Determinants of turnover among low wage earners in long term care: the role of manager-employee relationships

Facilitators and Barriers Surrounding the Role of Administration in Employee Job Satisfaction in Long-Term Care Facilities: A Systematic Review

“…Six of the eighteen barriers accounted for 61.22% of the total barriers. Condescending management style occurred 15 times (15.31%) [27,34,35,38,41,42,46,51,66,71,77]. High job demands, which included factors such as physical and psychological burdens [25], understaffing [38,46,67], heavy workloads [38,78], lack of time to complete tasks [40,43], limited staffing resources [46], reduced teamwork [46], unfair hours [67,71], regulations on nurse roll flexibility [72], and physical exhaustion [65], occurred 13 times (13.27%) [25,38,40,43,46,65,67,71,72,77,78].…”

“…High coworker conflicts occurred 6 times (6.12%) [34,35,46,47,78]. Negative perceptions about coaching [31,35,39,72] and Stress [27,30,67] both occurred 5 times (5.10%). Lack of access to management [22,35,41,47] occurred 4 times (4.08%).…”

“…Administrators have the opportunity to further demonstrate their commitment to supportive leadership, empowerment of team members, positive organizational values, and social support mechanisms through managing the barriers in long-term care facilities. The 98 occurrences of barriers noted in this study fell into 18 categories, including condescending management style [27,34,35,38,41,42,48,51,66,71,77], high job demands [25,38,40,43,46,65,67,71,72,77,78], lack of self-care by employees [30,32,33,46,47,54,59], lack of training with medically complex patients [22,24,25,65,75,79], lack of leadership training [22,24,[27][28][29]31], prohibitive environmental characteristics [22,32,54,68,78], high coworker conflicts…”

“…The 162 occurrences were grouped into 11 different themes for the facilitators. The eleven "facilitator" themes as demonstrated in Table 2 and represented in Figure 1 included supportive leadership , capable and motivated employees [22,27,30,32,35,45,[49][50][51][52][53][54][55][56][57][58][59][60], positive organizational values [22][23][24]29,[31][32][33]48,51,53,54,57,[61][62][63][64], social support mechanisms, adequate job resources [32,38,45,47,54,55,[69][70][71], career/professional development [25,35,37,38,…”

“…Consistent with previous work [7][8][9][10][11][12][13][14][15] in healthcare, a long-term care administrator's best way of supporting associates' capabilities and enhancing motivation is through adopting a supportive and positive leadership style [7][8][9][10][11][12][13][14][15], the most predominant organizational characteristic influencing satisfaction as per the results in this study. A lack of self-care [30,32,33,46,47,54,59], negative perceptions about a coaching style used by leadership [31,35,39,72], and stress [27,30,43,67] represented intrinsic staff characteristics that have the potential to respond to an administrator who provides support systems such as wellness programs, inviting breakrooms with nutritious snacks, and an open communication style, inviting feedback [7][8][9][10][11][12][13][14][15]. Open, transparent, and frequent communication promoted as the best practice in hospital and healthcare system literature [7]…”