The Changing Shape of Nursing Practice: The Role of Nurses in the Hospital Division of Labour

Maxwell, Jennifer P.

doi:10.1054/nedt.2001.0686

Cited by 1 publication

(10 citation statements)

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“…16 On the other hand, there are the forces that act upon new roles from the inside, such as established group identities, internalized norms on which such identities are founded, and specific membership criteria. 19,20,34 In this light, nurses seeking to stabilise new nursing roles must negotiate who is allowed to do what with other organisational actors such as managers and medical specialists. 33,35 In addition, they must navigate conventions among nurses about what is important, meaningful, and valuable.…”

Section: Theoretical Frameworkmentioning

confidence: 99%

“…Moreover, they regularly embrace and embed new technologies in their scope of practice. 20 Yet much of the additional work that nurses take on goes unnoticed or is taken at face value in strategic decision-making on different organisational levels. 29 Making explicit what nurses know and (can) do-besides direct patient care-is therefore essential to strengthening their position in the ecology of professions and better using their unique expertise about patients' needs and organisational processes.…”

Section: Theoretical Frameworkmentioning

confidence: 99%

“…33,35 In addition, they must navigate conventions among nurses about what is important, meaningful, and valuable. 20,21,36 Many of the conventions associated with nursing work manifest themselves not only as formal legislation and organisational structures, but also as internalized norms, distinct professional identities, clinical routines, work…”

Section: Theoretical Frameworkmentioning

confidence: 99%

“…To better understand whether and how nurses reposition themselves in contemporary healthcare systems, and how this occurs in relation to other healthcare professionals and within the institutionalised setting of a hospital organisation, we studied two nurse differentiation pilots in the Netherlands ethnographically. Our study was informed by the literature on job crafting, 17 professional ecologies, 18 and ethnographic research into nursing practices 19–22 . We used these different bodies of literature to articulate a political approach to understanding job crafting as a retention strategy.…”

Section: Introductionmentioning

confidence: 99%

“…Our study was informed by the literature on job crafting, 17 professional ecologies, 18 and ethnographic research into nursing practices. [19][20][21][22] We used these different bodies of literature to articulate a political approach to understanding job crafting as a retention strategy. This approach, we argue, is necessary because job crafting is not only associated with the establishment of meaningful jobs for individual nurses, 13 but is also used as a strategy to (re)organize, (re) value, and (re)position the nursing profession more generally.…”

mentioning

confidence: 99%

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Job crafting as retention strategy: An ethnographic account of the challenges faced in crafting new nursing roles in care practice

Felder,

Kuijper,

Allen

et al. 2024

Health Planning & Management

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Nursing shortages in the global north are soaring. Of particular concern is the high turnover among bachelor‐trained nurses. Nurses tend to leave the profession shortly after graduating, often citing a lack of appreciation and voice in clinical and organisational decision‐making. Healthcare organisations seek to increase the sustainability of the nursing workforce by enhancing nursing roles and nurses' organisational positions. In the Netherlands, hospitals have introduced pilots in which nurses craft new roles. We followed two pilots ethnographically and examined how nurses and managers shaped new nursing roles and made sense of their (expected) impact on workforce resilience. Informed by the literature on professional ecologies and job crafting, we show how managers and nurses defined new roles by differentiating between training levels and the uptake of care‐related organisational responsibilities beyond the traditional nursing role. We also show how, when embedding such new roles, nurses needed to negotiate specific challenges associated with everyday nursing practice, manifested in distinct modes of organising, work rhythms, embodied expertise, socio‐material arrangements, interprofessional relationships, and conventions about what is considered important in nursing. We argue that our in‐depth case study provides a relational and socio‐material understanding of the organisational politics implicated in organising care work in the face of workforce shortages.

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