In this study, we examine the influence of organizational trust on organizational commitment among licensed practical nurses (LPNs). Guided by prior research and theory, we also consider whether psychological empowerment mediates the influence of organizational trust on organizational commitment. To accomplish these tasks, we examine data from our survey of all registered LPNs in a Midwestern US state on their levels of organizational trust, psychological empowerment, and organizational commitment. Using path decomposition procedures, we isolate the net effect of organizational trust on organizational commitment into total, direct, and indirect effects. Our findings suggest that organizational trust is positively associated with higher levels of organizational commitment. Furthermore, more than a fifth of this relationship is mediated through one's level of psychological empowerment. These findings provide some insight into antecedents of organizational commitment among LPNs. The results of this investigation are especially timely considering the extant issues associated with staffing levels in facilities employing LPNs in the United States.

The shortage of nursing professionals in the United States is unquestionable. This shortage, which is predicted to continue into the foreseeable future, is a particularly salient problem within the nursing profession. This is especially true for long-term care facility administrators who not only are faced with the challenge of increasing numbers of aging residents but also regularly struggle with turnover among more cost-effective nursing staff, such as licensed practical nurses (LPNs). The primary purpose of this study was to examine whether perceived interpersonal conflict influences organizational commitment among LPNs. To accomplish this, we analyzed responses from 1165 LPNs throughout a Midwestern state who were queried on their perceptions of interpersonal conflict and organizational commitment in their work settings. Considering a wide range of potential confounding influences such as age and years working as an LPN, for example, we found that higher perceived interpersonal conflict was associated with significantly lower levels of organizational commitment. The implications of these findings, along with recommendations for nurse administrators to reduce LPN turnover, are discussed in the article.

Aim We examined whether psychological empowerment was significantly associated with the organizational commitment of licensed practical nurses. Background Healthcare organizations face unprecedented staffing challenges. This study provides insight into potential ways to ameliorate these issues. Methods In early 2010, we distributed a 45‐item questionnaire, based on established measures of psychological empowerment and organizational commitment, to the entire population of active, full‐time licensed practical nurses throughout a Midwestern US state. Our sample consisted of 1165 respondents. Results The results of our data analysis suggest that even after controlling for a range of potentially confounding variables, three subscales (meaning, self‐determination and impact) were positively and associated with organizational commitment. However, one subscale (competence) was negatively related to the outcome. Conclusions The psychological empowerment dimensions of impact, meaning and self‐determination are associated with increased organizational commitment among licensed practical nurses. Implications for Nursing Management Considering the profound staffing challenges facing the nursing profession—exacerbated by the current global pandemic and retirements—our findings provide nurse administrators with critical information to use in stemming the wave of nurses leaving the profession.