人力资源与财务评价外文翻译资料

Evaluating Human Resource and Financial

Management Responsibilities of Clinical

Nutrition Managers

INSIGHT ABOUT CLINICAL NUTRI-tion management is important given that the health care envi-ronment has changed dramatically within the last 20 years, and many of these changes may have impacted the role and responsibilities of health care managers. Clinical nutrition managers (CNMs) serve in a unique role in which they provide clinical, management, and leadership expertise. Although CNMs are generally understood to administer clinical nutrition programs,¹ no current research has delineated their specific responsibilities and tasks. The vagueness of the CNM role limits our understanding about educational opportunities for CNMs and their suc-cess in this important role.

From a functional perspective, clin-ical nurse managersrsquo; roles are concep-tually similar to those of CNMs, givenhat they oversee human, financial, and other resources; develop staff; ensure compliance with regulatory and professional standards; and perform other responsibilities associated with a managerial role.2 Research suggests that nurse managers express clinical competence but lack confidence in their managerial responsibilities3,4 and desire continuing education to im-prove their managerial and leadership skills.5,6 Therefore, research about nurse managers was used to guide the conceptual framework for the current study.

The most current insight about CNMs dates back to research by Witte and Messersmith,7 who conducted a job analysis of CNMs to determine a core position description. In this research, 46 job responsibilities were identified and validated.7 While providing a suitable foundation for CNM practice, these job responsibilities have likely changed significantly since their publication.

Management practice encompasses a variety of responsibilities. Individuals who work in community or clinical nutrition practice may not recognize the necessity of management skills.8 How-ever, opportunities often arise that require managerial skills. Individuals often have not planned for these man-agement opportunities and find them-selves transitioning into different roles and performing managerial responsi-bilities without preparation.8In dietetics, the management of hu-man, financial, and other resources is historically and frequently presented as a primary responsibility.9,10 Human and financial resource management spans dietetic practice, directly and indirectly impacting all practitioners and their careers. Individuals who possess these skills often experience career advancement,11 and these re-sponsibilities have been associated with higher wages.12 Employers often seek individuals who can supervise

others and have the ability to manage finances responsibly.13

Conceptually, to best interpret new findings related to CNMs, data related to managing human and financial re-sources serve as an appropriate refer-ence point. In addition, the Commission on Dietetics Registration (CDR) regu-larly performs practice audits to deter-mine core activities of entry-level registered dietitian nutritionists (RDNs) and nutrition and dietetics technicians, registered (NDTRs).14 Although the previous audits have not focused on CNMs, these validated methods and measures are instrumental in deter-mining clinical nutrition management practice. Audits have also focused on subgroups within the profession, such as advanced-level practitioners, but have not concentrated on specific areas of practice. The CDRrsquo;s 2005-2007 levels of practice study executive summary reiterated that future studies should focus on specific practice segments.15 Therefore, this research sought to enhance our understanding about clin-ical nutrition management practice.

The overall purposes of this explor-atory study were to identify and vali-date responsibilities of CNMs and determine educational needs, which yielded a substantial amount of data. This particular article describes find-ings related to CNM job responsibilities specifically in managing human and financial resources and differences in frequency of involvement of activities among selected demographic variables. In addition, this article identifies a demographic profile for practicing CNMs. Findings about additional re-sponsibilities and educational needs of CNMs will be presented in future manuscripts.

METHODOLOGY

Qualitative and quantitative methods were used in this study. The research

protocol was reviewed and approved by Kansas State Universityrsquo;s institu-tional review board for human sub-jectsrsquo; research. Initially, focus groups and cognitive interviews were con-ducted with a convenience sample of CNMs to identify and validate job duties of CNMs. The objective of the focus groups and cognitive interviews was to develop and validate the prac-tice audit tool. The focus groups and cognitive interviews yielded 84 job task statements categorized into eight domains titled general, ensuring compliance with regulations and accreditation standards, communi-cating, monitoring quality assurance/ performance improvement, providing clinical expertise, managing human resources, managing financial re-sources, and managing information technology. Given that the purpose of this study was to assess the CNM role based on fundamental management tasks, these results focused on three of the eight categories, including (1) managing human resources, (2) man-aging financial resources, and (3) gen-eral, which includes broad-level management and leadership tasks.

An online survey was developed, pi-lot tested, and administered to a larger group of CNMs for data collection. The survey consisted of two parts: (1) 84 job task statements categorized into the eight domains (practice audit) and

(2) demographic section. A screening question—“Do you currently supervise clinical staff?”—was asked

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人力资源与财务评价

临床管理职责

营养管理

临床营养管理的洞察力是重要的，医疗环境也发生了巨大的变化在过去的20年中，许多这些变化可能影响医疗管理者的角色和职责。临床营养管理（CNM）服务在一个独特的作用，他们提供临床、管理和领导经验。虽然多是一般的理解来管理临床营养计划，1没有研究划定了他们的具体职责和任务。模糊的CNM作用限制了我们的对成功的理解和教育机会多—在这个重要的角色。

从功能的角度来看，临床护理管理者角色的概念实际上类似协议，给予帽子他们监督人力、财务、和其他资源；开发人员；确保法规和专业标准的符合性；并执行与管理角色相关的其他职责。2研究表明，护理管理者表达临床能力但在管理responsibilities3,4和渴望继续教育缺乏信心，提高他们的管理和领导技能。5、6因此，对护理管理者的研究被用来为当前研究的概念框架指南。

最新的关于CNMs的历史可以追溯到Witte和梅瑟史密斯的研究，7的人对CNMs的工作分析来确定核心职位描述。在这项研究中，46的工作职责进行识别和验证。7，CNM实践提供合适的基础，这些工作职责有可能因为其出版的显著变化。

管理实践包含多种职责。个人在社区或临床营养实践工作可能不认识到管理技能的必要性。8如何，机会往往出现需要管理技能。个人往往没有计划对这些管理的机会找到他们的自我转变成不同的角色和没有准备履行管理职责。8在营养学上，胡人，财务管理，和其他资源是历史上经常作为一个首要的责任。9、10的人力和财务资源管理跨度的饮食实践，直接和间接地影响所有从业人员和他们的事业。个人谁拥有这些技能往往经验的晋升，11和这些职责已与较高的wages.12雇主往往寻求个人谁来监督

别人有理财的能力responsibly.13

从概念上讲，最好的解释涉及到多新的发现，有关数据管理的人力和财务资源作为一个适当的参考点。此外，在营养学注册委员会（CDR）进行审核，确定能定期进行实践的入门级注册营养师营养师矿山核心活动（RDNS）和营养学的技术人员，注册（ndtrs）。14虽然以往审核并没有集中在CNM，这些验证的方法和措施，有助于确定临床营养管理实践。审计也集中在行业内的子群，如高级水平的从业者，但没有集中在具体的实践领域。CDR的2005-2007年水平的实践研究总结重申，未来的研究应该集中在具体的实践segments.15因此，本研究试图以提高我们对临床营养管理实践的理解。

这一探索性研究的总体目的是识别和验证日期确定CNMs的责任和教育的需要，取得了大量的数据。本文介绍了找到具体的人力和财务资源管理工作职责和在CNM在选定的人口变量参与频率差异有关。此外，本文识别练习CNM的人口状况。发现额外的职责和教育的需求，CNMs将在未来的手稿了。

方法论

本研究采用定性和定量相结合的方法。研究

协议的审查和堪萨斯州立大学的制度审查委员会批准的人类主体的研究。最初，焦点小组和认知访谈组进行了一个方便的样本CNMS识别和验证协议的工作职责。对重点人群的认知访谈的目的是开发和验证的实践审计工具。焦点小组访谈和认知取得了84工作任务陈述分为八类标题一般，确保法规和认证标准，符合通信工程、质量保证/绩效改进监测，提供临床专业知识、人力资源管理、财务资源管理，管理信息技术。鉴于本研究的目的是评估的基础上的基本管理任务的CNM的作用，这些成果主要集中在三的八类，包括（1）人力资源管理，（2）人老化的金融资源，及（3）创艾莱依，其中包括广泛的管理和领导的任务。

一个在线调查，试验测试，并给予一个更大的群体CNMS数据收集。本研究由两部分组成：（1）将84份工作任务表分为八个领域（实践审计）和

（2）人口统计组。一个筛选问题-“你目前监督临床工作人员？”被问到在开始调查的资格，CNMs回应。

一些方法和问题进行了调整，从2010的入门级营养学实践验证审核，并进行水平涉及活动和入门级di-etitians.14第一个问题在实践中的活动频率和审计要求，“在过去的一年里，在你的方式参与这一活动（如果有的话）？“有四个回应，包括没有参与，协助其他人在表演，履行自己，监督/管理活动。每一个任务陈述的第二个问题是“如果你参与了，你在过去的一年里以什么样的频率参与了这个活动？””，参加者有四个选择反应，包括每天，每周，每月，和不超过一个月。

Table 1. Clinical nutrition managersrsquo; ratings for way(s) involved and frequency of involvement for management job tasks