Differences of hospitals’ organisational climates and nurses’ intent to stay: Nurses’ perspectives

Abstract

This research studied the differences of hospitals’ organisational climates and nurses’ intent to stay at different types of Jordanian hospitals and investigated the relationship between the two concepts, from the point views of nurses. In 2005, using convenience sampling technique, a survey was used to collect the data. A total of 361 nurses were recruited; 190 nurses from governmental hospitals, 107 nurses from teaching hospitals and 64 nurses from private hospitals. Comparisons were performed using the total scores and the individual items of scales. Farley’s Nursing Practice Environment Scale (NPES) was used to assess the organisational climates (Farly, MJ, Nyberg, J (1990) Nurs Health Care11: 532–535). McCain’s Behavioral Commitment Scale (1990) was used to measure nurses’ intent to stay (McCloskey, JC (1990) Image J Nurs Sch22: 140–143). Nurses ‘somewhat disagree’ about the organisational climates of their hospitals. Quality of care and professionalism were the most important variables that influence hospitals’ organisational climates. There were some significant differences between nurses at different types of hospitals in their perceptions about hospitals’ organisational climates. Nurses were neutral in reporting their intent to stay; but there were no statistically significant differences. Although, nurses plan to stay at their jobs for at least 2–3 years and as long as possible, some nurse reported that they will not stay at their jobs to the end of their careers. Nurse administrators have to create supportive organisational climates that would encourage nurses to stay at their jobs to the end of their careers. This would influence positively the quality of patient care and nurses’ professionalism. These outcomes could be achieved if nurse administrators use supportive leadership styles in organisations that are adaptive to change and professionals’ needs.

Study of the Relationship between Organizational Climate and Nurses' Performance: A University Hospital Case

“…Besides, the study results were parallel to Kassem and Gaber [26] who found that nurses perceived their organizational climate positively. This finding is congruent with Giacomo [34]; Mryyan's [35] point of view. Unlike to this perspective, Van Bogaert et al, [36] indicated that nurses are dissatisfied with their work environment.…”

A systematic literature review of nurse shortage and the intention to leave

“…Structural empowerment needs to be achieved by increasing nurses’ access to resources, opportunities to learn and develop, support and information provided by the organizations, which will increase their commitment to the organization and thus their retention rate (Cai & Zhou 2009). Creating a ‘supportive work environment, with supportive leadership’ would give nurses the confidence to stay (Mrayyan 2009). Hospital administrators could communicate more with nurses, allowing more nurses to participate in managerial policy planning and goal setting, which in turn could improve their understanding of the vision and mission of the organization (Tsai & Wu 2010).…”

“…2009), which is often determined by the following factors: pay, advancement opportunity, workload and stress (Zeytinoglu et al. 2007), and satisfaction with their supervisor and organization (Mrayyan 2009). El‐Jardali et al.…”

Understanding the factors which promote registered nurses’ intent to stay in emergency and critical care areas

“…Another study examining intent to stay surveyed nurses working in long‐term care homes and found similar results (McGilton et al., ). Liu and Liu () and Mrayyan () conducted survey‐based studies examining intent to stay in nonspecialty nurses who had been practising for a year or less and found perceived organizational culture, job satisfaction and leadership support as influencing factors. Most of the existing literature concerning both turnover and intent to stay focused on newer nurses working in generalized practice areas.…”