Operationalisation and implementation experiences of the coronavirus disease 2019 (COVID-2019) response guidelines by nurse managers at selected private hospitals in KwaZulu-Natal, South Africa

Abstract

ackground The Coronavirus 2019 (COVID-19) pandemic is a complex global public health crisis presenting clinical, organisational and system challenges. In any healthcare organisation, management and leadership are key components and enablers of change for the delivery of health services. The uncertainty of the pandemic, emotional turmoil in the face of death and dying together with unfamiliar directives and the adoption of unaccustomed work practices has posed challenges in the work environment. The challenges of responding to COVID-19 national imperatives, such as response guideline adherence and preparation of vaccination rollouts has demanded meticulous coordination and control by all Nurse Managers. Furthermore, the role and functioning of the Nurse Manager as a change agent, during the pandemic, has undoubtedly determined the effectiveness of the COVID19 risk mitigation strategies at an operational level. Aim of the study The aim of the study was to explore the experiences of Nurse Managers regarding the operationalisation and implementation of the COVID-19 Response Guidelines. Methodology The study was guided by a qualitative research design, using an exploratory, descriptive approach. This approach enabled the researcher to explore the experiences of Nurse Managers regarding the operationalisation and implementation of the COVID-19 Response Guidelines. Data was gathered through individual interviews from the study population based at two hospitals of different private hospital groups in KwaZulu-Natal, South Africa. Data saturation was achieved after interviewing 13 participants. The study was guided by Carl May’s Normalisation Process Theory and Creswell’s six steps of data analysis was utilised for content analysis and themes in this study. Findings Findings revealed three (3) major themes and associated sub-themes. Whilst management and leadership of Nurse Managers were constantly challenged, they appeared to lead by example, often placing themselves at the frontline. This study has revealed that leadership, during the pandemic in the health care sector, moved beyond just the recognition of the leader as a change agent. Their behaviors and approaches led these nurse leaders to effectively improvise and respond to the crises in the field of health care service delivery during disaster management. Furthermore, their shared vision, commitment and resilience ensured effective navigation during the COVID-19 pandemic.