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...digm is promoted as best practice on the grounds that thesesbundles of HR practices yield performance levels above those associated with more traditionalsworkplace and employment relations practices (=-=Godard 2004-=-).sHospitals have many unique performance measures, for example, staff per bedsworkloads, number of patients treated, patient mortality (West, Borrill et al. 2002; Buchans- 2 -s2004; West, Guthrie et ...

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...ring with the new role.sThere is a distinct body of research which has developed over the decades to considersand employee’s perception of organisational support (Eisenberger, Huntington et al. 1986;s=-=Shore and Tetrick 1991-=-; Yoon and Lim 1999). According to Furnham and Taylor (2004)speople will join an organisation, however the reasons they leave will be more likely related tosthe relationship they share with their boss...

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... services, and cleaning etc from thesdirect responsibility of the senior nurse (Bell 1998).sWhile ‘middle level managers’ were subject to delayering in many industriessthroughout the 1980s and 1990s (=-=Balogun and Johnson 2004-=-) hospitals were undergoing theirsown change towards an expansion of managerial personnel with the development of the wardsmanager position (Willmot 1998; Bolton 2003; Bolton 2005; Perry and Kulik 200...

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... approach. Certainly, it is an area which has been of much interest tosresearchers for some decades (McGeehee and Thayer 1961; Moore and Robie 1978; Goldsteinsand Gessner 1988; Ford and Kraiger 1995; =-=Aguinis and Kraiger 2009-=-). Training andsdevelopment is important for employers who wish to ensure employees meet the competenciessrequired in their field, the efficiencies and effectiveness of employees in meetingsorganisati...

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...k Box: The Line ManagersOne of the central components of the black box is the role of middle managerss.Research suggests that they have faced an increased level ofdevolved responsibility (Guests1987; =-=Legge 1989-=-; Hyde, Boaden et al. 2006). There is an extensive body of empirical studiessthat compare the roles of different ‘levels’ of managers (c.f.Hales 2005) including definitionalsdebates around terminology...

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...e of studying the employee/line manager relationship (Hyde, Boaden et al. 2006).sEqually the line manager is seen as an essential link in the attempt to elicit discretionary effortsessential in HPWS (=-=Purcell and Hutchison 2007-=-).sThroughout the 1990s there were three related debates about the changing role of thes‘front-line manager’. Firstly, there was debate about the process and extent to which thesfunctions of the HRM d...

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...ation’sshuman resources approach. Certainly, it is an area which has been of much interest tosresearchers for some decades (McGeehee and Thayer 1961; Moore and Robie 1978; Goldsteinsand Gessner 1988; =-=Ford and Kraiger 1995-=-; Aguinis and Kraiger 2009). Training andsdevelopment is important for employers who wish to ensure employees meet the competenciessrequired in their field, the efficiencies and effectiveness of emplo...

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...e experts.sThe position of influence line managers hold is important and extant researchssuggestssthat to be successful a range of factors are important including unambiguous processes andspractices (=-=Currie and Procter 2005-=-); adequacy of training (Cunningham and Hyman 1999); andssupport from the HR department (Whittaker and Marchington 2003). We also know thatsemployee experiences of HR will be significantly influenced ...

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...eased level ofdevolved responsibility (Guests1987; Legge 1989; Hyde, Boaden et al. 2006). There is an extensive body of empirical studiessthat compare the roles of different ‘levels’ of managers (c.f.=-=Hales 2005-=-) including definitionalsdebates around terminology used for example – middle managers, front-line managers,ssupervisors (Lowe 1992). These definitions are important for our study as will be discussed...

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...cessful a range of factors are important including unambiguous processes andspractices (Currie and Procter 2005); adequacy of training (Cunningham and Hyman 1999); andssupport from the HR department (=-=Whittaker and Marchington 2003-=-). We also know thatsemployee experiences of HR will be significantly influenced by their direct manager, hence,sthe importance of studying the employee/line manager relationship (Hyde, Boaden et al. ...

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...&D) is an important aspect of a successful organisation’sshuman resources approach. Certainly, it is an area which has been of much interest tosresearchers for some decades (McGeehee and Thayer 1961; =-=Moore and Robie 1978-=-; Goldsteinsand Gessner 1988; Ford and Kraiger 1995; Aguinis and Kraiger 2009). Training andsdevelopment is important for employers who wish to ensure employees meet the competenciessrequired in their...

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... likely related tosthe relationship they share with their boss. As such, some recent empirical work has linked thessupervisor into studies of perceived support (Eisenberger, Stinghambler et al. 2002;s=-=Stinghambler and Vandenberghe 2004-=-; Cole, Bruch et al. 2006; Rhoades Shanock andsEisenberger 2006). In hospitals, supervisors have been seen as a motivating factor in nursessmaintaining their employment. With this in mind, it is essen...

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...rs hold is important and extant researchssuggestssthat to be successful a range of factors are important including unambiguous processes andspractices (Currie and Procter 2005); adequacy of training (=-=Cunningham and Hyman 1999-=-); andssupport from the HR department (Whittaker and Marchington 2003). We also know thatsemployee experiences of HR will be significantly influenced by their direct manager, hence,sthe importance of ...

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...re, there is existing evidence (supported in Table 1) that nursesshave often been left to develop their own ‘unstructured’ route of career development through asvariety of higher education providers (=-=Foster 2000-=-). This is an approach which leaves manysWMs floundering.sOur third proposition is that Mercy Hospital hassprovided good organisational supportsfor the nurses when they have been promoted to Ward Mana...

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... 1990s (Balogun and Johnson 2004) hospitals were undergoing theirsown change towards an expansion of managerial personnel with the development of the wardsmanager position (Willmot 1998; Bolton 2003; =-=Bolton 2005-=-; Perry and Kulik 2008).The seniorsnurse manager role has been transformed from the experienced clinician to the ‘ward manager’swho has been promoted to take responsibilities for managing the personne...

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...2).sDespite decades of research indicating a changing role for the nurse unit manager orsward manager (WM) to the point that WMs are the key ‘people managers’ in hospitalss(Carpenter 1977; Mark 1994; =-=Duffield and Franks 2001-=-), senior management in hospitals havesnot adequately managed the career development of nurses identified as potential WMs. In as- 4 -ssector where other managerial ‘must do’ items such as reducing wa...

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...un and Johnson 2004) hospitals were undergoing theirsown change towards an expansion of managerial personnel with the development of the wardsmanager position (Willmot 1998; Bolton 2003; Bolton 2005; =-=Perry and Kulik 2008-=-).The seniorsnurse manager role has been transformed from the experienced clinician to the ‘ward manager’swho has been promoted to take responsibilities for managing the personnel in the ward, and asr...

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...throughout the world. Senior nurses have traditionallysundertaken line management responsibilities for example, supervising and organising the worksof junior nurses, and ward level training of staff (=-=Bolton 2003-=-; White and Bray 2005).sFurthermore, senior nurses have long been recognised for the essential mediating role betweensstrategic levels of management and operational performance (Loan-Clarke 1996; Bolt...

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...s means that there are significant demands on the role of nursesmanagers in the areas of day-to-day functions and the ability to see both the ‘big picture’ whilesbuilding interpersonal relationships (=-=Wallick 2002-=-).sDespite decades of research indicating a changing role for the nurse unit manager orsward manager (WM) to the point that WMs are the key ‘people managers’ in hospitalss(Carpenter 1977; Mark 1994; D...

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... of staff (Bolton 2003; White and Bray 2005).sFurthermore, senior nurses have long been recognised for the essential mediating role betweensstrategic levels of management and operational performance (=-=Loan-Clarke 1996-=-; Bolton 2003).sThus nurse management is seen as a “profession of its own with special training and skills”s(Sellgren, Ekvall et al. 2006: 349). Managers must be adept at managing within a particulars...

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...scribed the ward manager as “the backbone of the NHS and the hub of the widersclinical team” (DoH 1999) although Doherty notes that there is “perhaps … little clarity ofswhat this means in practice” (=-=Doherty 2003-=-: 35). An Audit Report in 1991 (cited in Willmots1998) suggested that charge nurses spend more time developing and managing ward staffsrather than having a direct role in patient care. Indeed, the con...

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...Wallick 2002).sDespite decades of research indicating a changing role for the nurse unit manager orsward manager (WM) to the point that WMs are the key ‘people managers’ in hospitalss(Carpenter 1977; =-=Mark 1994-=-; Duffield and Franks 2001), senior management in hospitals havesnot adequately managed the career development of nurses identified as potential WMs. In as- 4 -ssector where other managerial ‘must do’...

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... 19th Century (Carpenter 1977). The proliferation ofsallied health professionals throughout this time (for example, physiotherapy and occupationalstherapy), diminished the role of the senior nurse 1s(=-=Southall 1959-=-). Between the hospitalsmanagement, ward staff, patients and families and allied health professionals, the senior nursesbecame the central coordinator and decision-maker in a complex network of commun...

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...the mention the swarm of ‘self-help’ books) whether ‘managing people’ is a skill that can beslearned or rather, is simply something which people either have or not (Torrington, Weightmanset al. 1989; =-=Torrington 1991-=-). Nevertheless, given ward managers are the conveyors of HRshaving ward managers in a hospital operating differently is problematic for ward staff, patients,sand senior management (Willmot 1998; Town...

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...essthroughout the 1980s and 1990s (Balogun and Johnson 2004) hospitals were undergoing theirsown change towards an expansion of managerial personnel with the development of the wardsmanager position (=-=Willmot 1998-=-; Bolton 2003; Bolton 2005; Perry and Kulik 2008).The seniorsnurse manager role has been transformed from the experienced clinician to the ‘ward manager’swho has been promoted to take responsibilities...

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...sed staff although upper management andsprofessional roles are dominated by men (Willis, Young et al. 2005). It is estimated that almosts220, 000 people are working as nurses in Australian hospitals (=-=AHWI 2008-=-). This is assignificant number of people, and hence, significant research attention has been focused on thesexperience of nurses. Currently, eighty per cent of Mercy Hospital’s employees are nurses.s...

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...n, Charge Nurse or Ward Sister depending on thescontext.s- 7 -sprocess which expanded to include the removal of catering services, and cleaning etc from thesdirect responsibility of the senior nurse (=-=Bell 1998-=-).sWhile ‘middle level managers’ were subject to delayering in many industriessthroughout the 1980s and 1990s (Balogun and Johnson 2004) hospitals were undergoing theirsown change towards an expansion...

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... relationships (Wallick 2002).sDespite decades of research indicating a changing role for the nurse unit manager orsward manager (WM) to the point that WMs are the key ‘people managers’ in hospitalss(=-=Carpenter 1977-=-; Mark 1994; Duffield and Franks 2001), senior management in hospitals havesnot adequately managed the career development of nurses identified as potential WMs. In as- 4 -ssector where other manageria...

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...sthe changing role of senior nurses in both practice and research. A Department of Health reports(1999) described the ward manager as “the backbone of the NHS and the hub of the widersclinical team” (=-=DoH 1999-=-) although Doherty notes that there is “perhaps … little clarity ofswhat this means in practice” (Doherty 2003: 35). An Audit Report in 1991 (cited in Willmots1998) suggested that charge nurses spend ...

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...mentation of HPWS.sThe formal education of nurses has changed dramatically over recent decades with thesshift to university-based undergraduate and post-graduate nursing and speciality coursess- 3 -s(=-=Duckett 2005-=-). Occurring concurrently with the improved clinical education has been aschanging role of senior nurses throughout the world. Senior nurses have traditionallysundertaken line management responsibilit...

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...udiessthat compare the roles of different ‘levels’ of managers (c.f.Hales 2005) including definitionalsdebates around terminology used for example – middle managers, front-line managers,ssupervisors (=-=Lowe 1992-=-). These definitions are important for our study as will be discussedslater. There are some studies that refer to ‘middle managers’ as all those who hold positionssbetween ‘top strategic management’ a...

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... the hospitalsmanagement, ward staff, patients and families and allied health professionals, the senior nursesbecame the central coordinator and decision-maker in a complex network of communicationss(=-=Runciman 1983-=-). Administrative support staff were introduced to assist the senior nurse, as1sWe use the term ‘senior nurse’ to encapsulate all figures who have seniority and primary managerialsresponsibility in th...

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...andsdevelopment is important for employers who wish to ensure employees meet the competenciessrequired in their field, the efficiencies and effectiveness of employees in meetingsorganisational goals (=-=Tharenou 2010-=-), and in some cases, to meet legislated requirements.s- 5 -sTraining and development is important to employees as it can have a positive impact onsemployment duration, continuity of employment, pay a...

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...e world. Senior nurses have traditionallysundertaken line management responsibilities for example, supervising and organising the worksof junior nurses, and ward level training of staff (Bolton 2003; =-=White and Bray 2005-=-).sFurthermore, senior nurses have long been recognised for the essential mediating role betweensstrategic levels of management and operational performance (Loan-Clarke 1996; Bolton 2003).sThus nurse ...