There is recognition that globally the Nurse Manager role is currently facing a long term recruitment and retention crisis (Cziraki et al 2014; Titzer and Shirey 2013). Titzer and Shirey (2013) predict a decrease in leadership talent over the coming years, and Cziraki et al (2014) identify a significant reduction in competently prepared Nurse Managers to deliver on the role. Within the United Kingdom, the introduction of Trusts in the 1990’s is argued to have led to significant recruitment and retention issues of Nurse Managers resulting in ongoing managerial and healthcare instability (Scott 2002).
Literature argues that there is increasing difficulty in engaging the new generation of nurses in leadership and management posts due to excessive work demands, increased stress, poor work-life balance, little
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Induction research within the literature mainly relates to newly graduated staff nurse development, or induction as a component of Nurse Manager competency development programmes. Lindfors and Junttila’s (2014) review details the success of initial induction programmes for newly graduated nurses. Lindfors and Junttila (2014) identify that when new staff members felt that their induction matched their needs this led to increased job satisfaction and improved retention rates. Exploration of the Nurse Manager literature identifies a body of information that correlates with these findings (Cadmus 2012; Cathcart et al 2010; Conley et al 2007; Fennimore and Wolf 2007; Hawkins et al 2009; Hsu et al 2011). The literature does however have a tendency towards opinion pieces, case studies, or is focused on Nurse Manager induction only briefly as a component of leadership and management competency development programs. Individual research on induction is