Aim This study investigated travel nurses’ perception of their communication and relational experiences with other nurses. Background It is common for nurses to offer and to accept help, especially since nurses enter and exit numerous nursing teams throughout their careers and sometimes several times within a single shift. The social norm of reciprocity suggests that nurses supported by other nurses will likely reciprocate in prosocial behaviour. However, when and whom one can or will help highlight differences in individuals’ ability to share and compete for personal and professional resources. Method Thematic analysis on data collected through semi‐structured interviews. Results Four categories of perceived envy‐motivated communication conceptualize nurses’ communication and relational experiences. Conclusion This study underscores the pervasiveness of social comparison and perceived envy‐motivated communication among nurses. Implications for Nursing Management Nurse managers should explore how they might leverage social comparison and the effects of envy to improve unit productivity. One strategy that nurse managers might adopt to promote fairness perception and trust is to communicate expressly how they allocate resources to their nurses. A sequential strategy to level the gap in nurses’ exposure to different ways of overcoming resource deficiencies is to encourage mutual learning as prosocial behaviour.

Amid their many staffing responsibilities, nurse managers pay attention to macro-level workforce forecasts and micro-level issues such as mentorship for early career nurses (Gan, 2019b; Squires, Jylhä, Jun, Ensio, & Kinnunen, 2017). Researchers forecast that the retirement of Baby-Boomer nurses (born between 1946 and 1964) and increased chronicity across populations will exacerbate the nursing shortage problem (Auerbach, Buerhaus,

AimThe researcher sought to understand how nurse managers describe nurses in alternative work arrangements.DesignThe researcher conducted this study using grounded theory.MethodSemi‐structured interviews. A theoretical sample of 26 baccalaureate‐prepared nurse managers located across the United States participated in the study.ResultsA typology of five work arrangements provides descriptors that contribute toward greater conceptual clarity on nurses' work arrangements. The data reveal that the typology is fluid because nurses can easily switch across work arrangements. Because the rise in alternative work arrangements means that nurses can leave permanent positions—or explore different work arrangements—when circumstances permit or necessitate, nurses who do not receive continued mentoring will likely bring their deficiencies in skill and/or knowledge to facilities where they find future employment. Hence, inadequate mentoring at the unit level has practical consequences for the quality of patient care at the institutional level.

Aim:To understand how nurses' work arrangements influence nurse managers' communication with their nurses.Background: Transient work relations affect nurse coordination and the way nurse managers work, especially since giving feedback is an important managerial responsibility.Results: Although professional communication on direct patient care is mostly standardized, nurses' work arrangements influence how nurse managers mentor and provide feedback. Conclusion:Facilities must explore avenues to provide nurse managers with adequate resources so that they can mentor both permanent and temporary nurses to their full professional potential. The implementation of formal mentoring programmes is important to ensure that temporary nurses receive the same information and support that permanent nurses receive and that permanent nurses feel comfortable to critically evaluate information from trusted sources.

Aim: This commentary advocates a research agenda for studying how alternative work arrangements (AWAs) affect nurse management and leadership.Background: AWAs mitigate burnout and the distributional imbalance of nurses.However, scholarship has shed limited light on how AWAs shape nurses' workplace communication and relationships.Evaluation: Peer-reviewed nursing and management scholarship. Key Issue: As healthcare systems in many countries move toward team-based care, communication becomes even more important for effective coordination and collaboration among healthcare team members. Conclusion: Researchers should invest greater resources to understand the influence that AWAs have on different organizational settings as well as on the relational coordination among nurses and their managers. Implications for Nursing Management: Because care delivery and workplace relations depend heavily upon effective collaboration, researchers must update scholarship on AWAs to inform nurses and their managers on how they may strategically and effectively adapt their communication to evolving work environments that undergo frequent changes in nursing staff and teams.

Aim This scoping review presents an overview of the causes and consequences of envy among clinical nurses. Background Many nurses in the United States have in recent years left their permanent positions for temporary agency assignments that pay higher salaries. Although greed seems like a likely explanation for the rise in travel nursing, humans tend to have a particular interest in wanting what others have. Evaluation A five‐stage scoping review framework and the PRISMA‐ScR checklist guided this review. Key issues Social comparison and malicious envy are prevalent among nurses. Envy is a powerful emotion that affects human communication and behaviour in organizations. Scholars have underexplored the potential benefits of leveraging benign envy in the nursing context. Conclusion The results highlight the relational nature of envy. Social comparison and envy provide an insight that suggests that nurses who change jobs are not necessarily greedy. They may be seeking the right mix of tangible and intangible rewards. Implications for Nursing Management Greed and envy can motivate nurses to change jobs. Although envy and greed may produce the same outcome, they are qualitatively different. The motivation to change jobs alludes to nurses' desire to have better control of their professional and personal lives.

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