Organisational and professional turnover intention among nurse managers: A cross‐sectional study

Abstract

Aim We sought to examine factors associated with organisational and professional turnover intention among nurse managers. Background Turnover among nurse managers is an ongoing problem in many health care institutions worldwide. While many studies exist that have examined factors contributing to organisational turnover intention, surprisingly, little is known about which factors contribute to nurse managers' decisions to quit the profession. Methods This cross‐sectional study involved 240 nurse managers working in 17 hospitals in the central Philippines. Five validated standardized scales were used for data collection. Results The composite scores of the organisational and professional turnover intention measures were 2.75 and 1.97, respectively (Likert range: 1/strongly disagree to 5/strongly agree). Work–Family Conflict (β = 0.127; p < .05) and job satisfaction (β = −0.315; p < .001) were strongly associated with organisational turnover intention. Job stress was correlated with stronger professional (β = 0.200, p < .01) and organisational turnover intentions (β = 0.281; p < .001). Conclusion Nurse managers reported a moderate level of organisational turnover intention and a low level of professional turnover intention. Job satisfaction, job stress, and Work–Family Conflict were identified as significant predictors of organisational and professional turnover intentions. Implications for Nursing Management Turnover intention among nurse managers can be best addressed by exploring organisational measures such as a structured transition programme (e.g. nurse manager orientation, coaching, mentorship or preceptorship), leadership programme for new nurse managers and stress management interventions. Further, through provision of a work‐ and family‐friendly workplace and consistent career growth opportunities, retention of nurse managers may be enhanced.

Predictors and outcomes of work–family conflict among nurses

“…Intent to leave the facility was assessed using this item, “I am thinking about leaving this healthcare facility,” while intent to quit from the nursing profession was examined by this item, “I am thinking about leaving nursing as a profession.” Nurses indicated their responses on each item of the scale using a Likert scale which ranged from 1 [strongly disagree] to 5 [strongly agree]. In this study, the value for the test–retest reliability of the two items was .92 and .91, respectively, higher than in the previous study (Labrague, 2020).…”

Workaholism, engagement and family interaction: Comparative study in portuguese and spanish nurses

“…(2011) concluded that transformational leadership provides an improvement in the performance of nurses' functions, increasing levels of self‐efficacy and work engagement. Labrague (2020) identified job satisfaction, stress and work–family conflict as significant predictors of organizational and professional turnover intent in managing nurses.…”

“…Despite all the efforts, research in different contexts and countries has shown that work contexts are far beyond healthy work environments (Labrague, 2020) and are recognized as a source of suffering (Areosa, 2018). Considering the importance of factors that enhance workers’ well‐being, recent research focused on areas such as workaholism, engagement and family interaction (Clark, Smith, & Haynes, 2020; Di Stefano & Gaudiino, 2019).…”

The Effect of HRM Practices: Performance Appraisal System and Career Development on Turnover Intention

“…As a result, researchers looked at turnover intent rather than looking at actual turnover [14]. Previous research has shown that an employee's intent to leave an organization is consistently correlated with actual turnover [14,20]. As a result, measuring turnover intention is more valuable than taking corrective action after actual turnover [2].…”

“…As a result, organizations should make every effort to keep their employees as long as possible. Furthermore, measuring Turnover Intention is more valuable than taking corrective action following actual turnover occurred [20].…”