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This paper discusses the importance of close collaboration between practitioners and academics to address common concerns of the profession. Although there are a few institutions which offer a curriculum for the education of financial planners, most AACS Bschools do not offer such a program. A survey was conducted of AACSB member institutions to ask whether they offer personal financial planning (PFP) courses, if so, how many and whether they offer a major or degree in the field. The schools were also asked whether their advisory group(s) contained active business representatives and whether the advisory groups contained professional financial planners. Most of the respondents offer only one or two courses and these seem to include many personal budgeting or self‐improvement courses rather than part of a curriculum for a personal financial planning professional. Very few respondents offer a degree or major in financial planning. Although all the advisory groups seem to include active business people, there are very few members who were reported as professional personal financial planners.

The aim of this study is to highlight factors influencing the commitment of nurses, and particularly focuses on the role of training, development and career issues. It provides the basis for a HRD framework, outlining policy choices in developing high commitment amongst nursing staff.

A qualitative research design was used, involving 40 semi‐structured interviews with nursing staff, from acute and community hospitals. The main themes and sub‐themes relating to the drivers of commitment and the role of training, development and career issues were identified and explored employing a grounded theory, constant comparative approach.

The main “fault‐line” between nurses and the organization concerned resource management, and the introduction of general management concepts and practices. HRD practitioners should consider using the language and terms of reference familiar to nurses when devising HRD initiatives. Factors positively influencing the commitment of nursing staff included shared values, involving a sense of “vocational” commitment towards patient care and nursing. Strong leadership, particularly concerning the role of line management, was seen as important in influencing commitment. Teamwork and support, from both line management and colleagues, was also important. Training and development were highly regarded by nurses, and could be a useful way of recognizing and acknowledging their contribution to health care delivery. Career progression and greater involvement were viewed favourably by some nurses and unfavourably by others. The main issue concerned the possible substitution of nurse practitioner responsibilities with administrative and managerial responsibilities.

The findings are solely based on interviews with nursing staff from two NHS organizations. In exploring the various drivers of commitment and the role of training, development and career issues the study's focus was towards depth, as opposed to breath, of investigation.

Valuable information for HRD practitioners and researchers on the drivers of commitment amongst nursing staff and the role played by training, development and career issues is provided.

This paper is a useful study on exploring commitment amongst nursing staff and ways in which HRD practitioners and researchers can facilitate and develop commitment.