JOB-RELATED INTENTIONAL CHANGES BY FEMALE HOSPITAL STAFF NURSES IN TORONTO (WOMEN NURSES, ONTARIO).
Contributors: University Of Toronto (Canada)
Published: 1996
Number of pages: 294
Subjects: Education, Adult and Continuing.; Health Sciences, Nursing.; Women's Studies.
Description: This retrospective study explored (a) registered staff nurses' major, job-related intentional changes of the previous two years, and (b) the relevance of an expansion of A. M. Tough's (1982) intentional change concepts to their change experiences. An intentional change must first be definitely and consciously chosen and intended; the person clearly decides to change in a particular direction, taking action through one or more steps to achieve the change (p. 20). Investigated were nurses' backgrounds, change areas, antecedents, outcomes, facilitation needs, management processes, and tasks beyond Tough's choosing, planning, and implementing change.

A qualitative and descriptive approach adapted survey methods (D. A. Dillman, 1978), and modified Tough's (1982) Interview Schedule. Telephone interviews--semi-structured, in-depth initial and brief follow-up--were conducted with a random sample of 49 experienced, female hospital staff nurses, aged 26 to 52, in Metropolitan Toronto.

As their own change agents, nurses made purposeful and meaningful professional and practice-related changes: namely, relocating, retraining, restructuring, and revisioning (mind-set adjustment). Overarching themes were gaining control of personal and work life, and growing professionally. Quality of worklife issues triggered changes; a desire for professional development was the major motivator. Changes were large, important, and successful, with substantial benefits to self and others.

Mainly self-facilitated, changes were often collegially assisted. Interpersonal competence, self-confidence, and learning skills were seen as attributes, aids to overcoming obstacles, and areas of unmet needs. During the reskilling process, experienced nurses may temporarily become novices. Professionally fulfilled and confident, they became role models and resources for their peers.

Recurrent change management processes were setting priorities, seeking support, and enhancing knowledge and/or skills. Intentional change tasks matched nurses' experiences according to the nature, size, complexity, and completeness of their changes.

Study results support the relevance and selective application of an intentional change conceptual framework for staff nurses, expanded from Tough's original tasks to include evaluating, meaning-making, and consolidating; additionally, considering, modifying, or dismantling a change emerged. A checklist for staff nurses contemplating a change was developed. Suggestions for understanding and managing voluntary change are subject to confirmatory research in nursing and other profession-specific groups.
Notes: Source: Dissertation Abstracts International, Volume: 57-08, Section: A, page: 3360.

Thesis (ED.D.)--UNIVERSITY OF TORONTO (CANADA), 1996.

School code: 0779.