Conflict and Retention of New Graduate Nurses

Gardner, Diane L.

doi:10.1177/019394599201400106

Cited by 44 publications

(36 citation statements)

References 11 publications

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“…Similarly, Gardner identified job stress as the strongest predictor of retention of new graduate nurses 9. Others have found that occupational stressors, burnout, lack of professional latitude, and role problems predicted nurses’ decisions to quit their jobs 10–13…”

Section: Introductionmentioning

confidence: 97%

Job satisfaction among nurses working in the private and public sectors: a qualitative study in tertiary care hospitals in Pakistan

Hamid¹,

Malik²,

Kamran³

et al. 2014

JMDH

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BackgroundMany low and middle income countries lack the human resources needed to deliver essential health interventions. A health care system with a limited number of nurses cannot function effectively. Although the recommended nurse to doctor ratio is 4:1, the ratio in Pakistan is reversed, with 2.7 doctors to one nurse.MethodsA qualitative study using narrative analysis was undertaken in public and private tertiary care hospitals in Pakistan to examine and compare job satisfaction among nurses and understand the factors affecting their work climate. Interactive interviews were conducted with nurses working with inpatients and outpatients.ResultsAll of the respondents had joined the profession by choice and were supported by their families in their decision to pursue their career, but now indicated that they were dissatisfied with their jobs. Three types of narratives were identified, namely, “Working in the spirit of serving humanity”, “Working against all odds”, and “Working in a functional system and facing pressures of increased accountability”. Nurses working in a public sector hospital are represented in the first two narrative types, whereas the third represents those working in a private sector hospital. The first narrative represents nurses who were new in the profession and despite hard working conditions were performing their duties. The second narrative represents nurses working in the public sector with limited resources, and the third narrative is a representation of nurses who were working hard and stressed out despite a well functioning system.ConclusionThe study shows that the presence of a well trained health workforce is vital, and that certain aspects of its organization are key, including numbers (available quantity), skill mix (health team balance), distribution (urban/rural), and working conditions (compensation, nonfinancial incentives, and workplace safety). This study has identified the need to reform policies for retaining the nursing workforce. Simple measures requiring better management practices could substantially improve the working environment and hence retention of nurses.

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Section: Introductionmentioning

confidence: 97%

Job satisfaction among nurses working in the private and public sectors: a qualitative study in tertiary care hospitals in Pakistan

Hamid¹,

Malik²,

Kamran³

et al. 2014

JMDH

View full text Add to dashboard Cite

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“…In addition, Gardner (1992) that looked at retention of new graduates showed that dissatisfaction with career advancement opportunities has the largest effect on deciding to quit a profession. Therefore, a better understanding of the factors influencing early career development is a worthwhile objective.…”

Section: Introductionmentioning

confidence: 99%

An Analysis of Early Career Training Requirements for Quantity Surveying Professionals

Lee

Perera

Hogg

2013

International Journal of Strategic Property Management

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Early career experience can play a significant part in lifelong professional capability and the support and knowledge gained during the early years of graduate employment can influence future career direction and success. Whilst there are prescribed models of graduate development relative to the surveying professions, for example, those relating to the APC utilised by the RICS, there has been little evaluation in terms of their relative contribution to career success. Through the use of a questionnaire survey, the issue of learning and development for new graduates in their early career, the extent to which new graduates perceive themselves to be competent in various major quantity surveying activities and, the range of graduate training provided by the employer were explored. The main conclusions drawn from the study are that: new graduates exhibit a high level of self-doubt in professional competence; task competence is influenced by frequency of application, years of postgraduate experience and the mode of study taken by graduates in entering the QS profession. There is a difference between training received by graduates working for consultant and contracting employers. Graduates from full time study mode tend to receive more training from their employers compared to part time graduates.

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“…Among new nurses job satisfaction was positively related to a sense of belonging (Winter-Collins & McDaniel, 2000), and it was negatively related to conflict (Gardner, 1992), role ambiguity and role stress (Chang & Hancock, 2003). Additionally, achievement, advancement, the work itself, working conditions, status, supervision and security loaded onto the same factor as job satisfaction suggesting these were related to satisfaction (Munro, 1983).…”

Section: Outcomes Of the Transition Experiencementioning

confidence: 99%

Prince Edward Island: Building Capacity – The Implementation of a Critical Care/Emergency Program

Cotton

2012

cjnl

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The difficulties new nurses experience when first entering acute care work environments have been recognized since Kramer"s seminal work in the 1970s. Despite the implementation of interventions designed to help ease the transition, the literature continues to report that new graduates undergo stress when beginning their careers as nurses. The purpose of this study was to examine the effects of perceived demands, control, social support and self-efficacy on the job stress, job satisfaction and intention to leave of new nurses.The conceptual framework used in the study was Karasek"s (1979) Job DemandsControl-Support (JDC-S) model. This model posits that job demands increase employee stress, but that increasing control can alleviate the negative effects of high demands. Social support and self-efficacy were included in this study as potential moderators of the relationships between demands and control and the outcome variables. This was an exploratory study that utilized a cross-sectional survey was used to gather data. Surveys were mailed to the homes of new nurses working in acute care hospitals across Ontario, Canada.Data were received from 232 new nurses, a response rate of 23.8%. Nurses in the sample had an average of 18.2 months of experience. Data were analyzed using separate hierarchical iii regression models for each dependent variable. The results showed that the main effects of job demands, social support and self-efficacy provided partial support for the JDC-S model when examining job stress, job satisfaction and intention to leave the job. Only self-efficacy was significantly related to intention to leave the profession. There was no evidence of moderating effects of social support or self-efficacy. An understanding of factors in the work environment that influence new nurses may assist in supporting them during the transition. By exploring the effects of demands, control, social support and self-efficacy on new graduates" job stress, job satisfaction and intention to leave, this study may provide direction to nursing leaders who are working new nurses in acute care.iv ACKNOWLEDGEMENTS

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Conflict and Retention of New Graduate Nurses

Cited by 44 publications

References 11 publications

Job satisfaction among nurses working in the private and public sectors: a qualitative study in tertiary care hospitals in Pakistan

Job satisfaction among nurses working in the private and public sectors: a qualitative study in tertiary care hospitals in Pakistan

An Analysis of Early Career Training Requirements for Quantity Surveying Professionals

Prince Edward Island: Building Capacity – The Implementation of a Critical Care/Emergency Program

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