Journal of Nursing Management (J Nurs Manag)
Journal of Nursing Management launched in 1993, is now established as a truly international vehicle for scholarly debate on issues relating to the management of nurses and nursing.Embracing the many facets of nursing management in modern international healthcare, the popularity of Journal of Nursing Management as a professionally credible tool for the busy healthcare manager, has grown significantly. Whether the reader is managing a small unit, or is involved in strategic planning, Journal of Nursing Management provides the research based evidence on which each manager can base their management decisions and practice.
Current impact factor: 1.50
Impact Factor Rankings
|2015 Impact Factor||Available summer 2016|
|2014 Impact Factor||1.5|
|2013 Impact Factor||1.142|
|2012 Impact Factor||1.454|
|2011 Impact Factor||1.181|
|2010 Impact Factor||1.452|
Impact factor over time
|Website||Journal of Nursing Management website|
|Other titles||Journal of nursing management (Online)|
|Material type||Document, Periodical, Internet resource|
|Document type||Internet Resource, Computer File, Journal / Magazine / Newspaper|
- Author can archive a pre-print version
- Author cannot archive a post-print version
- 12 months embargo
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- On author's personal website, institutional repositories, arXiv, AgEcon, PhilPapers, PubMed Central, RePEc or Social Science Research Network
- Author's pre-print may not be updated with Publisher's Version/PDF
- Author's pre-print must acknowledge acceptance for publication
- Publisher's version/PDF cannot be used
- Publisher source must be acknowledged with citation
- Must link to publisher version with set statement (see policy)
- If OnlineOpen is available, BBSRC, EPSRC, MRC, NERC and STFC authors, may self-archive after 12 months
- If OnlineOpen is available, AHRC and ESRC authors, may self-archive after 24 months
- Publisher last contacted on 07/08/2014
- This policy is an exception to the default policies of 'Wiley'
Publications in this journal
- SourceAvailable from: onlinelibrary.wiley.com
Article: Global nursing leadershipJournal of Nursing Management 01/2014; 22(1). DOI:10.1111/jonm.12215
Article: Nursing workJournal of Nursing Management 09/2013; 21(6). DOI:10.1111/jonm.12170
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ABSTRACT: AIM: To identify factors affecting Canadian home care nurse intention to remain employed (ITR). BACKGROUND: In developed nations, healthcare continues to shift into community settings. Although considerable research exists on examining nurse ITR in hospitals, similar research related to nurses employed in home care is limited. In the face of a global nursing shortage, it is important to understand the factors influencing nurse ITR across healthcare sectors. METHODS: A qualitative exploratory descriptive design was used. Focus groups were conducted with home care nurses. Data were analysed using qualitative content analysis. RESULTS: Six categories of influencing factors were identified by home care nurses as affecting ITR: job characteristics; work structures; relationships/communication; work environment; nurse responses to work; and employment conditions. CONCLUSION: Findings suggest the following factors influence home care nurse ITR: having autonomy; flexible scheduling; reasonable and varied workloads; supportive work relationships; and receiving adequate pay and benefits. Home care nurses did not identify job satisfaction as a single concept influencing ITR. IMPLICATIONS FOR NURSING MANAGEMENT: Home care nursing management should support nurse autonomy, allow flexible scheduling, promote reasonable workloads and create opportunities for team building that strengthen supportive relationships among home care nurses and other health team members.Journal of Nursing Management 03/2013;
- Journal of Nursing Management 01/2013;
Article: Journal of Nursing ManagementJournal of Nursing Management 11/2012;
- Journal of Nursing Management 01/2012; 21.
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ABSTRACT: Aim To provide an original perspective on the power and status of first-line nurse managers by observing their working environment. Background The role of first-line nurse managers includes clinical, administrative and managerial components, with their responsibilities not always reflected in their level of organizational power. The business literature suggests that an appropriately resourced workspace is not merely functional, it also confers power and status. Method Twenty Australian rural nurse managers’ workspaces were observed, as part of a larger qualitative study that explored their role and organizational power using semi-structured interviews. The observational data consisted of detailed researcher notes that were analysed thematically. Results The nurse managers’ workspaces were suboptimal and did not provide sufficient physical space or resources for the participants’ to manage tasks effectively. These results were considered using Kanter’s theory of organizational power. Implications for nursing management The findings support those reported in the business literature that inadequate physical workspaces are counterproductive in terms of both functionality and organizational power. Suggestions are made regarding the workspace needs of first-line nurse managers, based on a closer alignment between the work environment and their role responsibilities. These findings have implications for decisions regarding organizational support of first-line nurse managers.Journal of Nursing Management 01/2012; DOI:10.1111/j.1365-2834.2012.01405.
- Journal of Nursing Management 01/2012;
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ABSTRACT: Aim To highlight implications for managers from the implementation of a national advanced practice succession planning development pathway within Scotland. Background Internationally, advanced practice posts have often developed in an adhoc manner, with little organizational attention to succession planning. Evaluation of a pilot national succession planning development pathway identified mechanisms which facilitate or hamper effective planning for advanced practice roles. Methods A responsive evaluation design incorporating semi-structured questionnaires to pathway participants (n = 15) and semi-structured telephone interviews with case-site pathway participants (n = 7) and their line managers. Results Managers believed the development pathway was worthwhile; however, there was limited strategic planning to match individuals� development to service need. Practitioners generally perceived managers as interested in their development, although levels of practical support varied. There is concern from both managers and practitioners regarding ongoing funding for advanced practice development. Conclusion The present evaluation study reiterates the need for organizational commitment to succession planning including robust service needs analysis mechanisms and adequate funding for development processes. Implications for nursing management Nurse managers are viewed as the �gatekeepers� to opportunities for developing advanced nurse practitioners; scare resources must be targeted effectively to support succession planning through the development of selected individuals for future advanced practice posts, justified by service need.Journal of Nursing Management 07/2011; 19(7):993-942.
- Journal of Nursing Management 10/2010; 18(5):619-620. DOI:10.1111/j.1365-2834.2010.01123.x
- Journal of Nursing Management 09/2010; 18(6). DOI:10.1111/j.1365-2834.2010.01161.x
- Journal of Nursing Management 07/2010; 18(5):618-618. DOI:10.1111/j.1365-2834.2010.01099.x
Data provided are for informational purposes only. Although carefully collected, accuracy cannot be guaranteed. The impact factor represents a rough estimation of the journal's impact factor and does not reflect the actual current impact factor. Publisher conditions are provided by RoMEO. Differing provisions from the publisher's actual policy or licence agreement may be applicable.