Predicting workplace loneliness in the nursing profession

Abstract

Aim:This study examined a model investigating how social interaction variables (leader-member exchange (interactions between managers and nurses), trust, and communication frequency) and work meaningfulness influence nurses' experiences of workplace loneliness. Background:As workplace loneliness can result in lower job satisfaction and a decrease in workers' health, understanding the contributing factors to loneliness at work is important. Method:In this cross-sectional study, Turkish nurses (N = 864) completed self-report scales measuring social exchange between leaders and members, trust in leaders, communication frequency, work meaningfulness, and loneliness. To avoid fatigue and method variance influence, scales were completed over two testing times (separated by a month). Results:Workplace loneliness was associated with less social interaction with leaders (lower leader-member exchange and frequency of communication), less trust in leaders, and lower reports of meaningful work. Conclusion:The results suggest that workplace loneliness can be reduced when managers exchange more information and communicate more frequently with their nurses. Workplace loneliness is also reduced when nurses trust their leaders and find their work meaningful. Implications for Nursing Management:Managers supervising nurses need to be aware that workplace loneliness occurs and that their interactions and relationships with the nurses will have an impact on experienced workplace loneliness. K E Y W O R D S communication frequency, LMSX, nurses, trust in leader, Turkey, work meaningfulness, workplace loneliness | 711 ARSLAN et AL.

Community Nurse-Paramedics' Sphere of Practice in Primary Care; an ethnographic study

“…It is more potent if the employee feels that the work is without meaning. (39,40). In our study, the CNPs pointed out that before, in the ambulance unit, there was always another person to share thoughts and decisions.…”

“…Now the distances between the patients could be very long, and the visits can keep the CNP on the road all shift without seeing any other coworkers during the day. One rewarding and personally relevant and emotionally salient solution has been that the team-leaders meet the team members frequently (40) and actively share feedback keeping the members engaged in their integrated teams (41). However, paramedics have stated that they rarely received feedback from patient interactions (42).…”

The Transition from Clinician to Manager: The Paramedic Experience

“…Isolation and loneliness in the workplace lead to negative effects on work performance (16). A study conducted in a Turkish healthcare institution found that loneliness at work had a considerable effect on work alienation and increased workplace stress (17). This issue does not seem to be insulated to paramedics who transition to managers, as the nursing profession experience the same obstacle (18).…”

Work satisfaction among neuroradiology staff after receiving follow up reports of thrombectomy stroke patients

“…Steger and colleagues reported data confirming the scale’s validity and showed a high level of internal consistency with an alpha coefficient of 0.93 [ 15 ]. The instrument has been used in numerous previous studies of health-care employees [ 16 – 18 ]. Furthermore, we applied the 5-item Job Satisfaction Scale by Judge et al Internal consistency of this scale has been proven high with Cronbach’s alpha of 0.8 and higher [ 19 , 20 ].…”