An Exploration of Job, Organizational, and Environmental Factors Associated With High and Low Nursing Assistant Turnover

Brannon, Diane; Zinn, Jacqueline S.; Mor, Vincent; Davis, Jullet A.

doi:10.1093/geront/42.2.159

Cited by 131 publications

(124 citation statements)

References 20 publications

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“…A decade later, there has been little work done on this issue. In the nursing literature, most of the studies focus on other determinants of turnover (Bame, 1993;Barron and West, 2005;Brannon et al, 2002), but the consequences are similarly problematic as in other professions (Buerhaus, Staiger and Auerbach, 2003;Burnard, Morrison and Phillips, 1999;Chan and Morrison, 2000;Cheung, 2004;Curtis, 2007;Lynn and Redman, 2005;Lum et al, 1998;North et al, 2005;Shields and Ward, 2001). In summary, high turnover has a direct impact on organizational performance (Waldman et al, 2004), staff motivation and group cohesion (Mottaz, 1988), and the quality of patient care (Aiken et al, 2002;Buerhaus, Staiger and Auerbach, 2006).…”

Section: Introductionmentioning

confidence: 99%

Pay Satisfaction, Job Satisfaction and Turnover Intent

Singh¹,

Loncar²

2010

155

129

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The purpose of this paper was to examine the relationships among pay satisfaction, job satisfaction, and turnover. While there is a fairly large body of literature on pay satisfaction/dissatisfaction-turnover relationship, there are reasons to expect different outcomes in occupations – such as social work and nursing – where job satisfaction, versus pay, may be of equal, if not greater importance. Essentially, it may be argued that in these sectors, workers are driven more by job satisfaction rather than their paychecks. Yet, there is little empirical research on this issue; thus, a primary purpose of this study is to address this research need. This study will add to the recent research that has focused on key human resources management and industrial relations issues related to the nursing profession in Canada. Furthermore, many studies use a unidimensional measure of pay satisfaction even though the literature suggests that there are better measures. Using a four-dimensional instrument in this study, we improve on past practices.Using a sample of 200 nurses in a unionized hospital in Ontario to test our hypotheses, we found support for both (viz., 1. The four pay dimensions will affect turnover intent differently; and 2. Job satisfaction will add incrementally to the explained variance in the pay satisfaction-turnover relationship). The findings support the contention that nurses may be more motivated by their jobs, versus their pay. The findings may be good news for organizations that want to better manage labour costs. There are different ways for hospitals to improve their workplace environment in order to increase satisfaction with intrinsic job factors and reduce turnover.Cet article examine la relation entre la satisfaction à l’égard de la rémunération, la satisfaction au travail et le roulement de la main-d’oeuvre. Alors qu’il existe un corpus plutôt vaste de littérature sur la satisfaction/insatisfaction à l’égard de la rémunération, il y a des raisons de penser que les résultats pourraient différés pour certaines professions, comme dans le cas du travail social et celui des soins infirmiers, où la satisfaction au travail comparativement à celle à l’égard de la rémunération peut être d’importance égale ou même supérieure. Essentiellement on peut argumenter que dans ces secteurs, les travailleurs et travailleuses sont davantage motivés par la satisfaction au travail que par leur chèque de paie. Pourtant il y a peu de recherche empirique sur ce sujet. Un premier objectif de l’étude est de combler en partie du moins ce manque. Elle ajoutera ainsi aux études récentes qui mettent l’accent sur la gestion des ressources humaines clés dans les organisations et les problèmes de relations industrielles liées à la profession des soins infirmiers au Canada. Plusieurs études utilisent une mesure unidimensionnelle de la satisfaction à l’égard de la rémunération alors que la littérature suggère que de meilleures mesures pourraient être utilisées. Aussi en proposant une mesure à quatre dimensions, nous croyons pouvoi...

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Section: Introductionmentioning

confidence: 99%

Pay Satisfaction, Job Satisfaction and Turnover Intent

Singh¹,

Loncar²

2010

155

129

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“…In other research, the relationship between quality of care and organizational determinants have been investigated [28][29][30][31][32][33][34]. Over the years, research results have shown that differences in clinical outcomes could partly be explained by organizational determinants, such as economic status, size, bed-occupancy, nursing home staffing and environmental determinants, such as per capita income, bed supply and competition [28,[33][34][35][36][37].…”

Section: Introductionmentioning

confidence: 99%

Quality management systems and clinical outcomes in Dutch nursing homes

et al. 2006

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The objective of the article is to explore the impact quality management systems and quality assurance activities in nursing homes have on clinical outcomes. The results are based on a cross-sectional study in 65 Dutch nursing homes. The management of the nursing homes as well as the residents (N = 12,377) participated in the study. Primary survey-data about the implementation of quality management systems and quality assurance activities were collected in 1994/1995 and in 1998, and were combined with information on resident characteristics and the prevalence of undesirable clinical outcomes. The results demonstrate that there are differences between nursing homes in the prevalence of undesirable clinical outcomes. In the nursing homes with the lowest scores, undesirable outcomes occur approximately 10 times less often than in nursing homes with the highest scores. The multi-level analysis has demonstrated that the differences in outcomes are mainly caused by differences between residents and, to some extent, also by differences between nursing homes. Resident characteristics explain 48% of the differences between residents and 72% of the differences between nursing homes. The size of the nursing home, the involvement of a client council and the implementation of a quality management system could explain a small part of the remaining variation in the number of undesirable outcomes. It seems that the implementation of a quality management system and the involvement of a client council had significant influence on the number of undesirable outcomes. Approximately 50% of the undesirable outcomes cannot be explained by the selected resident characteristics, the size of the nursing home and the implementation of quality management systems or quality assurance activities.

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“…However, some degree of staff turnover may be beneficial. Turnover allows employers to replace higher paid workers with lower paid workers and to renew the workforce both in terms of demographic characteristics and qualifications (Brannon et al, 2002). Turnover may also be beneficial for an organization as a means of weeding out poor performers.…”

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confidence: 99%