Nurse Managers’ learning facilitation practices: A philosophical hermeneutic study

Author(s):  
Margaret Yen ◽  
Narelle Patton ◽  
Judith Anderson
2016 ◽  
Vol 40 (3) ◽  
pp. 286 ◽  
Author(s):  
Margaret Yen ◽  
Franziska Trede ◽  
Carmel Patterson

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.


2016 ◽  
Vol 18 (2) ◽  
Author(s):  
Selverani Govender ◽  
Petra Brysiewicz ◽  
Busisiswe Bhengu

2021 ◽  
pp. 019394592110049
Author(s):  
María Zoraida Clavijo-Chamorro ◽  
Gema Romero-Zarallo ◽  
Adela Gómez-Luque ◽  
Fidel López-Espuela ◽  
Sebastián Sanz-Martos ◽  
...  

Evidence-based practice is often not implemented in nursing for reasons relating to leadership. This article aims to cast light on the factors that facilitate nursing evidence implementation perceived by nurse managers in their practical experiences of this implementation. It is a qualitative, narrative metasynthesis of primary studies on nurse managers’ leadership-related facilitation experiences, following the Joanna Briggs Institute meta-aggregative approach and the Promoting Action on Research Implementation in Health Services (PARiHS) model. Eleven primary studies were included and three general categories were identified as leadership-related factors facilitating evidence implementation: teamwork (communication between managers and staff nurses), organizational structures (strategic governance), and transformational leadership (influence on evidence application and readiness for change among leaders). Nurse managers act as facilitators of evidence-based practices by transforming contexts to motivate their staff and move toward a shared vision of change. Always providing support as managers and colleagues, sharing their experience in the clinic environment.


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