Facilitating the Retention of Experienced: Critical Care Nurses: A Survey Report on What Matters Most

Abstract

If healthcare facilities are ... interested in retaining their ... nurses, [they should enable] these nurses to not only plan their work and time off, but [ensure] that those schedules are implemented on a reliable basis. The Editorial 1 in the April 2007 issue of Critical Care Nurse addressed the topic of how experienced critical care nurses might be retained within the profession, summarized existing strategies proposed from literature and discourse on this topic, and invited readers to complete a brief online survey on this topic so their priorities on this important issue could be captured and communicated. This is a report on the findings from that survey.

Exploring the key predictors of retention in emergency nurses

“…1997, Boyle et al. 1999, Alspach 2007, Herrin & Spears 2007). Therefore, strategies need to be developed to address the management‐related issues in the ED.…”

“…For example, there is no question that staffing/resource adequacy and scheduling are pervasive issues for nurses (Alspach 2007). However, while several researchers have reported that organizational respect and compassionate, competent, honest and ethical managers, were among the most significant factors for retaining critical care nurses (Fang 2001, Alspach 2007), TzengÕs (2002 findings suggested that leadership style had no impact on job satisfaction or intention to leave. In a relatively large study of organizational climate and intention to leave in ICU nurses (n = 2323), Stone et al (2006) found that only professional practice and competence were independently and inversely related to intention to leave.…”

“…The relationship between leadership and staff nursing retention is supported by a convincing body of scientific evidence (Taunton et al 1997, Boyle et al 1999, Alspach 2007, Herrin & Spears 2007. Therefore, strategies need to be developed to address the management-related issues in the ED.…”

“…While these principles have been integrated into the components of organizational climate, the research evidence regarding the specific influencing factors is inconclusive. For example, there is no question that staffing/resource adequacy and scheduling are pervasive issues for nurses (Alspach 2007). However, while several researchers have reported that organizational respect and compassionate, competent, honest and ethical managers, were among the most significant factors for retaining critical care nurses (Fang 2001, Alspach 2007), Tzeng’s (2002) findings suggested that leadership style had no impact on job satisfaction or intention to leave.…”

Interventions that promote retention of experienced registered nurses in health care settings: a systematic review

“…). Given that retention is influenced by many factors such as flexible scheduling, money, health benefits, mentorship opportunities, organisational focus on retention, management practices and recognition, work environment and retirement plans, the results of this review do not point to one particular intervention that could be implemented to influence experienced nurse retention (Force , Alspach , Hirschkorn et al . ).…”