Optimization of Job Performance in the Surgical Suite Through Human Capital Training Management Strategies

Abstract

Introduction and Objective:
Operating room management in third-level public hospitals requires the harmonious integration of clinical technical expertise and administrative leadership. This article investigates the optimization of job performance among nursing staff in the Surgical Suite (6th Floor) of the Dr. José María Vargas Central Hospital in San Cristóbal, Táchira State, Venezuela, through the implementation of managerial training strategies.

Methodology:
Quantitative, descriptive, and field research with a non-experimental cross-sectional design. The population consisted of 80 surgical nurses, with a simple random probabilistic sample of 20 professionals (25%) selected. Data collection utilized a structured questionnaire with 12 dichotomous items, validated by expert judgment, with reliability established through the Kuder-Richardson formula (KR-20 = 0.98).

Results:
Broad recognition of Planning (100%) and Organization (100%) functions was evidenced, as well as the Relevance (100%) and Impact (87%) of continuous education. However, a critical bottleneck exists in Directing/Leadership (87% negative perception) and in the effective application of Managerial Strategies (73% negative assessment).

Conclusion:
The optimization of surgical performance requires moving beyond reactive frameworks through a comprehensive training plan focused on soft skills, conflict resolution, and internal mentorship.