Learning in the workplace: the role of Nurse Managers
Margaret Yen A D , Franziska Trede B and Carmel Patterson CA Charles Sturt University – Bathurst, Building 1448 Panorama Avenue, Bathurst, NSW 2795, Australia.
B The Education For Practice Institute, Charles Sturt University – Sydney, Suite 1.01, Quad 3, 102 Bennelong Parkway, Sydney Olympic Park, NSW 2127, Australia. Email: ftrede@csu.edu.au
C The University of Technology Sydney, Faculty of Arts and Social Sciences, Kuring-gai Campus, Eton Road, Lindfield, NSW 2070, Australia. Email: carmel.patterson@uts.edu.au
D Corresponding author. Email: myen@csu.edu.au
Australian Health Review 40(3) 286-291 https://doi.org/10.1071/AH15022
Submitted: 2 February 2015 Accepted: 20 July 2015 Published: 14 September 2015
Abstract
Objective This research explores Nurse Managers’ (NMs’) influence on workplace learning. The facilitation of staff learning has implications for the role of NMs, who are responsible for the quality and safety of patient care. However, this aspect of their work is implicit and there is limited research in the area.
Methods This paper discusses the findings from one hospital as part of a broader philosophical hermeneutic study conducted in two public hospitals over a 20-month timeframe. NMs participated in interviews, a period of observation, follow-up interviews and a focus group. Transcribed data was thematically analysed. Eraut’s ‘Two triangle theory of workplace learning’ was used to interpret participants’ accounts of how they facilitated workplace learning.
Findings The analysis found that NMs worked to positively influence staff performance through learning in three domains: orientating new staff, assessing staff performance and managing underperformance.
Conclusions This study purports that NMs influence workplace learning in ways that are seldom recognised. A more conscious understanding of the impact of their role can enable NMs to more purposefully influence workplace learning. Such understanding also has implications for the professional preparation of NMs for their role in the context of workplace learning, facilitating learning for change and enabling the advancement of quality and safety in healthcare.
What is known about the topic? Studies exploring the influence of Nurse Managers in workplace learning have been limited to their role in the facilitation of formal learning. There is a paucity of research that examines their role in influencing informal learning.
What does this paper add? The findings of this study draw on Eraut’s ‘Two triangle theory of workplace learning’ to further define the interdependent relationship between management and educational practices.
What are the implications for practitioners? NMs’ awareness and deliberate use of their management role to enhance workplace learning will not only strengthen their role, but will also foster good learning environments and quality nursing services.
References
[1] Smith J, Walshe K. Introduction: the current and future challenges of healthcare management. In: Walshe K, Smith J, editors. Healthcare management, 2nd edn. Maidenhead, UK: McGraw Hill; 2011. pp. 1–10.[2] International Council of Nurses. Management of nursing and health care services: position statement. Geneva: International Council of Nurses; 2010.
[3] Industrial Relations Commission of NSW. Public Health System Nurses’ and Midwives’ (State) Award, 2011. Sydney: Industrial Relations Commission NSW; 2011.
[4] Conway J, Elwin C. Mistaken, misshapen and mythical images of nurse education: Creating a shared identity for clinical nurse educator practice. Nurse Educ Pract 2007; 7 187–94.
| Mistaken, misshapen and mythical images of nurse education: Creating a shared identity for clinical nurse educator practice.Crossref | GoogleScholarGoogle Scholar | 17689443PubMed |
[5] Billett S. Learning in the workplace: strategies for effective practice. Crows Nest, NSW: Allen and Unwin; 2001.
[6] Eraut M. Non‐formal learning and tacit knowledge in professional work. Br J Educ Psychol 2000; 70 113–36.
| Non‐formal learning and tacit knowledge in professional work.Crossref | GoogleScholarGoogle Scholar | 10765570PubMed |
[7] Eraut M. Informal learning in the workplace. Stud Contin Educ 2004; 26 247–73.
| Informal learning in the workplace.Crossref | GoogleScholarGoogle Scholar |
[8] Eraut M. Learning from other people in the workplace. Oxf Rev Educ 2007; 33 403–22.
| Learning from other people in the workplace.Crossref | GoogleScholarGoogle Scholar |
[9] Braithwaite J. An empirically-based model for clinician-managers’ behavioural routines. J Health Organ Manag 2004; 18 240–61.
| An empirically-based model for clinician-managers’ behavioural routines.Crossref | GoogleScholarGoogle Scholar | 15536754PubMed |
[10] Duffield C, Wood LM, Franks H, Brisley P. The role of nursing unit managers in educating nurses. Contemp Nurse 2001; 10 244–50.
| The role of nursing unit managers in educating nurses.Crossref | GoogleScholarGoogle Scholar | 1:STN:280:DC%2BD387itFClug%3D%3D&md5=d5d49e4b488a59f1861b804beeace266CAS | 11855119PubMed |
[11] Matsuo M. Leadership of learning and reflective practice: An exploratory study of nursing managers. Manag Learn 2012; 43 609–23.
| Leadership of learning and reflective practice: An exploratory study of nursing managers.Crossref | GoogleScholarGoogle Scholar |
[12] Gadamer HG. Truth and method. New York: Crossroad; 1960/1992.
[13] Seidman IE. Interviewing as qualitative research: a guide for researchers in education and the social sciences. New York: Teachers College Press; 1991.
[14] Yates L. Interpretive claims and methodological warrant in small-number qualitative, longitudinal research. Int J Soc Res Methodol 2003; 6 223–32.
| Interpretive claims and methodological warrant in small-number qualitative, longitudinal research.Crossref | GoogleScholarGoogle Scholar |
[15] Krueger RA, Casey MA. Focus groups: a practical guide for applied research, 4th edn. Thousand Oaks, CA: Sage; 2009.
[16] Fleming V, Gaidys U, Robb Y. Hermeneutic research in nursing: developing a Gadamerian‐based research method. Nurs Inq 2003; 10 113–20.
| Hermeneutic research in nursing: developing a Gadamerian‐based research method.Crossref | GoogleScholarGoogle Scholar | 12755860PubMed |
[17] Healy J. Improving health care safety and quality: reluctant regulators. Surrey, UK: Ashgate Publishing; 2011.
[18] Briggs D, Cruickshank M, Paliadelis P. Health managers and health reform. J Manage Organ 2012; 18 641–58.
| Health managers and health reform.Crossref | GoogleScholarGoogle Scholar |
