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Health-care professionals undergo numerous training programs each year in order to fulfill licensure requirements and organizational obligations. However, evidence suggests that a substantial amount of what is taught during training is never learned or transferred back to routine work. A major contributor to this issue is low training motivation. Prior conceptual models on training transfer in the organizational sciences literature consider this deficit, yet do not account for the unique conditions of the hospital setting. This chapter seeks to close this gap by adapting conceptual models of training transfer to this setting that are grounded in organizational science. Based on theory and supplemented by semistructured key informant interviews (i.e., organizational leaders and program directors), we introduce an applied model of training motivation to facilitate training transfer in the hospital setting. In this model, training needs analysis is positioned as a key antecedent to ensure support for training, relevant content, and perceived utility of training. We posit that these factors, along with training design and logistics, enhance training motivation in hospital environments. Further, we suggest that training motivation subsequently impacts learning and transfer, with elements of the work environment also serving as moderators of the learning-transfer relationship. Factors such as external support for training content (e.g., from accrediting bodies) and allocation of time for training are emphasized as facilitators. The proposed model suggests there are factors unique to the hospital work setting that impact training motivation and transfer that should be considered when developing and implementing training initiatives in this setting.

Residential care for older people in the UK includes care homes with and without 24-hour Registered Nurse (RN) care. Reduced autonomy and personal wealth can result when people assessed as having minimal care needs, enter and reside in care homes with RN care. The purpose of this paper is to explore the experiences of older people with minimal care needs admission to care homes with RN care.

A qualitative study using a grounded theory method was undertaken. In total, 12 care home with RN care residents assessed as not requiring nursing care were interviewed. Initial sampling was purposive and progressed to theoretical. Interviews were analysed using the grounded theory analysis method of constant comparison and theory development.

Two main categories emerged: “choosing the path”, which concerned the decision to enter the home, and “settling in”, which related to adaptation to the environment. Findings suggested participants who perceived they had greater control over the decision-making process found it easier to settle in the care home. The two categories linked to form an emerging framework of “crossing the bridge” from independent living to care home resident.

The findings contribute to the understanding of factors influencing admission of older people with minimal care needs to care homes with RN care and highlight the importance of informed decision making.

Health and social care professionals must give informed support and advice to older people seeking care options to ensure their needs are best met.

This study enabled older people with minimal care needs admission to care homes with RN care to voice their experiences.

This paper reviews the recent “Women at the Top” Conference held in London by the British Psychological Society's Division of Occupational Psychology and offers some suggestions for future research on women at the top.

The report is generated from attendee observations, notes, other reviews and podcast recordings following the conference.

Conference proceedings highlighted key areas of interest and current work for psychologists tackling the dearth of women leaders. A majority of presentations examined the role of stereotyping and prejudice in understanding leadership and gender, while a few others discussed contextual factors shaping women's leadership journeys such as life experiences and external parties such as head‐hunters. The limited focus on other diversity dimensions such as racio‐ethnicity is noted.

In light of the conference proceedings, the authors discuss how psychological research could further contribute to addressing the lack of women at the top of organisations. The authors suggest that models of stereotyping and prejudice in leadership need further contextualization and call for more research on multiple stakeholders accountable for women's leadership experiences, particularly those in positions of power and privilege such as current male leaders and Chairmen. Also stressed is the need for an intersectional approach which takes into account the multiple identities of women at the top.