurses enter the workplace with the intent to perform, earn, learn, and grow professionally. When these objectives are not met, frustration may arise. It is recommended that, upon assuming duties, managers should communicate their expectations clearly, including processes, procedures, and performance standards. Managers should also identify appropriate skills for the job, mentor nurses for professional growth, and address deviations from expected behavior to achieve the institution's goals. Ultimately, the relationships between nurses and their managers significantly impact patient outcomes