The Effect of Empowerment on Nursing Performance, Job Satisfaction, Organizational Commitment, and Turnover Intention in Hospital Nurses

Abstract

Purpose: The purpose of this study was to explore the effect of empowerment on nursing performance, job satisfaction, organizational commitment and turnover intention in hospital nurses. Method: The subjects were 345 nurses at a general hospital in D city. Data were collected by structured questionnaire from January 10 to February 15, 2009. Data were analyzed by using descriptive statistics, ANOVA, Scheffe's test, and Pearson correlation coefficient, multiple regression by SPSS win 17.0 program. Results: The mean scores were 3.60(±.43) of empowerment, 3.80(±.38) of nursing performance, 3.49(±.55) of job satisfaction, 4.70(±.74) of organizational commitment, and 2.34(±.84) of turnover intention. Empowerment was correlated with nursing performance, job satisfaction, and organizational commitment positively, but correlated with turnover intention negatively. As a result of multiple regression, empowerment has 34.3% of the explanatory power on nursing performance, 24.0% on job satisfaction, 30.7% on organizational commitment, and 15.6% on turnover intention. Conclusion: Empowerment was a critical variable affecting nursing job performance, job satisfaction, organizational commitment, and turnover. Also, if various variable -active and adequate child-care support system, provided conditions continue to study, and adequate and appropriate compensation for nursing performance -affecting empowerment are managed, nurses' empowerment level will rise at the same time.

The Huddling Programme: effects on empowerment, organisational commitment and ego‐resilience in clinical nurses – a randomised trial

“…Although the primary goal of developing the huddling programme in this study was to promote empowerment in nurses, this finding indicates that empowerment plays an important role in organisational commitment and turnover intention. This is also consistent with Oh and Chung () showing that the empowerment of clinical nurses affected their organisational commitment positively but turnover intention negatively, and with Chang et al . () showing that the empowerment related to the job satisfaction of community‐health nurses affected their organisational commitment.…”

“…These internal conflicts of nurses related to the affective commitment to the organisation, which is one of three components of organisational commitment; for example, one of the responses in the study of Kim and Park () was “I can't make up my mind to leave this workplace because my boss cares about me.” These findings also indicate that a good interpersonal relationship will play an important role in preventing turnover intention or actual turnover. Another study of turnover intention in Korea, performed by Oh and Chung (), found negative correlations of empowerment and organisational commitment with turnover intention. This means that reducing nurse turnover intention requires preventive measures that promote empowerment and organisational commitment among nurses in Korea.…”

Roles of Empowerment and Emotional Intelligence in the Relationship between Job Embeddedness and Turnover Intension among General Hospital Nurses

“…트도 이직의도에 부적 상관관계가 있음 이 확인되었 (-) [6,15] 다 한편 임파워먼트와 감성지능은 직무배태성과 이직의도와 . , 의 관계에서 조절효과가 확인 되었다 즉 같은 직무배태 [6,12] .…”

Effect of empowerment and compensation on performance of honorary employees mediated by organizational commitments

“…In addition, organizational commitment also influences the efforts of more employees (Kim & Brymer, 2011), so organizations need to continually strive to increase employee commitment (Khanin, 2013) because this aspect can help reduce the tendency of employees to leave the organization (Nouri & Parker, 2013;Tse et al, 2013) and positively affect overall performance (Ali et al, 2010). In addition to organizational commitment it is known to be closely related to the quality of performance (Fu & Deshpande, 2014), empowerment of organizational membership behavior (Huang et al, 2012;Oh & Chung, 2011), quality of performance (Imran et al, 2014) and employee performance (Ali et al, 2010). This also leads to the organizational commitment that leads to the extra effort which ultimately affects competitive performance (Kim & Brymer, 2011).…”