CLINICAL NUTRITION MANAGEMENT POSITION - RESPONSIBILITIES AND SKILL DEVELOPMENT STRATEGIES

Objective To determine the duties of clinical nutrition managers, the factors associated with the performance of the duties, the job specifi cations for the position, and the skill development strategies used by clinical nutrition managers. Design Clinical nutrition managers from 700 randomly selected, acute-care hospitals in the United States (with 300 or more beds) received a survey questionnaire. Respondents were a sked to indicate performance or nonperformance, perceived importance, and methods used to develop skills for 54 duties related to clinical n utrition management. We requested additional information about positio n requirements, position characteristics, and demographic information. Statistical analyses performed An 82% response rate with 67% usable r esponses (n=472) was achieved. Frequencies for performance and nonperf ormance, mean importance, and frequencies for methods of skill develop ment were determined for each duty. chi(2) Analysis with P<.10 was use d to determine if an association existed between performance of a duty and time allotted to the position, number of personnel supervised, an d type of personnel supervised. Results This study validated 46 of the duties as responsibilities of practicing clinical nutrition manager. Three duties not validated were related to financial management. The d uty performed least often was conducting research/investigative studie s. The number and type of personnel supervised was found to influence performance of duties, but time allotted to position was not an influe nce. The major strategies used for skill development were continuing e ducation, networking, work experience in clinical dietetics, work expe rience in management dietetics, and their present job. Applications Th ese results can be used by clinical nutrition managers to assess the c haracteristics of their current position and develop a plan for enhanc ing their scope of responsibility. The identification of duties actual ly performed by clinical nutrition managers can also be used to develo p standards of practice with performance indicators and recommended th resholds. Information regarding the skill development strategies of cl inical nutrition managers can be used by practitioners to enhance thei r current skills and knowledge and by others to prepare for career opp ortunities in clinical nutrition management.