Table 3.

Illustration of the analysis of subject area II, including nodes (illustrated with quotes), tentative categories, subthemes and themes ( n  = number of interviews where the node was identified, ref = total number of references in the node, R  = region and P  = participant code)

Subject area II: Nurses' context-specific preconditions for POS
Nodes, illustrated with quotes	Tentative categories	Subtheme	Theme
Understanding of the work (n: 6, ref: 7) There [at a former ward], the first-line manager had a background and had worked in a medical department before. So, I felt that she had more understanding of the situation, and she was very well aware that it was a tough work situation, high workload and limited staff and did the actions she could in that situation.... She comes in and helps. And it is vastly appreciated. She sees that it can be tough. That it does not work always as it is intended (R.X: P.11) Work ability (n: 8, ref: 11) When working three shifts, in healthcare in general, sleep and recovery are important. But it becomes a bit paradoxical when the first-line managers say: “You get to work double shifts today because we cannot get any other to do it” (R.Y: P.7) Work structures (n: 21, ref: 79) I really didn't want to come [to work], because you knew that now it's a lot and it's not so fun because then you work day and so you have had a lot. Usually it's hard to wind down later [after work]. And then you felt they [managers] didn't care what you say. Then I know they are tied to demands from above, but they did not cut down in-hospital beds.... Yes, and so it was evening and it was really heavy, and after two days. And then I said it again, “This isn’t working; it is too hard.” Then they cut down in-hospital beds, but I felt that it should have been done in the first place (R.X: P.5) At least during some shift in the evening and weekends, when we are fewer, we now have a more experienced nurse to ask. And that's good. There had been some complaints after an evaluation last summer, that there were so many new nurses working together. And it wasn't good. But then the manager made sure that when we set the schedule we made sure that it was an experienced nurse at least every shift. It makes sense, I really think (R.X: P.2)	Recognize the work Recognize and handle the workload A proactive structuring of work	Structuring that supports professional work and well-being Work structures that support professional work and well-being	Organizational structuring and structures supporting professional work and well-being
To be seen (n: 14, ref: 26) Our managers say hello every morning. So, like this, “Good morning N.N.” kind of looks at me, “You're going to be here and here” or handing out some alarms and some other things.… I think that is a pretty good start to the day. (R.X: P.1) And if I'm going to think about the organization, my colleagues, I think we are very good at giving appreciation for each other's work.... And then there were many of the colleagues who said that “if it had not been for you, she would not have been allowed to go home” (R.X: P.8) Feedback (n: 16, ref: 31) [W]hen I get to work I get called up and they [the first-line managers] say, “You've done a great job.” … When you have salary discussions, then you go through many points, and I think it's pretty nice that the manager does not follow the instructions completely, but that she talks quite freely about my strengths and weaknesses.... But colleagues are better at giving feedback to each other, much more often than from my manager (R.X: P.8) Individual needs (n: 16, ref: 31) I'm not my disease. I can do my job. But I think you are very well taken into account, if you have problems and feel worse in periods, and they [first-line manager] try to solve it so that you are still able to work (R.Y: P.12) Care assignment (n: 6, ref: 10) It's good that you, or I, are making an effort to make sure that this patient can be admitted. Even if you have a large workload, we still try to look after the patient's best interests. And this is appreciated [by the first-line manager] (R.Y: P.5) Competence/experience (n: 10, ref: 21) We're a little short of consultants. It makes them rely very much on the nurses, that she can and knows what to do. And I can stand in situations where I … thus I have the question, but they bounce back “what do you think?” And “how do you usually do?” (R.Y: P.2) Competence deficit (n: 5, ref: 12) [T]hen my manager just told me, you could handle this. And I was terrified. I can't stand by and promise to load that machine! Somehow, I stood there in the afternoon and worked that thing out, with the PD nurse down at the reception. So I fixed it all weekend. But, you did not get any appreciation [from the first-line manager] (R.X: P.1) Professional development and responsibility (n: 14, ref: 25) I have had the opportunity to step into the ambulance service, even though I am employed here, so I see it as a kind of, what to say, appreciation.... Yes, it's a privilege for me (R.Y: P.4) Salary (n: 9, ref: 14) Therefore, you think you want them to show appreciation for everyone who works as a healthcare professional. It should be rewarded at a reasonable level, and the level of the wages, it has not been enough (R.Y: P.6)	Manager and colleagues who pay attention and reconnect Meet up with personal needs Recognize professional engagement Utilize existing competence/experience Ensure competence for the care assignment Opportunities for learning and developed responsibilities Valuation through a fair payment	To be seen and recognized Valuation of competence and its utilization	Individual recognition and professional acknowledgement