Predicting nurses' occupational commitment and turnover intention: The role of autonomous motivation and supervisor and coworker behaviours

Fernet, Claude; Gillet, Nicolas; Austin, Stéphanie; Trépanier, Sarah‐Geneviève; Drouin-Rousseau, Sophie

doi:10.1111/jonm.13433

Cited by 22 publications

(27 citation statements)

References 31 publications

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“…The study is not without limitations. According to previous studies, perceived organizational support, transformational leadership, and co-worker autonomy-supportive behaviours can affect nurses' turnover intention (Fernet et al, 2021;Li et al, 2020). Therefore, future research on the relationship between strengths use and nurses' turnover intention should pay more attention to the moderating effects of contextual factors (e.g.…”

Section: Limitationsmentioning

confidence: 99%

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

Chu

Zhang

2021

Journal of Advanced Nursing

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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

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Section: Limitationsmentioning

confidence: 99%

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

Chu

Zhang

2021

Journal of Advanced Nursing

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“…Besides, also co-workers can be trained in how they can coach each other with the reflection on personal values and goals, and encourage each other to act on basis of autonomous motivation (Fernet et al, 2021;Jungert et al, 2021;Van Dorssen-JHOM 36,9 Boog et al, 2019). Moreover, healthcare teams may conjointly develop self-leadership, as this will help them to implement and secure the utilization of self-leadership strategies in their daily work (Fernet et al, 2021;Van Dorssen-Boog et al, 2019). Team members can learn how self-leadership can help them to conjointly take control in reducing the work load and improving work engagement within their team (Van Dorssen-Boog et al, 2019).…”

Section: Practical Implicationsmentioning

confidence: 99%

Healthcare workers' autonomy: testing the reciprocal relationship between job autonomy and self-leadership and moderating role of need for job autonomy

Dorssen-Boog

Vuuren²,

Jong³

et al. 2022

JHOM

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PurposeWhile both perceived job autonomy and self-leadership are assumed to be important for optimal functioning of healthcare workers, their mutual relationship remains unclear. This cross-lagged study aims to theorize and test that perceived job autonomy and self-leadership have a reciprocal relationship, which is moderated by need for job autonomy.Design/methodology/approachTwo-wave panel data were used to measure cross-lagged relationships over a time period of three months. Self-leadership is indicated by both self-leadership strategies and self-leadership behavior. The data were analyzed using hierarchical multiple regression (HMR).FindingsJob autonomy was not causally nor reverse related to self-leadership strategies, but did relate to self-leadership behavior in both directions. Need for job autonomy did not influence the causal and reverse relationships between job autonomy and self-leadership (strategies and behavior). Instead, need for job autonomy discarded the influence of job autonomy on self-leadership behavior, and predicted self-leadership behavior over time.Practical implicationsFor optimizing healthcare jobs, human resource management (HRM) policy makers need to consider other interventions such as training self-leadership, or developing an autonomy supportive work environment, since job autonomy does not lead to more use of self-leadership strategies.Originality/valueThis study used a cross-lagged study design which gives the opportunity to investigate causal relationships between job autonomy and self-leadership. Both self-leadership strategies and self-leadership behavior are included.

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“…Although autonomous motivation is not capable of reversing the negative relationship between red tape and both discretionary room and job satisfaction, it does mitigate red tape's negative consequences. Consequently, as past research shows that employees' and leaders' level of autonomous motivation can be fostered by the organization (Fernet et al, 2021), workplace interventions with the purpose of increasing autonomous motivation would help individuals to deal with this hindering demand.…”

Section: Practical Implicationsmentioning

confidence: 99%

“…Perceived organizational support refers to the degree to which people believe that their organization cares about their well-being and values their contributions (Eisenberger et al, 1986;Chambel et al, 2015). Consequently, investing in coaching activities, in formal and informal mentoring, and in creating a work environment conducive to communication, recognition, and information sharing will help to increase the autonomous motivation in an organization (Newman et al, 2012;Fernet et al, 2021). Additionally, leaders and directors can also foster subordinates' autonomous motivation by showing autonomy-supportive behavior (e.g., Jungert et al, 2021).…”

Section: Practical Implicationsmentioning

confidence: 99%

“…If our results confirm that autonomous motivation does indeed mitigate the negative relationship between red tape and discretionary room and/or job satisfaction, interventions with the purpose of increasing head nurses' autonomous motivation would help them to deal with the presence of this hindering demand. Since past research shows that organizations can foster the autonomous motivation of their employees and leaders (Fernet et al, 2021), organizations should put extra effort into stimulating autonomous motivation. When directors make sure that job designs and work environments meet the need for autonomy, competence, and relatedness, their workers, including those with managerial responsibilities, will become more autonomously motivated (Stone et al, 2009;De Cooman et al, 2013;Li et al, 2021), which, as argued in this study, will buffer the negative impact of red tape.…”

Section: Introductionmentioning

confidence: 99%

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Reducing Red Tape’s Negative Consequences for Leaders: The Buffering Role of Autonomous Motivation

et al. 2022

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In a context where the amount of red tape in healthcare organizations continues to rise, head nurses’ job satisfaction is constantly under pressure. By building on the Job Demands-Resources model, we developed a theoretical model investigating the relationship between red tape and job satisfaction. By investigating the mediating role of discretionary room and the moderating role of autonomous motivation in this relationship, this study does not only aim to provide additional knowledge regarding the underlying mechanisms in this relationship, but also to increase our understanding of how this suffering at work can be mitigated. Our conditional process analyses (N = 277 head nurses) indicate that red tape undermines head nurses’ job satisfaction and that discretionary room acts as an underlying mechanism in this process. By revealing the mediating role of discretionary room, this study advances our understanding of the risks originating from red tape for leaders. Furthermore, our findings also indicate that autonomous motivation mitigates the negative relation between red tape and discretionary room and between red tape and job satisfaction. As autonomous motivation turns out to be an important protection mechanism against the negative consequences of red tape, organizations should put extra effort into stimulating the autonomous motivation of their leaders. When organizations make sure that their leaders’ job designs and work environments meet the need for autonomy, competence, and relatedness, leaders will become more autonomously motivated, which will buffer the negative impact of red tape.

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Predicting nurses' occupational commitment and turnover intention: The role of autonomous motivation and supervisor and coworker behaviours

Cited by 22 publications

References 31 publications

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

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

Healthcare workers' autonomy: testing the reciprocal relationship between job autonomy and self-leadership and moderating role of need for job autonomy

Reducing Red Tape’s Negative Consequences for Leaders: The Buffering Role of Autonomous Motivation

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