Necessary organizational changes according to Burke–Litwin model in the head nurses system of management in healthcare and social welfare institutions—The Slovenia experience

Abstract Objective To discover which changes should be implemented in the system of head nursing management in Slovenian healthcare institutions and social welfare institutions. Methods The questionnaire was distributed to 155 head nurses of Slovenian hospitals, primary healthcare centres and social welfare institutions. The Burke–Litwin organizational change model has been used to look at which changes have to be implemented in the management system of head nurses. Results In hospitals head nurses have greater independent competence for planning professional training of nursing employees ( p < .022) and are also more independent when it comes to selecting employees when it comes to new job openings ( M = 4.20, S.D. = .83, p < .004). According to the Burke–Litwin organizational change model, the elements to which changes should be introduced include “external environment” for primary healthcare centres and social welfare institutions, and “system (policies and procedures)” for primary healthcare centres. Conclusions According to results of our study, changes are needed in leadership and management of nursing in primary healthcare centres. In social welfare institutions changes are only required in leadership. Organizational changes are not necessary for any element of the Burke–Litwin model for hospitals.