The Journal of the Japan Academy of Nursing Administration and Policies
Online ISSN : 2189-6852
Print ISSN : 1347-0140
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  • Akiyo Nakamoto, Mamiko Yada, Rie Mitani, Megumi Katayama, Mio Hosona
    2018 Volume 22 Issue 1 Pages 1-11
    Published: 2018
    Released: August 10, 2018

    The purpose of this study is to examine the career development process of clinical nurses with 10 years of occupational experience. The researcher conducted semi-structured interviews with seven clinical nurses with between 10 and 15 years of constant experience, and analyzed the content. Their development process is comprised of five phases. Several years after the beginning of their careers, they went through a desperate period (1. Working hard to obtain the required nursing skills). Then, they faced a critical time as they continued their careers, while not undergoing any development (2. Confident in their ability, but a feeling of being stuck in a rut). Next, they entered a new phase due to changes in their environment, but they began feeling their previous experiences were a waste (3. Losing their sense of existence value as a nurse). After overcoming this condition, they began their development (4. Developing the nursing skills that they fostered). Eventually, they developed their own nursing style (5. Developing their nursing style and delineating a picture of the future). The researcher thinks that the third and fourth periods are when the nurses' inner career development is largely prompted. The results indicate that it is important for clinical nurses to overcome critical conditions and "develop the nursing style that they have fostered" to advance their career. Clinical nurses' support staff should recognize the possibility of crisis conditions during their careers, help them discover their value, and embrace the nursing activities they have been fostering.

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  • Mika Aoki
    2018 Volume 22 Issue 1 Pages 12-21
    Published: 2018
    Released: August 10, 2018

    Objectives: To elucidate the involvement of nurse managers in supporting the growth of mid-career nurses through the performance of assigned organizational roles.

    Methods: In this qualitative descriptive study, semi-structured interviews were conducted with 14 nurse managers and the data were analyzed using a grounded theory approach.

    Results: Analysis extracted one core category, "timely dialogue," and nine additional categories, "assessment of skills," "intentions of organizational role assignment," "direction to fulfill roles," "provision of environments that facilitate role accomplishment," "multilateral awareness of the state of role performance using every information resources or tools," "support of independence," "recognition for career advancement," "encouragement to overcome weakness," and "encouragement to step up for better achievement." "Timely dialogue" served as a basis for nurse managers to facilitate role performance among mid-career nurses.

    Discussion: For mid-career nurses about to take on an organizational role for the first time, nurse managers showed a clear path, understood the state of performance, and engaged in timely dialogue. The involvement of nurse managers enhanced intrinsic motivation, provided approval, and promoted reflection. In addition, by assigning mid-career nurses organizational roles, nurse managers provided them a chance to undertake challenges, overcome difficulties encountered through the challenges, develop relationships of trust with people around them, experience personal growth, and make a leap forward.

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