BUILDING A PROFESSIONAL ENVIRONMENT IN LONG-TERM CARE: The Role of Clinical Career Development

Abstract

1. To be successful, an organizational career development program must include a differentiation of the responsibilities for which the various parties (employer, employee, career counselor) will be held accountable. 2. Project outcomes revealed that the career mobility program was attractive to nursing personnel and facility management personnel alike. However, it was more attractive to nonlicensed than licensed personnel. 3. Of the staff who participated and were promoted, the majority remained in their jobs. The program was most successful in enhancing retention with personnel who received within-level promotions. 4. The process of career development requires collaboration and support from all levels of leadership and staff throughout the organization. A career development program, including a career mobility program with a strong career counseling component, can serve as a catalyst in professionalizing the long-term care work environment.

The Effectiveness of Empowering In‐Service Training Programs for Foreign Nurse Aides in Community‐Based Long‐Term Care Facilities

“…Lee, Kuo, and Dai (1997) investigated LTC personnel and found that 76.9% of them were nurse aides, responsible for 90% of the tasks related to patient care. This is similar to studies carried out in the West (Atchison, 1998; Cohn, Horgas, & Marsiske, 1992; Lee, Cruise, Cody, Munroe, & Sullivan, 1991). One study indicates that the turnover rate for nurse aides is between 40 and 75% (Caudill & Patrick, 1989; Waxman, Carner, & Berkenstock, 1984).…”

Professional carers' struggle to be confirmed. Narratives within the care of the elderly and disabled

“…Investigations highlight problematic situations at work within special types of housing (14, 15). To our knowledge there are no studies about the meaning of the lived experience (16) of work within special types of housing.…”