AIM:
The aim of this study was to explore the reason for nurses' participation in postregistration education.

BACKGROUND:
The study was located in one third level institution in Ireland and prospective candidates who applied to undertake a programme of studies were invited to complete the postal questionnaire and return it to the college anonymously in advance of commencing their studies.

METHOD:
A descriptive survey research design was adopted with the use of a questionnaire for data collection. The respondents had an opportunity to make additional comments in a questionnaire, which generated some qualitative data.

RESULTS:
A total of 243 questionnaires were returned which represented a 46.7% response rate. The major reasons for participating in postregistration education were 'to obtain promotion to a higher grade/position' (99%) and 'to enable me extend my clinical role' (98%).

CONCLUSION:
Investment in nursing education should take into account the reasons for participation in continuing education and professional development as identified in this study and in other studies so as to focus efforts that improve planning for long-term continuing education and professional development. The adoption of such a strategic approach by employers will ensure more precise targeting of scarce continuing education and professional development resources. Equally, expectation without adequate investment is not realistic if the profession wants to move forward in this era of rapid change in the delivery of health care.

Investigates the career development expectations of male and female managers working for a large UK company operating in the brewing and hospitality area, which had undergone significant restructuring and delayering. Compares the company view on career development with those of individual managers, and finds that the company expected individual employees to take responsibility for their own development while managers reported that they were ill-prepared to do this. Asks about the likelihood of promotion, and where the barriers to career development lay (family commitments, prejudice of colleagues, lack of personal motivation, etc.). Discovers that the male and female managers shared the same perceptions of these barriers. Outlines how the attitudes and behaviours of employees could be changed to prepare them to take on the main responsibility for their career development.