Jurnal Keperawatan Indonesia, 2022, 25 (2), 103–111 © JKI 2022

DOI: 10.7454/jki.v25i2.850 pISSN 1410-4490; eISSN 2354-9203

Received April 2021; Accepted June 2022

Relationship of Nursing Management Functions with Missed Nursing

Care: A Cross-Sectional Study
Putri Nilasari*, Rr. Tutik Sri Hariyati, La Ode Abdul Rahman

Faculty of Nursing, Universitas Indonesia, Depok 16424, Indonesia

*E-mail: putri.nilasari81@ui.ac.id

Abstract

A crucial role of the nurse is to provide safe nursing care without missing anything. Unsafe care is a key contributor to
morbidity and mortality in the world. This study aimed to identify the relationship between management functions and
nursing care that were missed at three inpatient installations at regional general hospitals. The research used a
quantitative approach with an analytic research and cross-sectional design. The sample consisted of 238 nursing staff
comprising team leaders and implementing nurses who worked at Regional Hospitals A, B, and C. The management
function (p = 0.001) and all its components of planning, organizing, staffing, direction, and control (p = 0.001; p =
0.001 p = 0.001; p = 0.001; p = 0.001) were significantly related. The management function and all its components are
thus related to missed nursing care. The recommendation is to improve the quality of the implementation of the nursing
management function.

Keywords: management function, missed nursing care

Abstrak

Hubungan Fungsi Manajemen Keperawatan dengan Asuhan Keperawatan yang Terlewatkan: Studi Cross
Sectional. Peranan penting seorang perawat salah satunya adalah pemberian asuhan keperawatan yang aman tanpa
ada yang terlewatkan. Hal ini dikarenakan perawatan yang tidak aman adalah salah satu sumber morbiditas dan
mortalitas terpenting di dunia. Penelitian ini adalah untuk mengidentifikasi hubungan antara fungsi manajemen
dengan asuhan keperawatan yang terlewatkan di 3 (tiga) Instalasi Rawat Inap Rumah Sakit Umum Daerah. Penelitian
ini menggunakan pendekatan kuantitatif dengan desain penelitian analitik dan rancangan cross-sectional. Sampel
berjumlah 238 staf pelaksana keperawatan yang terdiri dari ketua tim dan perawat pelaksana yang bekerja di Rumah
Sakit Umum Daerah A, B, dan C. Fungsi manajemen (p = 0,001) dengan seluruh komponennya perencanaan,
pengorganisasian, ketenagaan, pengarahan dan pengendalian (p = 0,001; p = 0,001 p=0,001; p = 0,001; p= 0,001)
berhubungan secara signifikan. Fungsi manajemen dan seluruh komponennya berhubungan dengan asuhan keperawatan
yang terlewatkan. Rekomendasi yaitu meningkatkan kualitas pelaksanaan fungsi manajemen keperawatan.

Kata Kunci: asuhan keperawatan yang terlewatkan, fungsi manajemen

Introduction fulfillment of these 14 basic human

In her nursing theory, Virginia Henderson

stated that there are 14 components of human
basic needs. These include the need to breathe
normal- ly, drink and eat adequately, eliminate
bodily waste, move, dress and undress,
maintain body temperature, keep the body
clean, avoid envi- ronmental hazards,
communicate with others, work, play, learn
new things, worship, and achieve adequate
sleep and rest (Potter et al., 2020). The
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Jurnal Keperawatan Indonesia, 2022, 25 (2), 103–111 © JKI 2022
DOI: 10.7454/jki.v25i2.850 pISSN 1410-4490; eISSN 2354-9203
needs is arranged into one unit within the
nurs- ing care process composed of nursing
assess- ment, nursing diagnosis, nursing
planning, nurs- ing implementation,
evaluation, and nursing documentation
(Toney-Butler & Thayer, 2019). It is
mandatory to ensure that the basic human
needs are met when someone is hospitalized.
The nurse therefore plays an important role
in ensuring these needs are fulfilled.

In reality, however, problems arise because

nurses often skip the fulfillment of these
basic

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Study JKI, Vol. 25, No. 2, July 2022, 103–111

needs. Lake et al. (2020) stated that 80% of nitoring. SPO regarding the implementation of
nurses reported that they often skipped nursing
care during a work shift. Activities found to
have been frequently overlooked included
teach- ing patients and families (15%), talking
to pa- tients (12%), helping and advising
breastfeed- ing mothers (11%), and preparing
patients and families to go home (9%).
Further, dos Reis Dutra, et al. (2019), in their
study, stated that around 74.1% of nurses
reported at least one nursing activity that was
missed during a work shift. The frequently
overlooked activities in their study included
bathing the patient (91.38%), performing wound
care (93.11%), washing hands (98.28%), and
assessing patients’ vital signs (89.65%).

Nilasari et al. (2020) reported similar findings,

notably that nurses did not fully complete va-
rious activities. They found that nurses com-
pleted only 26% of oral hygiene tasks, 24% of
duties involving the provision nutrition, and
23% of tasks related to ensuring patients were
placed in a suitable position to maintain the
airway.

Missed nursing care has a huge impact not

only on patients but also on nurses. The results
may include decreased patient satisfaction, a
rise in patient safety-related incidents, and
increased patient mortality (Ball et al., 2018).
Missed care results also have a significant
impact on nurses, namely a decrease in the
quality of care, in- creased turnover, decreased
job performance, and an increase in the
intention to leave (Jones, et al., 2015; Lake et
al., 2018). Janatolmakan and Khatony (2022)
stated that nurses believed that the main
consequence of missed nursing care was a
reduction in the quality of nursing care
provided to the patients. They cited conse-
quences such as endangered patient safety,
pro- longed hospital stay, and even death.

Nilasari et al. (2020) stated that one of the rea-

sons for missed nursing care was that the head
nurse lacked direction and control of the care
process, Standard Operating Procedure (SOP)
regarding the implementation of care and mo-

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Study JKI, Vol. 25, No. 2, July 2022, 103–111
care that is not yet owned and monitoring. the proportional sam- pling formula was used
dos Reis Dutra et al. (2019) contended that to determine the num- ber of samples to take in
nursing care was overlooked because the each room; that is, the
head nurse, as a leader, must be able to
simultaneously super- vise, engage in
teamwork, and support sustain- able
education (Global Centre for Nursing Exe-
cutives, 2015). Patarru et al. (2019) stated
that team performance was impacted by the
assign- ment of a management function to the
head nurse. The greater the proportion of the
planning func- tion carried out by the head of
the room, the better the performance of a
team. As such, to reduce the amount of
missed nursing care, it would be very useful
to identify the relationship between the
nursing management function and nursing
care that has been over-looked.

In a preliminary study at Regional General

Hos- pital A, three out of four nurses stated
that ac- tions were missed, such as providing
nutritional needs. Meanwhile, at Regional
General Hospi- tal B, four out of five people
often overlooked measures such as patient
personal hygiene. Meanwhile, in Regional
General Hospital C, Muthmainnah et al.
(2017), in their research, stated that nurses in
inpatient rooms carried out more medical
tasks compared to providing nurs- ing care to
their patients. This study therefore aims to
identify the relationship between nurs- ing
management functions and missed nursing
care.

Methods
This study used a quantitative approach with
an analytic research and cross-sectional
design to analyze management function
factors as the in- dependent variables related
to overlooked nurs- ing care as the dependent
variable. The popula- tion was located in
Regional General Hospitals A, B, and C; the
samples comprised 238 nurses who worked
in a regional general hospital. The sample
population was determined using a sim- ple
random sampling technique, namely by se-
lecting members from the population at
random without paying attention to the
existing strata in the population. Precisely,

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 Nilasari, et al., Relationship of Nursing Management Functions with Missed Nursing Care:A Cross-Sectional
Study

population in each room was multiplied by the ments 7 (r 0.059) and 8 (r 0.219) was improved.
number of samples divided by the total popu- For sub-direction, statement 16 (0.132) was
lation. omitted while statement 19 (0.137) was
omitted from the control sub-variable. A total
This research obtained a certificate of ethical of 17 statements were omitted or their sentence
review from the Ethics and Research Com- struc- ture was amended.
mittee of the Faculty of Nursing, Universitas
Indonesia with the number SK-53/UN2/F12/ Results
D1.1.1/ETIK.FIK.2020 and obtained permis-
sion from the Director of each Regional Ge- The results of the univariate analysis displayed
neral Hospital (RSUD). The ethical test was in Table 1 reveal an average score of 53.11
passed at RSUD A with number 003/KEPK/ (78.10% of the maximum value) across the
RSUDT/2020 and from RSUD C with number three regional general hospitals, with Regional
19/KEPK/06.03/2020. The data collection was General Hospital B on 55.27 (81.27% of the
carried out simultaneously from April to May maximum value) and RSUD C on 53.23
2020 using the Google Forms application. The (78.27% of the maximum value). The average
validity and reliability of the questionnaire for score ac- ross the majority of management
the nursing management function were tested functions was 79.55%; by component, this
on the team leader and implementing nurses, included an ave- rage for planning of 81.41%,
namely a total of 30 nurses at the Cibinong organizing on 72.5%, staffing 84.75%,
Hos- pital Inpatient Installation, on 4 – 5 actuating 72.62%, and
March 2020. The regional general hospital was controlling 72.58%.
chosen due to the similarity in characteristics,
namely type B. In the questionnaire, the The results of the bivariate analysis in Table 2
management function comprised seven indicate a significant relationship between the
statements with an r table total of < 0.361. A nursing management function and missed
supervisor consultation was then carried out. nurs- ing care (p = 0.001). This is supported by
In the planning sub- variable, statements 1 (r each component in the nursing management
0.330), 4 (r 0.325), and 5 (r 0.140) were function that has a significant relationship with
omitted. In the organizing sub- variable, the planning, organizing, managing, directing, and
sentence structure of core state- control- ling (p = 0.001).

Table 1. Overview of Nursing Management Functions

Variables Regional General Regional General Regional General Three Regional General
Manage- Hospital A Hospital B Hospital C Hospitals
ment 𝑥̅/𝜎 % of 95% CI 𝑥̅/𝜎 % of 95% CI 𝑥̅/𝜎 % of 95% CI 𝑥̅/𝜎 % of 95% CI
function max max max max
Variables 53.1/ 78.1 51.8 – 55.27/ 81.27 54.20 – 53.23 78.27 49.75 – 54.10/ 79.55 53.25 –
6.5 54.4 5.57 56.20 / 9.23 56.71 6.60 54.94
Planning 9.8/ 82 9.5 – 10.06/ 83.83 9.82 – 10.31 9.50/ 79.16 8.68 – 9.89/ 82.41 9.70 – 10.09
1.5 10.1 1.27 2.17 10.31 1.54
Organizing 10.8/ 67.5 10.4 – 13.41/ 83.81 13.05 – 12.56 78.5 11.64 – 11.60/ 72.5 11.33 –
2.0 11.2 2.01 13.79 / 2.45 13.48 2.11 11.87
Staffing 9.9/ 82.9 9.5 – 10.44/ 87 10.19 – 9.80/ 81.66 8.89 – 10.17/ 84.75 9.94 – 10.40
1.8 10.3 1.51 10.77 2.42 10.70 1.79
Actuating 11.8/ 74.1 11.5 – 12.55/ 78.43 12.24 – 12.60 78.75 11.92 – 12.26/ 76.62 12.05 –
1.7 12.2 1.57 12.54 / 1.81 13.27 1.74 12.48
Controlling 8.6/ 72 8.4 – 8.8 8.75/ 72.91 8.51 – 8.94 8.76/ 73 8.03 – 9.49 8.71/ 72.58 8.55 – 8.86
1.1 0.96 1.95 1.20

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Study JKI, Vol. 25, No. 2, July 2022, 103–111

Table 2. Relationship between Management Functions and Overlooked Nursing Care

Variables Regional General Regional General Regional General Three Regional

Management Hospital A Hospital B Hospital C General Hospitals
function Missed nursing care Missed nursing care Missed nursing care Missed nursing care
r p r p r p r p
Variables 0.383 0.000* 0.416 0.000* 0.585 0.001* 0.397 0.001*
Planning 0.289 0.003* 0.365 0.000* 0.547 0.002* 0.374 0.001*
Organizing 0.006 0.952 0.327 0.001* 0.212 0.260 0.274 0.001*
Staffing 0.407 0.000* 0.442 0.000* 0.712 0.000* 0.479 0.001*
Actuating 0.316 0.001* 0.181 0.062 0.477 0.008 0.271 0.001*
Controlling 0.168 0.094 0.246 0.011 0.586 0.001* 0.297 0.001*

Discussion explain the nursing care as guided by the

Standard Operating Procedures (SOPs), and
The implementation of management functions
at the three regional general hospitals was
found to stand at more than 70%. The head
nurse is a professional nurse who is
responsible for managing one room in the
hospital where nursing care is provided and is
the liaison bet- ween the middle and upper
management levels and the nursing staff
(Hadi-Moghaddam et al., 2021). Their
management functions include planning,
organizing, staffing, actuating, and controlling;
these are essential to ensuring that the desired
results are achieved and nurses’ performance
is improved (Kendall, 2018).

In terms of individual management functions,

RSUD B has the highest value in the imple-
mentation of planning, organizing, and
staffing. Planning can be formal or informal,
tactical, strategic, or operational. Some
planning prac- tices are very pertinent for the
effective and ef- ficient administration of the
unit. The nurse manager in this position is the
head nurse and they must conduct an
environmental analysis to evaluate the current
situation of the unit. This enables them to
formulate goals and objectives, and to come up
with alternative actions for cost- effective
analysis. In terms of day-to-day ope- rations,
the head nurse must plan the nursing care,

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Study JKI, Vol. 25, No. 2, July 2022, 103–111
plan a supervision schedule. Ofei et al.
(2019) and Allah et al. (2020) identified
planning for the supervision, training, and
development of colleagues, the mode of
organizing nursing care, staff attitudes, and
resource acquisition as the basic functions of
the nurse manager that make the role implicit
to the achievement of organizational goals.
Meanwhile, effective com- munication
essentially advocates the dissemi- nation of
pertinent information about work in the unit.
Good planning helps to increase staff
satisfaction.

The head nurse organizes the distribution of

nurses based on the needs/level of patient de-
pendence, assigning tasks according to the
pa- tients’ abilities. They draw up official
schedules and coordinate training activities
within inpa- tients in collaboration with other
health work- ers. Nurse managers also
coordinate activities in the unit with other
professionals and cadres to ensure client
satisfaction and create a posi- tive workplace
environment that fosters staff satisfaction
while ensuring the achievement of healthcare
organizational goals (Ofei & Paarima, 2021).

In terms of staffing, the role of the head

nurse is to allocate nursing tasks in inpatient
rooms, orientate new nurses, and set
assignment me- thods. Parreira et al. (2021)
noted that staffing, associated with the level
of competencies in the

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 Nilasari, et al., Relationship of Nursing Management Functions with Missed Nursing Care:A Cross-Sectional
Study

budgetary/financial dimension, should be con- The bivariate method reveals that the planning
sidered. However, it should also be noted that
the adoption of task-oriented methods (low-
quality methods that are being put aside) as
opposed to person-centered methods impacts
the patient, the professional, and the organiza-
tion. While the former methods may appear to
create an economy because they require only
low staffing levels, this advantage is quickly
negated by the tremendous impact of poor-
qua- lity care, often leading to high rates of
avoid- able errors and accidents due to related
adverse events.

In actuating, the head nurse coaches new

nurses, provides opportunities for staff to par-
take in seminars or activities, and performs su-
pervising and motivating duties. Fukada
(2018) stated that coaching is a training
method aimed at developing novice nurses’
qualifications to enable them to work
effectively in the provision of high-quality
care and services. Through their head nurses’
coaching skills, novice nurses can receive
sound mentoring and feedback on the technical
aspects of their responsibilities. Head nurses
should also be held accountable for help- ing
novice nurses to practice their new roles
through the use of interactive listening and cla-
rifying coaching skills. As such, the present
stu- dy’s education program is very important
not only in terms of improving head nurses’
coach- ing skills but also in reducing role
ambiguity for novice nurses and helping them
to become ac- countable for the efficient
practice of their new role.

The role of the head nurse in controlling in-

cludes evaluating nursing documentation,
assess- ing nursing actions, and providing
feedback on nurses’ work. As a manager, the
head nurse will positively impact the correct
fulfillment of the documentation requirements
as carried out by implementing nurses, while a
good relationship will ensure assistance and
support is available to assist in the provision of
effective nursing services (Nopriyanto et al.,
2020).

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Study
process is associated with missed nursing the nurs- ing room’s workforce, the better the
care; the correlation shows that the better the fulfillment
plan- ning of the head nurse, the better the
fulfillment of nursing care. This finding is in
line with Babaeipour-Divshali et al. (2016),
who stated that careful planning is required
to enable the proper direction of nurses’
performance. Nila- sari et al. (2020)
highlighted the importance of the head nurse
determining the direction and purpose of the
room and planning according to the
hierarchy. Ofei et al. (2020) also contended
that nurse managers must know and use the
planning process, while the standards set out
in the organization planning can be informal
or formal. Informal plans involve nothing in
wri- ting and no shared goals. They are
general in nature and lack continuity as they
are usually created by individuals who have
not shared information with staff. Formal
planning, on the other hand, encompasses
and sets specific goals that cover a defined
period, which can be years or months. Goals
are written and shared with staff to avoid
ambiguity, and they create a shared
understanding of what needs to be done.

The organizing process is also known to be

associated with missed nursing care. Here,
the correlation shows that the better the
organiza- tion of the head of the room, the
better the ful- fillment of nursing care. This
is in line with Smeulers et al. (2019), who
found that the head of the room is
responsible for organizing the existing
nursing staff and the nursing service
activities to be carried out according to the
needs of the patient so that nothing is over-
looked. The organizing function also
involves establishing a formal structure that
ensures the best coordination or use of
resources to achieve goals (Marquis &
Huston, 2017). Organizing is a management
function that involves the deve- lopment of
an organizational structure and the allocation
of human resources to ensure that no nursing
care is missed (Patarru et al., 2019).

In terms of the association of the workforce

process with missed nursing care, the
correla- tion shows that the better the head of
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Study JKI, Vol. 25, No. 2, July 2022, 103–111

of nursing care. This reflects Cho et al. (2016), thus for every nurse to provide nursing care
who stated that energy adequacy is a predictor pro- perly and skillfully, while maintaining
of missed nursing care. Diab and Ebrahim security and safety, promptly and thoroughly,
(2019) also stated that there is a significant re- according to competence.
lationship between inadequate staff numbers
and missed nursing care. Low levels of nursing Ultimately, the head nurse is an internal stake-
staff are associated with adverse hospital out- holder who plays an important role in carrying
comes, especially mortality (Griffiths et al., out management functions to achieve
2018). Therefore, the head nurse must ensure organiza- tional goals by working together
that they have sufficient numbers of competent through peo- ple and other organizational
nursing staff every day. resources (Kallio et al., 2018). As a first-line
manager, the head nurse plays an important
The correlation between the actuating process role and brings know- ledge and skills to
and missed nursing care shows that the better improve care (Babaeipour- Divshali, et al.,
the direction of the head nurse, the better the 2016). They must be able to perform their
fulfillment of nursing care. This aligns with function to ensure that no nursing care is
Amri and Ardenny (2015), who identified a missed.
significant relationship between the actuating
function and the motivation of nurses in pro-
Conclusion
viding nursing services (p = 0.002). Gunawan
et al. (2021), meanwhile, noted that the role of The head nurse plays a key role in carrying out
the head nurse in providing direction has a management functions, which are important in
major influence on the implementation of achieving organizational goals. The manage-
nurs- ing care. Noer’aini et al. (2016) also ment functions range from planning based on
found a significant relationship between the hierarchy to coordinating the
actuating and the implementation of nursing organizational structure and managing
care (p = 0.00). The role of the nursing resources. They must also ensure there are
manager can however be overlooked in sufficient numbers of com- petent personnel
nursing care. In this context, they provide the available at the same time as providing
requisite direction and motiva- tion to ensure motivation, guidance, and direction. Ongoing
that staff can always provide the planned care monitoring and evaluation are crucial to ensure
according to the patients’ basic needs. the fulfillment of nursing care.
In terms of the relationship between the The head nurse can improve the implementa-
controlling process and missed nursing care, tion of management functions to improve the
the correlation shows that the better the control quality of nursing care and can be a driving
of the head of the nursing room, the better the force in ensuring that the proper level of
ful- fillment of nursing care. Noer’aini et al. nursing care is provided. For this reason, as a
(2016) found a significant relationship nursing manager, the head nurse must be
between con- trolling and the implementation aware that their management function is highly
of nursing care (p = 0.00) In their study, it was influential in terms of the fulfillment of
found that standardized supervision would nursing care. This demonstrates the
affect patient management. Moghaddam et al. importance of the head nurse performing a
(2019) high- lighted that controlling functions manager’s function in an effort to optimize the
include plan- ning, directing, guiding, fulfillment of nursing care. The nursing
teaching, observing, encouraging manager can optimize care by execut- ing and
improvement, trusting, monitor- ing, and strengthening the planning function, namely
evaluating, continuously, for every nurse, planning care with the team leader and
patiently, justly, and wisely. The aim is explaining care activities according to SOPs.
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Study JKI, Vol. 25, No. 2, July 2022, 103–111
They must also coordinate the division of
tasks and service activities in the nursing
room. As

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Study

people managers, they are responsible for managers to manage nursing staff’s work-
implementing and strengthening the workforce related problems. Asian Nursing Research, 14
function to ensure the competence of staff in (3), 178–187. doi: 10.1016/j.anr.2020.07.004.
carrying out nursing care. This includes sup-
porting staff to continue their studies, distribut-
ing tasks evenly, orienting new nurses, and
determining methods of care provision. They
will also implement and strengthen the direc-
tive function by holding meetings with
minimal staff, providing staff with
opportunities to participate in seminars/other
scientific activi- ties, and motivating staff.
Finally, their role in implementing and
strengthening the control function involves
evaluating the implementa- tion of nursing
care and providing feedback. Nursing
managers must also pay attention to the course
of leadership in the nursing room by creating a
comfortable atmosphere for workers and
efforts to fulfill management elements (HR,
methods, finance, and equipment). In the
mana- gement element, managers should learn
that the division of tasks is inappropriate when
faced with a shortage of staff. Monitoring and
manag- ing communication problems between
staff, a- long with issues around inadequate
equipment, can thus be central to remaining
abreast of nurs- ing care that is decreasly
unfulfilled.

Investigating nursing care that is missed also

enriches knowledge as it highlights the
specific activities that are often missed and the
factors that contribute to this. The results of
this study can therefore be used to enrich
nursing know- ledge, so that fulfilment of the
14 basic needs does not become a concern.
This research may be used as the basis for
further studies, either qualitative research or
studies involving other factors such as
individual norms and organiza- tional culture,
as well as research into the im- pact of missed
nursing care.

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