Innføring av elektronisk ressursstyring - En ressurs for avdelingssykepleiere på post? En kvalitativ studie av avdelingssykepleiere, bemanningskoordinatorer og en sentral lederskikkelse sin opplevelse av innføringen av elektronisk ressursstyring i et helseforetak i Norge

Abstract

Background: This paper is a study of the experiences from different groups of employees due to the introduction of a new electronic resource control system for leading members of Helse Stavanger HF. Purpose: This paper will try to illuminate the experiences to ward sisters, manning co-ordinators and a central member of the leading management due to the introduction of a new electronic resource control system. The paper will also try to illuminate the process these three groups in the organisation have been going through during this implementation. These experiences will be put to light through the process model of Scott and Jaffee and four theoretical scopes; The structural frame, the human resource frame, the political frame and the symbolic frame. Material: The main material will consist of seven individual interviews from four ward sisters, two manning co-ordinators and a central member of the leading management at Helse Stavanger HF. Method: This paper is built on a qualitative method. Result: According to the experiences given by the informants, there has been a change that accordance with the objective in the MOT-project due to the introduction of a new new electronic resource control system, even if the process experiences are different for the three informant groups. Conclusion: There can be several reasons why the informants had different process experiences. They are connected to different levels of the organisation and have different titles and level of working experience. The informants have different opinions when it comes to their own co-operating and influence during the process. The same can be said about their opinion of how the process has been directed. These differences can be understood from the different perspective the informants have. This indicates that training in organisation understanding could prove valuable for leaders, both when it comes to leading an organisation in general and leading an introduction of a new electronic tool in a health sector especially.