The structure of nursing: a national examination of titles and practice profiles

Gardner, Glenn; Duffield, Christine; Doubrovsky, Anna; Bui, Ut; Adams, Margaret

doi:10.1111/inr.12364

Cited by 25 publications

(21 citation statements)

References 21 publications

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“…The recruitment and data collection strategy for the study have been reported in detail elsewhere (Gardner et al, ; Gardner et al, ). In summary, the recruitment process was by comprehensive dissemination of study information and invitation and instructions to participate via email, online and printed publication.…”

Section: Methodsmentioning

confidence: 99%

“…The subset of the national data set for analysis in this paper comprised front‐line managers, middle managers and RNs (as a comparator). These roles were identified with the results of the role delineation study described by (Gardner et al, ). A cluster analysis of the mean ARPD domain scores was performed to delineate nurses' roles then mapped against the position titles provided by respondents.…”

Section: Methodsmentioning

confidence: 99%

“…A cluster analysis of the mean ARPD domain scores was performed to delineate nurses' roles then mapped against the position titles provided by respondents. Fifty‐four position titles were reduced to seven types of nursing role: nurse practitioner, advanced practice nurse, nurse educator, clinical nurse manager, organisational nurse manager, clinical nurse and registered nurse (Gardner et al, ). The subset analysed in this paper are respondents identified in the cluster analysis as ‘clinical nurse managers’ and ‘organisational nurse managers’.…”

Section: Methodsmentioning

confidence: 99%

“…This paper addresses this gap in our understanding of nurse manager roles through a secondary analysis of data from a national survey of Australian registered nurses. The survey aimed to differentiate between different types of nursing roles according to their level of engagement in the domains of clinical care, support of health systems, education, research and professional leadership (Gardner, Duffield, Doubrovsky & Adams ; Gardner, Duffield, Doubrovsky, Bui, & Adams ).…”

Section: Introductionmentioning

confidence: 99%

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Manager, clinician or both? Nurse managers' engagement in clinical care activities

et al. 2019

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In most health systems, nursing wards and departments are run by an experience registered nurse (RN) appointed to a management position, combining the clinical leadership of nurses with the managerial responsibilities of operations. These nurse managers play a crucial role in the organisation and delivery of health services: creating environments where nurses can provide quality patient care, while ensuring that organisational imperatives are met (Labrague, Abstract Aim: To explore the extent of Australian nurse managers' engagement in clinical care activities.Background: Hybrid nurse manager roles lack clarity in the optimal balance between the clinical and other activities, resulting in stress and challenges in recruiting and retaining nurse managers. Methods: In a national survey using the Advanced Practice Role Delineation tool, Australian nurses self-assessed their level of engagement in activities across five domains of nursing practice. The subset sample analysed comprised 2,758 registered nurses, 390 clinical (front-line) nurse managers and 43 organisational (middle) nurse managers. Median domain scores were compared with non-parametric tests of difference. Results: Clinical nurse managers were in a hybrid role, reporting high levels of engagement across the domains. Lower scores observed for organisational nurse managers highlight the shift to strategy-focussed activities that occurs as nurses up the management hierarchy. Conclusions: By indicating their engagement in the clinical care domain, respondents demonstrated that clinically focused activities were not entirely lost from either front-line or middle-management roles. Implications for Nursing Management: Nurse managers equipped with clinical and management skills, and allowed time to remain engage in clinical care activities are critical for patient-centred and cost-effective care in today's complex health care environments. K E Y W O R D S clinical care, direct care, hybrid manager, nurse manager, role delineation

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Section: Methodsmentioning

confidence: 99%

Section: Methodsmentioning

confidence: 99%

Section: Methodsmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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Manager, clinician or both? Nurse managers' engagement in clinical care activities

et al. 2019

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“…There are a range of reasons behind this: the time for conducting research is often lacking (Bloomer & Cross 2011), whilst some CNC/CMCs perceive that it should not be a frequent part of their role (Wilkes, Luck & O'Baugh 2015), and others see it as an extra task (Cashin et al 2015). However, a more recently published study of Australian advanced practice nurses (including the CNC/CMC), found that these roles scored significantly higher at the advanced practice levels in the areas of research and professional leadership than did specialist and registered nurses (Gardner et al 2017). In this LHD, the CEO has provided ongoing support to nurses and midwives through the appointment of a Professor of Nursing and Midwifery Research.…”

Section: Edgar Et Almentioning

confidence: 99%

Education pathways, mentoring and future intentions of nurse and midwifery consultants in a NSW Health District

Edgar

Brinton

Burgess

et al. 2019

HEPJ

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Clinical Nurse and Midwifery Consultants (CNC/CMCs) play an important role within NSW Health Services. They are required to function within five domains of practice: clinical service and consultancy, clinical leadership, research, education, and clinical services planning and management. This study engaged with one Health District's current CNC/CMC network members with a view to informing the development of a strategy for career and succession planning. One hundred CNC/CMCs were invited to participate in an online survey and in one of three focus groups. The survey explored: the participants' demographics, their educational pathways prior to and during the role, the relationship of this education to the five domains of CNC/CMC practice, their priorities for their own future education needs, the education priorities they suggested for other aspiring CNC/CMCs, and who was mentoring into their role. The focus group added further clarity to the survey data. The survey was completed by 61% of invitees and 19% attended the focus groups. The findings identified an experienced workforce, with 25% of CNC/CMCs intending to leave over the next five years, yet only 20% mentoring others. Nearly half (47%) of the participants held or were working towards a Master's degree. A third of these Master's degrees were considered by the participants to support knowledge in all five of the CNC/CMCs' domains of practice, in comparison to only 11% of graduate certificates. The focus-group participants expressed the view that the Master's qualification supported them to meet the domains of the CNC/CMC role, and suggested that aspiring CNC/CMCs should aim for this level of education. When considering their own personal educational needs, the CNC/CMCs prioritised service planning and management and research, but they felt that aspiring CNC/CMCs should prioritise the development of clinical knowledge, followed by clinical leadership.

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Advanced Practice in Nursing and Midwifery

Lowe

Plummer

2019

Advanced Practice in Healthcare

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The structure of nursing: a national examination of titles and practice profiles

Cited by 25 publications

References 21 publications

Manager, clinician or both? Nurse managers' engagement in clinical care activities

Manager, clinician or both? Nurse managers' engagement in clinical care activities

Education pathways, mentoring and future intentions of nurse and midwifery consultants in a NSW Health District

Advanced Practice in Nursing and Midwifery

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