I am quitting my job. Specialist nurses in perioperative context and their experiences of the process and reasons to quit their job

Lögde, Ann; Rudolfsson, Gudrun; Broberg, Roma Runesson; Rask‐Andersen, Anna; Wålinder, Robert; Arakelian, Erebouni

doi:10.1093/intqhc/mzy023

Cited by 35 publications

(42 citation statements)

References 31 publications

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“…The dimension that was best valued by perioperative nurses regards to the quality of care they provide, which was good and is comparable with other studies with better environments (32) . Perioperative nurses have a training of specialists or those graduated in perioperative carealthough there is still no specialty course on perioperative nursing -which requires specialized skills from them (33) .…”

Section: Resultssupporting

confidence: 85%

Analysis of the work environment and intention of perioperative nurses to quit work

Sillero-Sillero

Zabalegui

2020

Rev. Latino-Am. Enfermagem

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Objective: to investigate how the perioperative work environment affects work dissatisfaction, professional exhaustion and the perception of the quality of care about the intention of abandoning the work of perioperative nurses. Method: cross-sectional study with 130 nurses working in the surgical area of a high-tech Spanish public university hospital. The scale of the nursing practice environment, Maslach’s exhaustion inventory, the questions about job satisfaction, the perception of the care quality and intention to abandon work to collect data were used. Descriptive, inferential and logistic regression statistics were made. Results: in general, 20% of perioperative nurses would want to quit their work. The dimension of the work environment of staff and resources, dissatisfaction and emotional exhaustion in nurses were factors that indicated the intention of perioperative nurses to abandon work. Conclusion: the implementation of strategies for the retention of perioperative nurses should be considered, improving the factors that indicate how the work environment, especially the allocation of personnel and resources, dissatisfaction and emotional exhaustion. Creating positive work environments based on magnetic values can be a key strategy.

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Section: Resultssupporting

confidence: 85%

Analysis of the work environment and intention of perioperative nurses to quit work

Sillero-Sillero

Zabalegui

2020

Rev. Latino-Am. Enfermagem

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“…Caritative leadership may affect nurses' intentions to remain in their jobs (Arakelian, Rudolfsson, Rask-Andersen, Runeson-Broberg, & Walinder, 2019a); nurse and patient satisfaction; and outcomes in care (Wong, Cummings, & Ducharme, 2013). Nurses describe their nurse manager both as a facilitator (Arakelian et al, 2019a) and as someone who betrays or is dismissive (Logde et al, 2018). Furthermore, the nurse manager's behaviour towards his/her employees has a significant impact on the employees' perception of formal and informal power as well as on their professional skill development (Laschinger, Wong, McMahon, & Kaufmann, 1999).…”

Section: Introductionmentioning

confidence: 99%

Nurse managers in perioperative settings and their reasons for remaining in their jobs: A qualitative study

et al. 2020

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Aim The study describes what helps nurse managers maintain the strength to keep going as leaders. Background Good leadership is important for the quality of patient care, patient satisfaction in care and efficiency. Many nurse managers stay on despite challenges at work. Methods Twelve nurse managers were interviewed. Data were analysed by systematic text condensation according to Malterud. Results The results were as follows: A—Walking side by side with my employees; B—Knowing that I mean something to my employees; C—Talking to myself—asking myself tough questions; D—Having someone to talk to, to decrease the feeling of being alone; E—Leading and managing in my own way—the fear of not succeeding is my motivation. Conclusion The nurse managers built their own strategies to get through and get on when difficult situations arose. In order to succeed in leading their employees, the nurse managers gathered their inner strength through moving caritatively back and forth between the ‘secret room’ and the ‘staff room’ in the house of leadership. Implications in Nursing Management The manuscript gives insights into where nurse managers found sources of strengths in their everyday work. To realize their employees’ strengths and motivation made a difference for nurse managers as a driving force. By having someone to talk to and by asking themselves tough questions, they were prepared for the challenges that came.

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“…This is in agreement with the results of the present study if the positive relations between support and the indices of well-being, zest for work, and not wanting to leave work are interpreted as a positive buffering effect of support on employees’ health and work. Support was also prominent in a previous qualitative study of 22 informants from the same study group where the interviews pointed at recurring opinions about the importance of support, both from co-workers and managers ( 28 ).…”

Section: Discussionmentioning

confidence: 75%

A supportive climate and low strain promote well-being and sustainable working life in the operation theatre

Wålinder

Runeson-Broberg

Arakelian

et al. 2018

Upsala Journal of Medical Sciences

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Background: Shortage of health-care workers e.g. in operating theatres is a global problem. A shortage of staff negatively affects patient outcomes, making it important to keep the employees from quitting. The aim of this survey was to study if well-being, zest for work, and thoughts about leaving work in an operating theatre can be related to the psychosocial work environment, as described by the job demand-control-support (JDCS) model.Methods: A questionnaire was provided to personnel in operating theatres of seven Swedish hospitals (n = 1405, with a response rate of 68%) that included the JDCS model, personal factors, work ability, well-being, zest for work, and thoughts about leaving their position. Ordinal scale regression was used for analyses.Results: A majority reported moderate to high zest for work (76%). A minority (30%) had sometimes thought during at least one month in the last year of leaving their position. Lower social support scores and high demands together with low control (high-strain) scores were related to lower well-being, lower zest for work, and more thoughts about leaving the position. Anaesthetists scored in the low-strain field, nurse anaesthetists and assistant nurses in the passive field, and operating nurses in the active field, in comparison to all personnel.Conclusion: According to the JDCS model, both lower social support and high strain were related to lower well-being and negative thoughts about the position. Social support scores were about the same for different occupational groups in the operating theatre, and no occupation scored on average in the high-strain field.

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I am quitting my job. Specialist nurses in perioperative context and their experiences of the process and reasons to quit their job

Cited by 35 publications

References 31 publications

Analysis of the work environment and intention of perioperative nurses to quit work

Analysis of the work environment and intention of perioperative nurses to quit work

Nurse managers in perioperative settings and their reasons for remaining in their jobs: A qualitative study

A supportive climate and low strain promote well-being and sustainable working life in the operation theatre

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