國立虎尾科技大學 |

How Social Identity Shapes the Psychological Contracts of Nurses Regarding Promotion to Management.

紀錄類型:	書目-語言資料,手稿 : Monograph/item
正題名/作者:	How Social Identity Shapes the Psychological Contracts of Nurses Regarding Promotion to Management./
作者:	Painter, Matthew J.
面頁冊數:	1 online resource (160 pages)
附註:	Source: Dissertation Abstracts International, Volume: 78-12(E), Section: A.
Contained By:	Dissertation Abstracts International78-12A(E).
標題:	Business administration. -
電子資源:	click for full text (PQDT)
ISBN:	9780355102635

How Social Identity Shapes the Psychological Contracts of Nurses Regarding Promotion to Management.
Painter, Matthew J.

How Social Identity Shapes the Psychological Contracts of Nurses Regarding Promotion to Management. - 1 online resource (160 pages)

Source: Dissertation Abstracts International, Volume: 78-12(E), Section: A.

Thesis (Ph.D.)--Northcentral University, 2017.

Includes bibliographical references

There is a need for nursing managers to improve health care delivery. The problem addressed is preparing nurses for management positions. Whether social identity negatively influences nurses' psychological contracts towards becoming a manager, and thus impeding recruitment and preparation of clinical managers is discussed. Employers that do not effectively manage psychological contracts face employee bitterness, anger, and feelings of unfairness, poor work performance and attitudes, decreased satisfaction, and disloyalty. Therefore, this generic qualitative study investigated how acute care nurses' social identities shape their psychological contracts towards promotion into management. More specifically, the psychological contracts regarding being promoted into management and how nurses' social identities influence the development of these contracts. Interviews were the data collection tool with 11 hospital-based, acute care staff nurses participating. The participant nurses worked in New England, United States. Results show that nurses' social identity, their membership of a nursing social group, does not significantly affect psychological contract formation toward a career in management. Instead, nurses individual identities as caregivers and the stress and concern with a management role, form resistance to management. The implication of these findings might facilitate health care managers to address stresses and reconcile care and management functions in order to recruit and prepare nursing managers. Future research should include different samples such as non-nurses, other acute care settings, first-time managers' perceptions and longitudinal studies that can capture how perceptions and expectations may change over time.

Electronic reproduction.
Ann Arbor, Mich. :
ProQuest,
2018

Mode of access: World Wide Web

ISBN: 9780355102635Subjects--Topical Terms:

1148568
Business administration.
Index Terms--Genre/Form:

554714
Electronic books.

How Social Identity Shapes the Psychological Contracts of Nurses Regarding Promotion to Management.
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504 $a Includes bibliographical references
520 $a There is a need for nursing managers to improve health care delivery. The problem addressed is preparing nurses for management positions. Whether social identity negatively influences nurses' psychological contracts towards becoming a manager, and thus impeding recruitment and preparation of clinical managers is discussed. Employers that do not effectively manage psychological contracts face employee bitterness, anger, and feelings of unfairness, poor work performance and attitudes, decreased satisfaction, and disloyalty. Therefore, this generic qualitative study investigated how acute care nurses' social identities shape their psychological contracts towards promotion into management. More specifically, the psychological contracts regarding being promoted into management and how nurses' social identities influence the development of these contracts. Interviews were the data collection tool with 11 hospital-based, acute care staff nurses participating. The participant nurses worked in New England, United States. Results show that nurses' social identity, their membership of a nursing social group, does not significantly affect psychological contract formation toward a career in management. Instead, nurses individual identities as caregivers and the stress and concern with a management role, form resistance to management. The implication of these findings might facilitate health care managers to address stresses and reconcile care and management functions in order to recruit and prepare nursing managers. Future research should include different samples such as non-nurses, other acute care settings, first-time managers' perceptions and longitudinal studies that can capture how perceptions and expectations may change over time.
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