| dc.description.abstract | Mentorship plays a crucial role in the professional development of nurses, emphasizing a patient-centric approach to nursing care. However, there exists a lack of clarity regarding the preparatory measures for nurses in charge posing challenges in effectively conveying their multifaceted roles. Globally, (Manion et al., 2021) argues that preparedness of nurse managers in mentorship roles is pivotal. According to (WHO, 2020). Sub-Saharan Africa, nurse managers are tasked with an intricate interplay of leadership, management, and mentorship roles, demanding a nuanced understanding of these roles. Nurse managers need effective mentorship training to improve their effectiveness in their roles (KNH, 2019). This study aimed to assess institutional factors associated with the preparedness of nurse managers for mentorship roles: a case of Kenyatta National Hospital. The focus was on leadership, policy, motivation, and training factors. The study employed a descriptive cross-sectional design, utilizing a simple random sampling strategy to engage 88 respondents. Data collection involved a carefully designed semi structured self-administered questionnaire comprising a blend of open-ended and closed-ended inquiries to ensure a comprehensive exploration. Prior to this study, a pre-test was done at KUTRRH to improve the tool's validity and reliability. The resultant quantitative data was analysed using SPSS version 27. Data was presented through tables, figures, and pie charts. Necessary permissions were obtained from relevant authorities. Participants were informed about study objectives before consenting. Numerical codes were used to ensure privacy on questionnaires, meticulously secured when not in use. Correlation coefficient was used to determine the association between variables. Key findings revealed that most nurse managers at Kenyatta National Hospital are female, with an average age above 50 years, and possess 2 to 5 years of working experience, with the majority holding a bachelor's degree in nursing. While 42% of participants were moderately prepared for mentorship roles, 58% were inadequately prepared due to time constraints, workload, and lack of management support. There was a positive correlation between workload and preparedness for mentorship (r = .411, p<.01) and between involvement in policy-making and preparedness (r = .281, p=.008). Additionally, there was a significant association between the provision of standards on mentorship (r = 3.18, p=.02) and training programs (r = 3.18, p=.02) with preparedness. Many participants (58%) felt motivated due to remunerations and allowances, though only 38% attended training programs specifically for mentorship. Nurse managers preparedness in mentorship roles could be significantly enhanced through support. Nurses were not actively involved in policy-making processes, leading to a lack of clear guidelines for mentorship programs despite existing standard operating procedures within nurse manager units. Although nurse managers were incentivized by remuneration and training incentives, the absence of feedback on their performance as mentors proved demotivating. Lack of communication with senior management hinders their preparedness for mentorship roles. The study recommends increased leadership support, clearer guidelines on mentorship roles, involvement in policy-making, and provision of resources such as time and reduced workload to enhance nurse manager preparedness for mentorship roles. | en_US |
