DRAFT JENJANG KARIR PERAWAT MANAJER

INDONESIA
A. Pengantar
Profesi keperawatan di Indonesia terus berkembang, baik pada aspek
pelayanan, institusi pendidikan keperawatan maupun organisasi profesi
keperawatan. Perkembangan profesi keperawatan dipengaruhi oleh
perubahan kondisi kesehatan masyarakat, IPTEK di bidang kesehatan,
kebijakan kebijakan di bidang kesehatan atau sektor terkait baik
nasional maupun internasional. Perubahan perubahan ini merupakan
tantangan bagi profesi keperawatan terutama bagi perawat manajer
sebagai perawat yang bertanggung jawab terhadap pengelolaan
pelayanan / asuhan keperawatan. Kemampuan dan kemauan perawat
manajer mengelola perubahan perubahan dengan baik merupakan ISU
PENTING dalam perkembangan profesi keperawatan.
Perawat manajer adalah perawat yang berperan melaksanakan fungsi
manajemen dalam pelayanan / asuhan keperawatan di fasilitas
pelayanan kesehatan dan unit unit praktik keperawatan, sehingga
pelayanan/ aspek dapat dilaksanakan secara efektif dan efisien. Perawat
merupakan pemimpin, pengarah, pembahasan dalam manajemen
pelayanan keperawatan di fasilitas pelayanan kesehatan. Perawat
manajer merupakan key person bersama seluruh sumber daya
manusia perawat menjalankan pelayanan/ asuhan keperawatan sehingga
terpenuhi kebutuhan klien, individu, keluarga, kelompok dan masyarakat.
Berdasarkan kedudukan peran serta fungsi perawat manajer sangat
penting, maka Himpunan Perawat Manajer Indonesia (HPMI) PPNI
mengembangkan Jenjang Karir Perawat Manajer, kompetensi dan sistem
Pendidikan Berkelanjutan ( PBD / CPD )

B. Tujuan :
Diperoleh pemahaman tentang :
1. Sistem jenjang karir perawat
2. Jenjang karir perawat manajer
3. Kompetensi perawat manajer
4. Sistem sertifikasi perawat manajer
5. Road map Nasional Penerapan Jenjang Karir Perawat Manajer

C. Sistem Jenjang Karir Perawat Indonesia

D. Jenjang Karir Perawat Manajer di RS

Jenjang karir perawat manajer merupakan bagian dari sistem jenjang
karir perawat, menggambarkan arah perkembangan profesi perawat
manajer yang digambarkan dengan tingkat/level dan kompetensinya.
Karir perawat manajer memiliki 5 tingkatan yaitu Perawat Manajer (PM) I
(Satu) sampai V (Lima)
Lima tingkatan ini identik dengan top, middle dan lower manager. Lower
Manager disepakati sebagai perawat manajer yang berperan sebagai
Kepala Unit Ruang Rawat/ Kepala Ruangan, Middle manager adalah
perawat manajer yang berperan sebagai kepala seksi koordinator
pelayanan pada area tertentu, sedangkan top manager adalah perawat
manajer yang berperan sebagai Kepala Bidang / Direktur pelayanan
keperawatan di suatu rumah sakit. Penerapan jenjang karir perawat

manajer di fasilitas pelayanan kesehatan RS dapat dilihat pada bagan

berikut.

N
O

LEVEL
PERAWAT
MANAJER
(PM )

PM I

PM II

RS TIPE A
Kepala Ruang

Manajer Area

POSISI / JABATAN / PERAN

RS TIPE B
RS TIPE C

RS TIPE D

Kepala

Kepala

Kepala

Ruang

Ruang

Ruang

Manajer

Kasie RS

Kasie RS

Kabid

Kabid

Kabid

Area
3

PM III

PM IV

Kasie
Kabid

Kasie

Dir.Keperawat
5

PM V

an/ Wadir.
Keperawatan

E. Kompetensi Perawat Manajer di RS

Kompetensi adalah integrasi pengetahuan, keterampilan dan sikap yang
diperlihatkan dalam bentuk kinerja sesuai standar ditetapkan oleh
industri. Kompetensi diperlukan untuk melaksanakan praktik dengan
aman sesuai peran dan tatanannya (rangkuman dari beberapa
pengertian kompetensi). Untuk melaksanakan tugas-tugasnya, perawat
manajer harus menguasai kompetensi-kompetensi dipersyaratkan.
Berbagai pendekatan dipergunakan untuk mengembangkan kompetensi
perawat manajer. Pendekatan RMCS yaitu standar yang dikembangkan
berdasarkan pada tugas atau pekerjaan yang dibutuhkan dari suatu
bidang pekerjaan, dalam hal ini manajemen pelayanan-asuhan sesuai
dengan jenis dan sektornya yaitu keperawatan dan dirumuskan ke dalam
unit kompetensi. Berdasarkan level/ tingkatan manajer, maka perawat

manajer dikelompokkan menjadi 3 (tiga) tingkatan yaitu manajer top (top

manager), manajer menengah (middle manager), dan manajer bawah
(lower manager) untuk memudahkan dalam merumuskan kompetensikompetensinya.

F.

SKEMA SERTIFIKASI PERAWAT MANAJER

Skema sertifikasi merupakan bagian dari kredensialing perawat manajer
untuk menjamin kompetensi yang dimiliki, diimplementasikan dan
dikembangkan sesuai jenjang karirnya.
Sertifikasi juga merupakan
pengakuan bagi seorang perawat manajer sesuai levelnya.
1. Ruang Lingkup Skema Sertifikasi
Pada tahap awal, lingkup skema sertifikasi perawat manajer dibatasi
untuk perawat manajer di fasilitas pelayanan keperawatan di rumah
sakit. Lingkup sertifikasi :
a. Sertifikasi melalui pemberian ijazah pendidikan formal diperoleh
setelah lulus mengikuti Program Magister Kepemimpinan dan
Manajemen Keperawatan yang diselenggarakan di beberapa
fakultas Ilmu Keperawatan (dikembangkan oleh kolegium
keperawatan).
b. Sertifikasi pemberian sertifikat kompetensi pendidikan nonformal
(pelatihan) menjadi tanggung jawab PPNI melalui HPMI. Untuk
memenuhi setandar pelayanan di RS, maka sertifikat kompetensi
akan dirancang berstandar Nasional juga mengadaptasi standar
Internasional.
c. Sertifikasi setiap tingkat manajer sesuai jenjang karir perawat
dilakukan di RS (disepakati)
2. Tujuan Sertifikasi
Sertifikasi perawat manajer meempuyai tujuan :
1. Memberikan jaminan bahwa perawat manajer dapat melaksanakan
tugas dengan baik dan benar

2. Memberi pengarahan kepada setiap perawat manajer sesuai

kompetensi yang dimiliki
3. Sebagai dasar proses rekruitmen, seleksi dan penempatan perawat
manajer di RS
4. Sebagai dasar pengembangan kompetensi dan program pelatihan
manajemen pelayanan asuhan keperawatan
5. Memberi peluang pemasaran perawat manajer
3. Pengelolaan Kompetensi
Kompetensi kompetensi perawat manajer perlu dikelola sehingga
dapat mendukung perawat manajer dalam melaksanakan tugas
manajemen pelayanan - asuhan keperawatan.
Kompetensi dikemas dalam 2 (dua) bentuk yaitu
a. Paket kompetensi, kompetensi kompetensi di kluster berdasarkan
tingkatan jenjang karir perawat manajer yaitu :
PM I
PM II, III
PM IV dan V

: Manajer Bawah
: Manajer Menengah
: Manajer Atas

b. Kompetensi tunggal, kompetensi manajerial yang advance / lanjut,

komplek dan inti bagi perawat manajer.
Selanjutnya setiap kompetensi
(Unit Kompetensi) di deskripsikan
mempergunakan komponen /struktur kompetensi mencakup judul,
deskripsi, elemen, kriteria unjuk kerja, batasan variabel dan
kompetensi inti.
4. Proses Sertifikasi Perawat Manajer di RS
Proses sertifikasi merupakan tahapan untuk memperoleh sertifikat
kompetensi sebagai perawat manajer. Sesuai dengan lingkup sertifikasi
maka proses sertifikasi sbb:
a. Melalui jalur pendidikan formal, yaitu : Program Pendidikan Magister
Kepemimpinan dan Manajemen Keperawatan ( sudah ada sistemnya
)

b.

Melalui jalur pendidikan nonformal, yaitu: Pelatihan ,

mempergunakan kebijakan PPNI yang dikembangkan oleh HPMI.
Adapun prosesnya adalah :
1) Perawat manajer/ calon mengajukan permohonan mengikuti
pelatihan sesuai dengan kompetensi
2) Mengikuti pelatihan
3) Asesmen kompetensi dalam rangka memperoleh sertifikat
kompetensi

c. Melalui penilaian kinerja berbasis kompetensi di tempat bekerja (RS)

1)
2)
3)
4)
5)
6)

Mengajukan permohonan asesmen kompetensi

Melakukan pra konsutasi
Mengikuti asesmen kompetensi
Menerima keputusan asesmen kompetensi
Mengajukan banding ( jika diperlukan )
Direkomendasikan memperoleh sertifikat kompetensi

G. PENGEMBANGAN

PROFESIONAL

BERKELANJUTAN

PERAWAT

MANAJER (P2BOM)
Perawat manajer harus terus berkambang agar dapat menghadapi
tantangan, perubahan pelayanan kesehatan dan kebijakan kebijakan
terkini. Program pengembangan professional berkelanjutan bagi perawat
manajer disusun mempergunakan pedoman P2KB PPNI dan kesepakatan
jenjang karir perawat manajer.
1. Filosofi
Keperawatan sebagai profesi terus berkembang, sehingga anggota
profesi termasuk perawat manajer harus belajar seumur hidup sebagai
perwujudan nilai - etika profesinya
Perawat Manajer sebagai modal bertanggung jawab membangun
Budaya Belajar dan terus berkembang mengawal penerapan ilmu
keperawatan
Perawat Manajer Kompeten merupakan komitmen, tekad dan janji
kami kepada masyarakat
2. Program Pengembangan Professional Berkelanjutan Perawat Manajer

a. Perawat Manajer Bawah / PM I ( Kepala Ruangan )

1)
2)
3)
4)
5)
6)
7)

Manajemen Unit Ruang Rawat / Bangsal

MBO dan Implementasi
Supervisi Klinik
Penugasan Kerja Perawat
Sistem Pemberian Asuhan Keperawatan
Manajemen Konflik
INTERPROFESIONAL tim

b. Perawat Manajer Menengah / PM II dan PM II ( Koordinator / Kasie )

1)
2)
3)
4)
5)
6)
7)
8)

MBO
Manajemen Konflik
Manajemen Risiko
Supervisi manajerial
Penilaian kinerja perawat = asesmen keperawatan
Manajemen mutu
Fungsi ketenagaan
Jenjang karir perawat

c. Perawat Manajer Atas,

Keperawatan )
1)
2)
3)
4)
5)
6)
7)
8)

PM IV dan V ( Direktur/Wadir/Kabid

Perencanaan strategis pelayanan keperawatan RS

Manajemen pelayanan keperawatan RS
Sistem pembiayaan pelayanan keperawatan RS
SP2KP PMK
Kepemimpinan Keperawatan
Perubahan dan Inovasi pelayanan keperawatan
Jenjang karir perawat
Fungsi ketenagaan perawat

DAFTAR KOMPETENSI PERAWAT MANAJER

KOMPETENSI
PROFESSIONAL PRACTICE, ETHIC, LEGAL, CULTURE SENSITIVE
1. Integrating the Indonesian Nurses ethical codes (PPNI, 2010) and high

LOW

MIDD

ER

LE

TOP

professional values in the daily work activities.

2. Ensure that all staff nurses perform the clinical practice in accordance
with the principles of ethics; protect the autonomy, dignity, and rights of
clients.
3. Maintaining therapeutic and professional relationships between nurse

and client in the ward.

4. Able to manage the practitioner nurses in preserving the ethic code of

nursing.
5. Able to improve the performance of his/her ward.

6. Understand the government regulations about healthcare, healthcare

professionals practice.
7. Create an effective work environment which recognize and values

differences.
8. Demonstrate knowledge on hospital procedure including: service

procedure, nursing care, human resource management, facility and

nursing equipment.
9. Analyze and recommend corrections on illegal practice, incompeten, or
practices with not accordance to the standard.
10. Maintain quality service and nursing care based on standard and

nursing code of ethic.

11. High integrity/dedication to the organization and profession.

12. Healthcare policy knowledge.

13. Understand the Ministry of Health Decree No. 148/2010 about

Implementation of nursing practice permit.

14. Nationalism and high loyalty to the hospital and organization.

15. Understanding of law, policy, economic condition and social factors that

influence healthcare planning.

16. Able to solve management problem ethically.

17. Develop and facilitate nursing research on ethical issues in the nursing

care.
18. Building trust with medical staff in the role of patient care advocate,
quality service, and profession.

KOMPETENSI

LOW

MIDD

ER

LE

TOP

NURSING CARE AND MANAGEMENT

19. Mastering on the basics and advance level of nursing care.

20. Mastering on the cases (diseases) in the ward.

21. Mastering on the nursing care in the ward which is under his/her

responsibility.
22. Able to be a consultant for the team leader/PN.

23. Facilitate the appropriate information system to the patient about risk,

and result
24. Design an integrated nursing care delivery model which includes all the

nursing process.
25. Identify nursing care readiness.

26. Able to make innovation in the nursing care.

27. Able to be responsible for the nursing service.

PLANNING
28. Able to make planning on equipment utilization in his/her ward.

29. Able to make planning on nursing staffs needs by the ward.

30. Demonstrate understanding on hospital's goal.

31. Motivate and influencing people to actively participate in arranging long

term planning.
32. Demonstrate futuristic vision based on the hospital's vision. Innovative

in making development planning.

33. Create nursing vision.

34. Assess the internal and external environment to identify organizations

strength, weakness, opportunity and threat in strategic planning.

35. Create objectives of a program.

36. Analyze staffing budget.

37. Able to make an efficient planning

ORGANIZING
38. Create work environment which facilitate team to be able to work

according to standard.
39. Design an ergonomic work environment to prevent injury.

KOMPETENSI

LOW

MIDD

ER

LE

TOP

40. Able to give tasks to staff based on their capability.

41. Demonstrate understanding on all the procedures in the hospital.

v
v

42. Doing review on rules, procedures periodically according to unit's need.

43. Develop rules and procedures suitable to the unit's operational target.

44. Develop

risk

management

and

supervise

the

implementation

mechanism.
45. Design an ergonomic work environment to prevent injury.
DIRECTING
46. Build a commitment together with all the staffs that will always do the
best nursing practice and professional in order to reach vision and
mission of the hospital.
47. Able to do effective communication in performing tasks.

48. Able to build teamwork and do collaboration with other health

professionals, installation, patients, and families.

49. Able to disseminate the hospitals policy to the staffs.

50. Able to do delegation.

51. Able to motivate staffs.

52. Communicate and Clarify organization's value and goal to the

V
V

employee.
53. Able to do effective communication from the upper level to the lower

54.
55.
56.
57.

level and vice versa.

Motivate staffs to improve their performance.
Able to communicate the hospitals procedure to the staffs.
Create a good collaboration with other installation.
Motivate staffs to do value clarification through active listening and

giving feed back.

58. Able to do effective communication to deliver information both from
59.
60.
61.
62.

inside and outside hospital.

Good coordination in doing tasks.
Able to give guidance to the new nurses in doing her/his tasks.
Able to manage human resource in the ward.
Develop an equitable scheduling policy, balancing the staffs formation
based on competencies and communicate it to all staffs.

V
V
V

V
V
V

KOMPETENSI

LOW

MIDD

ER

LE
V

63. Giving any kind of reward to the staffs with good achievement/well
performed.
64. Allocate nursing staffs based on patients level of dependence.
65. Facilitate career staffs development who are under
66.
67.
68.
69.
70.
71.
72.

his/her

responsibility.
Good coordination.
Communicate organization's goal to staffs.
Disseminate all programs that will be implemented.
Communicate and clarify the organization's goals and values.
Able to use the informal organization to reach organization's goal.
Able to do coordination with other profession.
Able to do effective communication to deliver information both from

inside and outside hospital.

73. Able to do division of tasks
74. Develop partnership in nursing.
75. Building trust to the other health professionals as a nursing care
advocate, service quality and profession.
76. Able to advocate in accordance to his/her authority and responsibility.
STAFFING
77. Develop and determine recruitment system.
78. Able to manage staff development program and carrier plan

V
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V

V
V
V
V

V
V

V
V

V
V
V
V
V
V
V

V
V
V

V
V
V

V
V
V

V
V

development.
79. Give response to staffing issues.
80. Able to manage human resource in the hospital effectively and
efficiently.
81. Facilitate staff in doing task to reach organization's goal.
82. Reward appropriate behavior and good achievement.
83. Able to utilize many ways to motivate staffs.
CONTROLLING
84. Able to become a controller.
85. Utilizing achievement of Quality control programs as a performance

TOP

V
V
V

V
V

V
V
V

V
V
V

V
V

V
V

indicator for employee, rewarding, training, and staff's discipline

mentoring.
86. Manage performance through rewarding, setting up, cancelling, and
discipline action.
MONITORING AND EVALUATION
87. Able to do performance evaluation objectively.
88. Utilize monitoring as one method to evaluate goals.
89. Access appropriate resources to get data in quality control.
90. Manage and analyze monitoring data and set a follow up planning.
91. Active in quality control.

V
V
V

V
V

V
V

V
V
V
V
V

KOMPETENSI

LOW

MIDD

ER

LE
V
V
V
V
V

V
V
V
V
V

V
V

V
V

V
V

V
V

108. Able to make an appropriate decision.

109. Able to give alternative solution for problem as well as its pros and

cons.
Serve as a professional role model and mentor for the future nursing

92.
93.
94.
95.
96.

Able to do supervision.
Able to do monitoring and evaluation based on program.
Able to do monitoring.
Able to do supervision.
Utilizing controlling process and evaluation for improving and

V
V
V
V

TOP

maintaining quality and productivity.

97. Critically analyze organization's problem.
98. Evaluate and interpret customer satisfaction survey and quality service
as well as create the follow up.
99. Able to do service evaluation.

100. Able to do program evaluation.

LEADERSHIP
101. Able to lead.
102. Able to be a role model as a manager in a ward.
103. High awareness to the hospital environment, patients and colleague.

104. Act as a role model to the staffs, accept responsibility in the nursing

care.
105. Able to be a role model as a nurse, good attitude and behavior.

106. Able to manage conflict in the ward.

107. Be a role model in nursing care service and establish hospital's rule.

110.

leader.
111.Able to become a role model.

112. Able to make an appropriate decision.

113. Able to give alternative solution for problems.

114. Act as a change agent.

115. Convincing physical appearance.

116. Broaden knowledge and wide insight.

117. Able to utilize research results on nursing management.

PROFESSIONAL, PERSONAL, AND QUALITY DEVELOPMENT
118. Able to speak foreign language, at least English.
119. Always keep update on knowledge which supports work.

KOMPETENSI

LOW

MIDD

ER

LE

TOP

125. Willing to guide nursing students.

126. Be patient and sincerely in guiding nursing students.

127. Create a conducive environment for students preceptor ship program.
128. Motivated either party to participate in the nursing students'

preceptorship program.
129. Able to motivate either parties in the nursing students internship

131. Have a spirit

132. Discipline

133. Honest and responsible

134. Discipline

135. Value feedback

136. Become good listener

137. Innovative

138. Never give up.

139. Able to convince people for nursing care service purposes

120. Computer literate.

121. Motivated to conduct research.

122. Demonstrate the value of lifelong learning and improving ability to

improve and develop globally competitive nursing care service.
123. High motivation to do research.
NURSING EDUCATION
124. Able to be a good mentor.

program.
SOFT SKILLS
130. Good emotional intelligence

TOP MGR
TOP MGR

MIDDLE MGR
MIDDLE MGR

LOWER MGR

PM
I
PK II

( 2

th )
Sertifikat
manajeme
n bangsal
Ners.
Sertifikat
Basic
Leadership
SIP,STR
................
..
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...
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PM I ( 3 th
)
Ners 6 thn
S2 MGT 2
th
Sertifikat
PM
II
Manageme
n
Bidang
Keperawat
an 80 jam.
Sertifikat
Leardershi
p Advance
I
SIP,STR
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...
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PM II ( 3 th
)
Ners 9 thn
S2 MGT 4
PM
th III
Sertifikat
Leardershi
p Advance
II
SIP,STR
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...
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PM III ( 3
th )
S2 MGT 6
thn
S3 Kep. 3
th
PM
IV
SIP,STR
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..
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PM IV ( 3
th )
S2 MGT 8
thn
S3 Kep.
PM
V 5
th
SIP,STR
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