Wanted: the next generation of nurse and midwifery managers

Abstract

Purpose

To explore whether ward management is an aspiration for junior nurses and midwives in the National Health Service in Scotland (NHSS) in the context of service redesign that is expanding career options in clinical practice.

Design/methodology/approach

The findings are drawn from research conducted in a large acute NHSS Trust. The fieldwork involved face‐to‐face interviews with 64 nurses and midwives and 1,084 survey returns (29 per cent response rate). Logistic regression was used to predict the characteristics of those who wanted to move into their line manager's role.

Findings

Moving into their line manager's job was a career aspiration for only 10 per cent of nurses and midwives and current managers reported there were already difficulties recruiting to senior posts. Those who wanted vertical progression preferred the clinical specialist/advanced practitioner route. By comparison, the ward manager (charge nurse) role was perceived to be very unattractive because of: too little patient contact; the stress involved in meeting the workload demands of multiple roles; and poor pay and rewards.

Research limitations/implications

The research and policy review covers the devolved NHSS though similar trends have been noted elsewhere in the UK and internationally. The paper is of broader interest to those interested in the impact of managerial responsibility on healthcare professionals.

Practical implications

The paper highlights the need for reform in the ward leadership role since it is pivotal in the operation of hospital services.

Originality/value

Previous research has examined the role of nurses in managing healthcare services. The paper extends this retrospective work by exploring the perceptions and career intentions of the nurses and midwives serving under the current generation of nurse managers.

Citation

Wise, S. (2007), "Wanted: the next generation of nurse and midwifery managers", International Journal of Public Sector Management, Vol. 20 No. 6, pp. 473-483. https://doi.org/10.1108/09513550710818368