CAREER LADDERS IN NURSING AND EDUCATION (JOB LEVELING, PERSONAL GROWTH, DIFFERENTIATED STAFFING, JOB PROMOTIONS).
Contributors: University of Utah.
Published: 1986
Number of pages: 193
Subjects: Education, Administration.
Description: Educators of the 1980s are trying to raise school productivity by using career ladders to more equitably reward high performance. It is speculated that if excellent teachers are allowed to move through a series of jobs each with more pay, status, and responsibility they will remain in the profession.

Nursing shares many similar characteristics and personnel problems that are found in education. Since nursing has experimented with career ladders for some time, lessons learned can help educators implement more effective programs.

Expectancy models are based on the hypothesis that the effort a person puts into a job is determined by the outcomes available as the result of hard work. Work effort scores can be obtained by measuring how closely rewards are linked to performance, how important the rewards are, and how the work setting raises the expectations of employees for success.

This study compared the work effort scores of nurses at five Salt Lake City-Ogden hospitals. The data were used to identify the strong and weak points of career ladder programs.

There were several major findings of the study. Nurses who perceived that they worked under a career ladder system did have higher work effort scores. But even though nurses descriptively worked under a career ladder they did not necessarily perceive that they did and vice versa. The matter of perception proved to be the most important finding of the study. If nurses believed that a career ladder was in place, then their motivation to work as defined by expectancy models would increase. The career ladder programs of this study did not more closely link reward to performance. The study did reveal, however, that career ladder programs have the potential to raise the motivation of nurses or teachers if the career ladders compliment the expectations of employees and address both intrinsic and extrinsic work reward.
Notes: Source: Dissertation Abstracts International, Volume: 47-07, Section: A, page: 2408.

Thesis (ED.D.)--THE UNIVERSITY OF UTAH, 1986.

School code: 0240.