Inactive nurses in Taiwan: human capital, intention to return to hospital nursing, and incentives for returning

Abstract

The findings confirm the human capital of inactive nurses and provide concrete directions for nursing managers to follow when recruiting inactive nurses to hospital nursing.

Nurse administrators’ intentions and considerations in recruiting inactive nurses

“…Moreover, Yu et al . () reported that for 77.4% of INs, working only day shifts was an incentive for returning to active nursing. This puts INs and NAs in conflict, as they have different concerns regarding return to clinical work.…”

“…Previous studies have indicated that INs experience difficulties when re-entering the workforce, including difficulties with balancing work and family life, particularly with night-shift requirements (Roberts et al 2005, Tanaka et al 2008. Moreover, Yu et al (2015) reported that for 77.4% of INs, working only day shifts was an incentive for returning to active nursing. This puts INs and NAs in conflict, as they have different concerns regarding return to clinical work.…”

“…Yu et al . () investigated the characteristics of 328 INs and found that they were young [mean age = 38.75 years, standard deviation (SD) = 9.32 years], had a high level of human capital (average seniority = 10.29 years) and exhibited a moderate‐to‐high level of professional commitment and competence.…”

“…Further, Skillman et al (2010) investigated 229 nurses with expired licences in Washington State and reported that 37.9% of them would consider returning. Yu et al (2015) investigated the characteristics of 328 INs and found that they were young [mean age = 38.75 years, standard deviation (SD) = 9.32 years], had a high level of human capital (average seniority = 10.29 years) and exhibited a moderate-to-high level of professional commitment and competence.…”

Influence of job demands and job control on work-life balance among Taiwanese nurses

“…Some of the most persistent work‐related challenges in the health care industries are the high levels of stress, burnout and turnover associated with the work (Boamah & Laschinger , Yu et al . ). Work–life balance practices are intended to provide employees with job flexibility in order to accommodate family and other life responsibilities.…”