Evidence-Based Practice Guideline: Nurse Retention for Nurse Managers

Tang, Jane Hsiao Chen; Hudson, Pamela

doi:10.3928/00989134-20191011-03

Cited by 35 publications

(28 citation statements)

References 80 publications

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“…These themes are also prominent in research on recruitment and retention challenges in health care. Studies recommend that care managers should consciously and publicly display their appreciation of the staff [26], for instance by "staff recognition initiatives" such as long-term service awards, annual BBQs, and holiday parties [27]. Empirical evidence underwrites such recommendations, as studies have shown that support and approval from work colleagues as well as praise and recognition from close superiors are associated with less turnover and improved staff stability [28][29][30].…”

Section: Introductionmentioning

confidence: 99%

Lack of recognition at the societal level heightens turnover considerations among Nordic eldercare workers: a quantitative analysis of survey data

Elstad

Vabø

2021

BMC Health Serv Res

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Background Recruiting and retaining staff are standing challenges in eldercare. Low pay, difficult working conditions, and social relations at the workplace impact on turnover intentions. Few studies have used quantitative data for estimating the role of recognition by the wider society for staff instability. This study examines how perceived lack of recognition at the societal level affects Nordic eldercare workers’ considerations of leaving their jobs. Methods The 2015 Nordcare survey among frontline eldercare workers in Denmark, Finland, Norway, and Sweden (N = 3,677) is analysed. Issues such as working conditions, financial strain, work-life balance, and appreciation by care recipients and colleagues, were covered. Recognition at the societal level was measured by perceptions of being valued by top municipal leaders, mass media, and the general public. Analyses are made with cross-tabulations and multivariate linear probability regression models. Results In the total sample, 41.1 % had “seriously considered to quit during the last 12 months”. About one third felt “not at all valued” by top municipal leaders, while one fourth felt “not at all valued” by mass media. In bivariate analyses, perceptions of recognition were strongly associated with considerations to quit. These associations were reduced, but remained sizeable and highly significant in multivariate analyses adjusted for age, gender, health, working conditions, financial stress, workplace relations, and other known turnover predictors. Conclusions Lack of recognition by societal agents such as top municipal leaders, mass media, and the general public, is widely felt by Nordic eldercare workers. Feeling poorly valued by such sources is associated with frequent considerations to leave one’s employment. Perceived lack of recognition by the wider society has a significant and independent impact on staff instability in the eldercare sector. Societies’ recognition order is embedded in social structures which are resistant to change, but policies which succeed in raising the societal recognition of eldercare work may contribute to reduced retention difficulties in eldercare.

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Section: Introductionmentioning

confidence: 99%

Lack of recognition at the societal level heightens turnover considerations among Nordic eldercare workers: a quantitative analysis of survey data

Elstad

Vabø

2021

BMC Health Serv Res

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“…Given that nurses are the largest healthcare professionals in the healthcare sector, nurse managers should focus on interventions to improve staff nurses' job satisfaction and intent to stay by enhancing nurses' autonomy and implementing strategies to improve communication. Nurse managers can enhance nurses' autonomy by including staff nurses in decision‐making that affects nursing practice and allow staff nurses to have more control over their work 63 . Nurse managers can improve communication in their unit by implementing relational work practices such as relational coordination 64 .…”

Section: Discussionmentioning

confidence: 97%

The impact of professional role and demographic characteristics on job satisfaction and retention among healthcare professionals in a military hospital

et al. 2022

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Background Job satisfaction is significantly associated with retention. Although several factors are associated with job satisfaction and retention (pay, leadership, mentorship), the association of demographic characteristics has been understudied in the literature. Purpose To explore whether professional role and demographic characteristics are associated with job satisfaction and intent to stay among nurses and physicians in a military medical center. Methods We conducted a descriptive, exploratory, cross‐sectional study, and collected data via surveys. We used multiple regression to evaluate study variables. Results Two hundred and eighty‐nine participants completed the survey. Professional role and demographic characteristics were not associated with job satisfaction. Professional role, race, and education were associated with intent to stay for military respondents. Physicians (β = 0.53, p = .0259) and Caucasians (β = −0.55, p = .0172) reported lower intent to stay; respondents with graduate degrees reported higher intent to stay (β = 2.47, p = .0045). Professional role and demographic characteristics were not associated with intent to stay for civilians. Conclusion Job satisfaction and retention of nurses and physicians are critical to the quality of care. Civilian and military healthcare leaders should focus on interventions that enhance job satisfaction and retention as a strategy to improve patient and staff outcomes alike.

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“…Therefore, the benefits of good leadership are numerous (3,33,34). Thus, if the role of the manager is to ensure the well-being and job satisfaction of their employees (35), it is also essential to ensure that they are satisfied themselves. In this study, we aimed to assess the influence of the managerial position on both job satisfaction and psychosocial feelings.…”

Section: The Influence Of the Manager's Role On Job Satisfactionmentioning

confidence: 99%

The managerial role and psychosocial factors of job satisfaction: a cross-sectional study among Wittyfit’s users

Colin

Pereira²,

Dewavrin³

et al. 2022

Preprint

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BackgroundJob satisfaction is an emerging indicator for measuring workers’ occupational well-being, however this has been poorly studied in those with managerial roles.ObjectiveWe aimed to explore job satisfaction in workers and to determine and assess psychosocial factors that may influence this relationship.MethodsData from Wittyfit’s users were collected between January 2018 and February 2020. Volunteers anonymously provided socio-demographic data and responses to questionnaires about their levels of job satisfaction and psychosocial feelings (ambiance, meaning, organization, recognition, values, work-life balance).Results10,484 employees (40.9% of women) and 836 managers (33.9% of women), i.e. 11,320 workers with median age of 45 years and seniority of median 10 years of service, were included in the study. Job satisfaction of workers was higher in managers than employees (mean ± SD 68.1 ± 20.4 vs 57.8 ± 24.2, p < .001), as were their feelings about ambiance (71.2 ± 20.9 vs 66.1 ± 24.2), meaning (66.9 ± 21.8 vs 56.1 ± 23.1), organization (55.3 ± 23.6 vs 46.6 ± 24.6), recognition (62.8 ± 23.9 vs 48.3 ± 26.7) and values (66.3 ± 21.7 vs 56.5 ± 23.1) (p < .001). There was no difference in work-life balance (58.1 ± 23.9 vs 59.2 ± 23.4, p = 0.2). All psychosocial factors had an impact on job satisfaction for both managers and employees (p < .001). High job satisfaction was more prevalent in workers who were managers than in employees (84.6 vs 68.8%, p < .001). Even though the managerial position was the most influential factor of job satisfaction (OR = 2.65, 95% CI 2.18 to 3.23, p < .001), other socio-demographic variables such as age (0.87, 0.79 to 0.95, p = 0.002) and seniority (0.71, 0.65 to 0.79, p < .001) also had an influence, although three times less.ConclusionsManagers seem to have higher job satisfaction and psychosocial feelings about their work than employees. Psychosocial factors, many which are modifiable, as well as socio-demographic factors such as age and seniority, may influence job satisfaction among workers.Trial registrationClinicaltrials.gov: NCT02596737.

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Evidence-Based Practice Guideline: Nurse Retention for Nurse Managers

Cited by 35 publications

References 80 publications

Lack of recognition at the societal level heightens turnover considerations among Nordic eldercare workers: a quantitative analysis of survey data

Lack of recognition at the societal level heightens turnover considerations among Nordic eldercare workers: a quantitative analysis of survey data

The impact of professional role and demographic characteristics on job satisfaction and retention among healthcare professionals in a military hospital

The managerial role and psychosocial factors of job satisfaction: a cross-sectional study among Wittyfit’s users

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