Should I stay or should I go? Nurses’ wishes to leave nursing homes and home nursing

Bratt, Christopher; Gautun, Heidi

doi:10.1111/jonm.12639

Cited by 50 publications

(59 citation statements)

References 39 publications

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“…Compared to hospitals, which have many available qualified mentors, not all nursing homes are able to offer a mentor for each mentee. Also, the turnover rate of nurses in nursing homes is higher than in hospitals, leading to the possibility that some mentors in nursing homes may leave during a mentorship programme intervention (Bratt & Gautun, ). Moreover, there is a relatively sound management and training system for mentors and mentees in hospitals, while mentors in nursing homes may not have the same learning opportunities to improve their capabilities, due to limited institutional funding for staff development (Ko, Wagner, & Spetz, ).…”

Section: Discussionmentioning

confidence: 99%

Nursing home staff experiences of implementing mentorship programmes: A systematic review and qualitative meta‐synthesis

et al. 2020

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Aim To determine nursing home staff experiences in mentorship programmes, and staff perceptions of the enablers and barriers to implement mentorship programmes. Background Mentorship programmes are perceived as playing an important role in improving the quality of care in nursing homes. However, little is known about research evidence across the global about staff's experiences in the programmes. Methods A search for studies published from the earliest available date to April 2019 was undertaken. Two reviewers performed data extraction and an appraisal of eight studies using tools from the Joanna Briggs Institute. A pragmatic meta‐aggregative approach was applied to synthesise the findings. The qualitative research that was included was analysed to identify 63 findings that were organised into 12 categories and combined into three syntheses. Results The implementation of effective mentorship programmes is influenced by three factors: mentor capability, opportunity in the mentorship programmes, and motivation in the mentorship programmes. Conclusions There are a number of studies of nursing home staff experiences of mentorship programmes. However, systematic reviews that synthesise findings in this field are lacking. It is crucial to tailor the programme design to suit each unique nursing home care setting. We identified barriers and enablers, and learned that no barriers are insurmountable. Implications for Nursing Management Findings will inform nurse managers of an ideal environment for the implementation of a successful mentorship programme. Nursing homes need to establish and sustain mentorship programmes to help improve workforce capacity in delivering high‐quality care for residents.

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Section: Discussionmentioning

confidence: 99%

Nursing home staff experiences of implementing mentorship programmes: A systematic review and qualitative meta‐synthesis

et al. 2020

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“…However, they are capable to use their expertize to remain productive and maintain emotional well‐being. Furthermore, older nurses also have greater organisational commitment and less intention to leave their jobs than their younger counterparts (Ang et al, ; Bratt & Gautun, ; Letvak et al, ).…”

Section: Introductionmentioning

confidence: 99%

Differences in determinants of intention to stay and retention between younger and older nursing assistants in long‐term care facilities: A longitudinal perspective

Chao

2020

J Nurs Manag

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Aims This study examines differences in the determinants of intention to stay (Time 1) and actual retention behaviour at follow‐up (Time 2) between younger and older nursing assistants in long‐term care facilities. Background The shortage of nursing assistants in long‐term care is increasing, and the nursing assistant workforce is also ageing. Methods Data were obtained from a stratified equal probability sample of 595 nursing assistants from 137 institutions over a two‐year period in Taiwan. Multilevel modelling was utilized for analyses. Results High organisational support and low burnout were associated with high intention to stay at Time 1 for both older and younger nursing assistants. However, the retention of older nursing assistants at Time 2 was more strongly influenced by high work latitude, the use of an optimization strategy and less burnout at Time 1, while the retention of younger nursing assistants at Time 2 was more likely to be affected by personal factors such as gender and marital status at Time 1. Conclusion Organisational factors, the use of selection, optimization, compensation strategies, and burnout were more strongly associated with retention of older nursing assistants than of younger nursing assistants. Implications for Nursing Management Nursing assistant managers should recognize the needs of nursing assistants vary by age and stage of life. Retention programs that are designed to account for age differences will be more effective at retaining nursing assistants.

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“…In fact, these organizations increasingly need to focus on ways to enhance their employees' job satisfaction, which can be defined as “ a global feeling about the job or as a related constellation of attitudes about various aspects or facets of the job” (Lu et al, 2005, p. 212). Healthcare professionals' job satisfaction has been shown to be a core factor in achieving high quality of service delivery (Lu et al, 2005; Bratt and Gautun, 2018).…”

Section: Introductionmentioning

confidence: 99%

Live to Work or Work to Live? An Age-Moderated Mediation Model on the Simultaneous Mechanisms Prompted by Workaholism Among Healthcare Professionals

et al. 2019

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The “aging population” implies an increased proportion of older professionals and a growing demand for healthcare services. Healthcare professionals are often highly committed to their work which can be reflected in high levels of workaholism, being a double-edged sword that can prompt both positive and negative mechanisms, differently affecting younger and older healthcare workers. The present study aims to gain insights into the relationships between healthcare professionals' age, workaholism and job satisfaction, by estimating the sequential mediating roles of workload perceptions and emotional exhaustion. We used original survey data, including information on 750 healthcare professionals. Overall, the negative relationship between workaholism and job satisfaction was shown to be sequentially (and partially) mediated by workload perceptions and emotional exhaustion. Multi-Group SEM analyses revealed differences across three age groups (under 35; between 35 and 50; over 50). Only in the two younger age groups, we found a direct and positive relationship between workaholism and job satisfaction. In all age groups, we found the negative relationship between workaholism and job satisfaction to be sequentially (and partially) mediated by workload perceptions and emotional exhaustion. The indirect effects were relatively stronger in the younger age group. Workaholism can prompt both a “gain spiral” and “a loss spiral” among healthcare professionals. The first reflects workaholism to function as a job resource fostering job satisfaction (only for the two younger age groups). The second reflects workaholism to function as a job demand reducing job satisfaction. This mechanism was shown to be stronger with an increasing age.

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Should I stay or should I go? Nurses’ wishes to leave nursing homes and home nursing

Cited by 50 publications

References 39 publications

Nursing home staff experiences of implementing mentorship programmes: A systematic review and qualitative meta‐synthesis

Nursing home staff experiences of implementing mentorship programmes: A systematic review and qualitative meta‐synthesis

Differences in determinants of intention to stay and retention between younger and older nursing assistants in long‐term care facilities: A longitudinal perspective

Live to Work or Work to Live? An Age-Moderated Mediation Model on the Simultaneous Mechanisms Prompted by Workaholism Among Healthcare Professionals

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