Exploring Job Satisfaction, Role Issues, and Supervisor Support of Associate Degree Nursing Program Directors

Abstract

Proactive interventions are needed to ensure manageable workloads for those in these essential positions.

Nursing Academic Leadership: An Urgent Workforce Shortage in Nursing Education

“…The literature projections of a workforce shortage of qualified academic nurse administrators (Adams, 2007;Giddens & Morton, 2018;Green & Ridenour, 2004;Mintz-Binder, 2014;Sessler Branden, & Sharts-Hopko, 2017) are in alignment with the study findings for California prelicensure nursing education programs. With 66 percent of survey respondents indicating plans to leave their academic administrator position within the next five years, California nursing education programs will face a workforce crisis if no action is taken.…”

“…For over a decade, the literature has discussed the projected shortage of nurses qualified to take on the academic leadership roles that are critical to preparing the future nursing workforce (Adams, 2007; Giddens & Morton, 2018; Green & Ridenour, 2004; Mintz-Binder, 2014; Sessler Branden, & Sharts-Hopko, 2017). The trend continues, with experienced academic nursing leaders retiring in high numbers.…”

Transitioning to Full Online Teaching During Covid-19 Crisis: The Associate Degree Nurse Faculty Experience

“…The transition to remote learning resulted in long hours in front of computers, Zoom fatigue, and “technology burnout” (Flaherty, 2020). The study of associate degree nurse faculty (ADNF) is very limited to transition to full-time faculty role (Shapiro, 2018), workload demand (Mintz-Binder & Sanders, 2012), job satisfaction, leadership support, and empowerment (Baker et al, 2011; Mintz-Binder, 2014), and integrating simulation into the curricula (Adamson, 2010). No study could be found exploring the experience of ADNF transitioning rapidly from face-to-face to online teaching and learning.…”

Creating an Academic Ecosystem Where Chairs Can Thrive:

“…Researchers exploring the stress level of chairs (Gmelch & Burns,1993;Mintz-Binder, 2014;Wolverton et al, 2005) have consistently urged universities to restructure the role to make it more sustainable (e.g., remove routine paperwork that can be managed by others), and provide tailored training to help chairs to meet their wide range of responsibilities. In another Canadian study of academic chairs, Armstrong and Woloshyn (2017) concluded that these calls remain unanswered.…”