Nurses' strengths use and turnover intention: The roles of job crafting and self‐efficacy

Abstract

The shortage of nurses has become a severe worldwide problem (Li et al., 2020). By the end of 2020, the number of nurses per 1,000 population was 2.97 in China (National Bureau of Statistics of China, 2020), which marks a large gap compared with developed countries. However, in a study involving 1,706 nurses in China, Liu et al.(2018) noted that 69.1% of the nurses intended to leave their jobs.In addition, a study on new nurses in Shanghai found that within the first year of practice, nurses' turnover intention was as high as 74.4% (Zhang et al., 2016). According to these studies, turnover intention, defined as the tendency of an employee to leave the current job and to seek other job opportunities, is a critical and effective predictor of turnover (Zhang et al., 2016). Frequent staff turnover reduces organizational performance and can trigger other employees' emotional instability and slack behaviours within the organization (Heavey

Relationship between psychological ownership of the nursing profession and turnover intention: A correlational survey among Taiwanese nurses

“…Self-efficacy can amplify the positive influence of the use of one's strength and therefore reduce the intention to leave a job (Chu et al, 2021). Self-efficacy is important in nursing as it can enhance nurses' perceived job outcomes (Pham et al, 2019).…”

“…Past studies have identified factors that result in nurses' intention to leave, such as policy restriction, poor relationships with administrators (Schirle et al, 2020), job dissatisfaction (Halcomb et al, 2021; Schirle et al, 2020, 2021), anxiety (Modaresnezhad et al, 2021), lack of autonomy (Austin et al, 2020), lack of organisational support (Sharif et al, 2021), unused strengths (Chu et al, 2021), work–family conflict, inadequate salary level (Cao et al, 2021) and inadequate staffing level (Burmeister et al, 2019). As informed by the causal model of turnover, a negative organisational climate also predicts turnover (Evans, 2017), while the job‐demand resource model shows that a lack of workplace joy or satisfaction may also be related to turnover (Lavoie‐Tremblay et al, 2022; Wilson et al, 2021).…”

Association between horizontal violence and turnover intention in nurses: A systematic review and meta-analysis

“…Turnover intention, which refers to the tendency of employees to leave their current job and seek other job opportunities, is a key predictor of turnover although it does not necessarily lead to actual turnover ( 15 ). Frequent employee turnover reduces organizational efficiency, may cause emotional instability and slack behavior of other employees in the organization, and increases the hospital's investment in nurse training ( 16 ). In the case of a shortage of nurses, finding the factors that affect nurses' turnover intention and reducing nurses' turnover intention are the main issues that researchers need to consider.…”

Bringing our best selves to work: Proactive vitality management and strengths use predicting daily engagement in interaction

“…Strengths are trait-like characteristics ( Wood et al, 2011 ), and SU can be conceptualized as a personal resource, representing a dispositional or habitual behavior ( Kira et al, 2010 ) to use one’s strengths to perform at work. From the perspective of the Conservation of Resources theory (COR; Hobfoll, 2011 ), SU as a personal resource can help employees create and/or attract other resources into a resource caravan ( Chu et al, 2022 ; Ding and Lin, 2020 ). Empirical work has supported this assertion, showing that SU is connected to higher self-efficacy ( Meyers and van Woerkom, 2017 ), person-job fit ( Kooij et al, 2017 ), and positive affect ( Meyers and van Woerkom, 2017 ).…”

“…Identifying key strengths is essential, but beyond the possession of certain strengths, the active use of these seems to be the key toward the most benefits in terms of reduced stress, more efficient work, increased self-esteem, vitality, and positive affect ( Wood et al, 2011 ; van Woerkom et al, 2016 ). From the perspective of COR theory, this renders SU the role of a key personal resource ( Ding and Lin, 2020 ; Chu et al, 2022 ), which can contribute to engagement by generating a resource caravan ( Hobfoll, 2011 ). Research has shown that SU can facilitate engagement by employing personal strengths that match the job, increasing other resources such as person-job fit ( Kooij et al, 2017 ), and self-efficacy and optimism ( Meyers and van Woerkom, 2017 ; van Woerkom and Meyers, 2019 ).…”