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P Lynne Johnstone

Publications and source records attributed to P Lynne Johnstone.

2 recordsLinked to original sources

Mixed methods, mixed methodology health services research in practice.

Mixed methods, mixed methodology research is a little documented but increasingly accepted approach employed to investigate organizational phenomena. The author presents a synthesis of literature that informed the decision to adopt a mixed methods, mixed methodology, dominantly naturalistic study approach to health services research in which she explored the process and organizational consequences of new artifact adoption in surgery. She describes the way whereby a collective case study involving five Australian hospitals yielded quantitative and qualitative data that were analyzed using inductive and/or deductive reasoning. She goes beyond the theoretical rational for employing a mixed methods, mixed methodology approach to present a summative conceptual model of the research process and describe the structural aspects of the dissertation in which the research was reported that should benefit researchers contemplating the value of such an approach.

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Nurse manager turnover in New South Wales during the 1990s.

The principal aim of the research reported in this paper was to explore the nature and incidence of various environmental, personal, and work-related factors that are implicated in turnover and retention amongst nurse managers. The study sought to ascertain whether or not turnover patterns during the 1990s were similar for nurse managers working in different specialist areas and settings of health services within New South Wales, and to discover the main reasons why nurse managers change their jobs or stay in their jobs. This paper reports the main findings, and highlights how the factors implicated in nurse manager turnover and retention, whilst not significantly dissimilar across different cohorts of nurse managers, do not parallel those that are implicated in turnover amongst nurses generally. The research has found that the main reason nurse managers change their jobs is for career development, often within the same organisation or, otherwise, the same health sector or geographic area. Second to this is leaving due to dissatisfying aspects of the job and/or work environment. Some differences have been observed in the propensity to change jobs and in the relative importance of particular influences on job changes in certain practice areas and health sectors. Seven per cent of nurse managers would like to quit their present jobs. However, almost 70% are happy to stay either because the job suits their skills and qualifications, the job is personally satisfying/rewarding, they enjoy the company of their coworkers, or their hours of work suit their needs.

Adult↗