589
Views
9
CrossRef citations to date
0
Altmetric
Original Articles

Human resource management activities on the front line: A nursing perspective

, &
Pages 198-205 | Received 08 Jan 2011, Accepted 08 Mar 2012, Published online: 17 Dec 2014

References

  • Aiken, L. H., Clarke, S. P., Sloane, D. M., Sochalski, J. A., Busse, R., Clarke, H., et al. (2001). Nurses’ reports on hospital care in five countries. Health Affairs, 30(3), 43–53.
  • Allen, D. W. (1998). How nurses become leaders: Perceptions and beliefs about leadership development. Journal of Nursing Administration, 28(9), 15–20.
  • Anderson, B. J., Manno, M., O’Connor, P., & Gallagher, E. (2010). Listening to nursing leaders. The Journal of Nursing Administration, 40(4), 182–187.
  • Anderson, O., & Pulich, M. (2001). A positive look at progressive discipline. Health Care Manager, 20(1), 1–9.
  • Atiomo, A. C. (2000). Practical human resources management. Lagos, Nigeria: Malthouse Press.
  • Bach, S. (2000). Health sector reform and human resource management: Britain incomparative perspective. The International Journal of Human Resource Management, 11(5), 925–942.
  • Bartram, T., Stanton, P., Leggat, S. G., Casimir, G., & Fraser, B. (2007). Lost in translation: Making the link between human resource management and performance in healthcare. Human Resource Management Journal, 17(1), 21–41.
  • Boxall, P., Ang, S., & Bartram, T. (2011). Analysing the ‘black box’ of human resource management: Uncovering human resource goals, mediators and outcomes in a standardized service environment. Journal of Management Studies, 48(7), 1504–1532.
  • Boxall, P., & Purcell, J. (2003). Strategy and human resource management. Basingstoke, England: Palgrave Macmillan.
  • Boxall, P., & Purcell, J. (2008). Strategy and human resource management (2nd ed.). Basingstoke, England: Palgrave MacMillan.
  • Brinkert, R. (2010). A literature review of conflict communication causes, costs, benefits and interventions in nursing. Journal of Nursing Management, 18, 145–156.
  • Chell, E. (2004). Critical incident technique. In C. Cassel, & G. Symon (eds.), Essential guide to qualitative methods in organisational research (pp. 45–60). London, England: Sage.
  • Collins, D. B., & Holton, E. F. (2004). The effectiveness of managerial leadership development programs: A meta analysis of studies from 1982-2001. Human Resource Development Quarterly, 15(2), 217–248.
  • Cooke, H. (2006). Examining the disciplinary process in nursing: A case study approach. Work, Employment and Society, 20(4), 687–707.
  • Courtney, M., Yacopetti, J., James, C., Walsh, A., & Montgomery, M. (2002). Queensland public sector nurse executives: Professional development needs. The Australian Journal of Advanced Nursing, 19(3), 8–14.
  • Creegan, R., Duffield, C., & Forrester, K. (2003). Casualisation of the nursing workforce in Australia: Driving forces and implications. Australian Health Review, 26(1), 201–208.
  • Dickinson, J. D. (2008). Are you prepared to address ‘health care road rage’? Same-Day Surgery, 32, 1–2.
  • Duckett, S. (2000). The Australian healthcare system. Melbourne, VIC: Oxford University Press.
  • Duffield, C., Roche, M., O’Brien-Pallas, L., Catling-Paull, C., & King, M. (2009). Staff satisfaction and retention and the role of the nursing unit manager. Collegian, 16, 11–17.
  • Dwyer, J., & Leggat, S. G. (2002). Innovation in hospital care. Australian Health Review, 25(5), 19–31.
  • Fitzgerald, L., & Ferlie, E. (2002). Interlocking interactions: The diffusion of innovations in health care. Human Relations, 55(12), 1429–1449.
  • Fleming, M. O., Parker, E., & Oldenburg, B. (2000). Health promotion workforce development in Australia: Findings of a national study. Health Promotion Journal of Australia, 10(2), 140–147.
  • Grenny, J. (2009). Crucial conversations: The most potent force for eliminating disruptive behaviour. Physician Executive Journal, 35(6), 30–33.
  • Hamel, C., & Prahalad, C. K. (1994). Competing for the future. Boston, MA: Harvard Business School Press.
  • Higson, M., & Wilson, J. P. (1995). Implementing personal development plans: A model for trainers, managers and supervisors. Industrial and Commercial Training, 27(6), 25–29.
  • Hook, C., Rollinson, D., Foot, M., & Handley, J. (1996). Supervisor and manager styles in handling discipline and grievance – Part one. Personnel Review, 25(3), 20–34.
  • Kabene, S. M., Orchard, C., Howard, J. M., Soriano, M. A., & Leduc, R. (2006). The importance of human resources management in health care: A global context. Human Resources for Health, 4(20). doi: 10.1186/1478-4491-4-20
  • Kramar, R., Bartram, T., & DeCieri, H. (2011). Human resource management in Australia: Strategy, people, performance. Sydney, NSW: McGraw-Hill Australia.
  • Lee, H., & Cummings, G. G. (2008). Factors influencing job satisfaction of front line nurse managers: A systematic review. Journal of Nursing Management, 16, 768–783.
  • Leggat, S. G., Bartram, T., Casimir, G., & Stanton, P. (2010). Nurse perceptions of the quality of patient care: Confirming the importance of empowerment and job satisfaction. Health Care Management Review, 35(4), 355–364. doi:10.1097/HMR.0b013e3181e4ec55
  • Manfredi, C. M. (1996). A descriptive study of nurse managers and leadership. Western Journal of Nursing Research, 18, 314–329.
  • Martocchio, J. J., & Judge, T. A. (1995). When we don’t see eye to eye: Discrepancies between supervisors and subordinates in absence disciplinary decisions. Journal of Management, 21(2), 251–278.
  • McGovern, P., Grattan, L., Hope-Hailey, V., Stiles, P., & Truss, C. (1997). Human resource management on the line? Human Resource Management Journal, 7(4), 12–29.
  • McGraw, K. (2007). A positive direction for employee behaviour. OR Manager, 23(6), 23–24.
  • Monroe, T., & Kenaga, H. (2010). Don’t ask don’t tell: Substance abuse and addiction among nurses. Journal of Clinical Nursing, 20, 504–509.
  • Papalexandris, N., & Panayotopoulou, L. (2005). Exploring the partnership between line managers and HRM in Greece. Journal of European Industrial Training, 29(4), 281–291.
  • Purcell, L., & Milner, B. (2005). Management development in healthcare: Exploring the experiences of clinical nurse managers. Journal of European Industrial Training, 29(9), 751–763.
  • Robins, S. P. (1996). Organisation behaviour: Concepts, controversies and applications. Englewood Cliffs, NJ: Prentice Hall.
  • Robinson, A. (2000). Phenomenology. In R. Bluff & C. Cluett (Eds.), Principles andpractice of research in midwifery (pp. 187–202). Edinburgh, England: Churchill Livingstone.
  • Rollinson, D. J. (2000). Supervisor and manager approaches to handling discipline and grievance: A follow up study. Personnel Review, 29(6), 743–768.
  • Scotti, D. J., Harmon, J., Behson, S. J., & Messina, D. J. (2007). Links among high performance work environment, service quality, and customer satisfaction: An extension to the healthcare sector/ Practitioner application. Journal of Healthcare Management, 52(2), 109–124.
  • Shirey, M. R. (2004). Social support in the workplace: Nurse leader implications. Nursing Economics, 22(6), 313–319.
  • Spiegelberg, H. (1975). Doing phenomenology: Essays on and in phenomenology. The Hague, The Netherlands: Nijoff.
  • Stanton, P. M. (2002). Managing the healthcare workforce: Cost reduction or innovation. Australian Health Review, 25(4), 92–98.
  • Swerissen, H., & Tilgner, L. (2000). A workforce survey of health promotion education and training needs in the State of Victoria. Australian and New Zealand Journal of Public Health, 24(4), 407–412.
  • Therkelsen, D. J., & Fiebich, C. L. (2003). The supervisor: The linchpin of employee relations. Journal of Communication Management, 8(2), 120–129.
  • Upenieks, V. (2003). What’s the attraction to magnet hospitals? Nursing Management, 34(2), 43.
  • VDHS. (2001). Nurse recruitment and retention committee – Government response. Melbourne, VIC: DHS.
  • Vivilaki, V., & Johnson, M. (2008). Research philosophy and Socrates: Rediscovering the birth of phenomenology. Nurse Researcher, 16(1), 84–92.
  • Wheeler, H. M. (1976). Punishment theory and industrial discipline. Industrial Relations, 15(2), 235–243.

Reprints and Corporate Permissions

Please note: Selecting permissions does not provide access to the full text of the article, please see our help page How do I view content?

To request a reprint or corporate permissions for this article, please click on the relevant link below:

Academic Permissions

Please note: Selecting permissions does not provide access to the full text of the article, please see our help page How do I view content?

Obtain permissions instantly via Rightslink by clicking on the button below:

If you are unable to obtain permissions via Rightslink, please complete and submit this Permissions form. For more information, please visit our Permissions help page.