Valuing Professional Pride and Compensating for Lack of Experience

Abstract

Newly educated nurses' meeting with working life probably constitutes the most demanding period of their entire working career. This study aims to shed light on what leaders and colleagues can do to ensure newly educated nurses' competency and retention. The design of this study uses a phenomenological approach with narrative interviews and text analysis. The results show that the newly educated nurse needs leaders and colleagues who take the right initiative with regard to receiving and incepting. They need help to clarify their professional role and to confirm their professional pride and commitment. Showing trust, providing competence time, and supporting the newly educated nurse's initiative to increase his/her competence are all of vital importance during this period. The new generation nurses actively seek knowledge and generally possess good computer skills. They can therefore represent a major resource for the working environment. In exchange the newly educated nurse needs leaders and colleagues to share their experience with them and help them to develop professional standards. Leaders who encourage this exchange of experience and who make use of these differences in competence can create a sustainable nursing staff, and this will in turn promote recruitment and nurse retention.

Care-managers’ professional choices: ethical dilemmas and conflicting expectations

“…However, research indicates that students and newly graduated nurses are surprised by the discrepancy between the ideals gained through nursing education and the task orientation of clinical practice [ 54 ]. Newly graduated nurses say they want to do a good job and that they will quit their jobs if they have to compromise their professional integrity and feel they are not able to do good for the patient [ 55 ]. Studies indicate, however, that nurses and other healthcare professionals experience moral frustration and distress; that is, they know what the right thing to do is but are prohibited by organisational constraints, such as staff shortages, to act accordingly [ 35 , 56 , 57 ].…”

Kulturell trygghet for den samiske pasienten i møter med helsevesenet

“…Studentene i vår studie erfarte at det i hovedsak ikke er sykepleiere som utrykker motstand mot endringer, men annet personell med lavere utdanning. En studie viser at nyutdannede sykepleiere kan bli sett på som en trussel i et etablert arbeidsmiljø, blant annet fordi de har oppdatert kunnskap om forskning (Sneltvedt & Sørlie, 2012). Studentenes oppdaterte kunnskaper kan vaere en ressurs i avdelingen hvis det skapes handlingsrom for deling av kunnskap.…”