Work stress and perceived organisational support on young Korean nurses’ care for COVID-19 patients

Son, Youn‐Jung; Lee, Haeyoung; Jang, Sun Joo

doi:10.1016/j.colegn.2022.05.009

Cited by 9 publications

(10 citation statements)

References 27 publications

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“…A key support strategy suggested by participants was the presence of knowledgeable, visible and proactive leaders, who could provide consistent emotional and practical guidance. This agrees with a recent study indicating that positive perceptions of organisational support motivate ECNs to continue working in a caring role (Son et al, 2022).…”

Section: Psychological Supportsupporting

confidence: 93%

“…There is scarce literature relating directly to the experiences of early career nurses. A notable exception is the study by Son et al (2022), which concluded that organisational support was essential for early career nurses to remain committed to the role and to face the challenges presented by COVID-19. The study identified an increased risk of burnout and work-related stress in younger nurses, and highlighted the benefit of support from nurse managers, senior staff and colleagues.…”

Section: Introductionmentioning

confidence: 99%

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Symptoms of post‐traumatic stress disorder in early career nurses during the COVID‐19 pandemic: A longitudinal survey study

Brook,

Duguid,

Miller

2023

Journal of Clinical Nursing

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AimTo investigate the mental well‐being of early career nurses working in the United Kingdom during the COVID‐19 pandemic, with a particular emphasis on symptoms related to post‐traumatic stress disorder.DesignA longitudinal survey study.MethodsData were acquired at three timepoints during the COVID‐19 pandemic (between May 2020 and March 2021) to determine whether symptoms of post‐traumatic stress disorder persisted over time. Quantitative measures of well‐being were supplemented with survey data on the nurses' experiences of working during the pandemic.ResultsTwenty‐seven per cent of participants suffered from persistent symptoms of post‐traumatic stress while working as nurses during the pandemic. The nurses' baseline resilience, as well as their perception of the quality of their work environment, were significant negative predictors of symptoms of post‐traumatic stress. Participants identified a range of strategies that would have helped them during the crisis, including visible, consistent and empathetic leadership, adequate training and a supportive work environment.ConclusionThe context of the pandemic has highlighted the vulnerability of the psychological well‐being of early career nurses in the workforce. Immediate implementation of some of the more simple interventions suggested in this paper would provide early career nurses with rapid support. More complex support mechanisms should be given immediate consideration, with a view to implementation in the longer term.Implications for the ProfessionThis study contributes new knowledge about the psychological well‐being of early career nurses working during the pandemic and suggests support mechanisms that will be crucial for the retention of these nurses in the profession. A measurement of resilience may be useful for determining the appropriate level of support to provide to early career nurses.Impact Early career nurses are vulnerable to attrition from the profession. This could be exacerbated if the psychological well‐being of these nurses is not being supported. Around 25% of early career nurses suffered from persistent symptoms of post‐traumatic stress disorder while working as nurses during the height of the pandemic, which is a novel finding compared to other longitudinal studies. Understanding the psychological well‐being of early career nurses working during a crisis period (such as a pandemic) equips nurse managers with appropriate strategies to improve nurses' emotional health and to enhance their retention within the workforce. The current findings may be of interest to clinical practitioners who have responsibility for the retention of nursing staff. No patient or public contribution.One of the authors is a statistician.

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Section: Psychological Supportsupporting

confidence: 93%

Section: Introductionmentioning

confidence: 99%

Symptoms of post‐traumatic stress disorder in early career nurses during the COVID‐19 pandemic: A longitudinal survey study

Brook,

Duguid,

Miller

2023

Journal of Clinical Nursing

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“…It can be argued that a sufficient number of nurses and a high level of quality of care are important for us to cope with demographic changes. However, the number of nurses is in a continuous shortage due to various reasons, such as the COVID-19 epidemic [ 7 ]. Therefore, how to solve the shortage of nurses has become a hot research topic among scholars.…”

Section: Introductionmentioning

confidence: 99%

The impact of perceived organizational justice on young nurses’ job performance: a chain mediating role of organizational climate and job embeddedness

Song,

Shi,

Zheng

et al. 2024

BMC Nurs

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Background The level of nurses’ job performance has always been of great concern, which not only represents the level of nursing service quality but is also closely related to patients’ treatment and prognosis. The aim of this study was to analyze the relationship between perceived organizational justice and job performance and to explore the mediating role of organizational climate and job embeddedness among young Chinese nurses. Methods A cross-sectional survey of 1136 young nurses was conducted between March and May 2023 using convenience sampling. Data were collected using the Job Performance Scale, Organizational Justice Assessment Scale, Nursing Organizational Climate Scale, and Job Embeddedness Scale, and the resulting data were analyzed using SPSS 25.0 and AMOS 26.0. Results There was a significant positive correlation between job performance and perceived organizational justice (r = 0.477, p < 0.01), organizational climate (r = 0.500, p < 0.01), and job embeddedness (r = 0.476, p < 0.01). Organizational climate and job embeddedness acted as chain mediators between perceived organizational justice and job performance. The total effect of perceived organizational justice on job performance (β = 0.513) consisted of a direct effect (β = 0.311) as well as an indirect effect (β = 0.202) mediated through organizational climate and job embeddedness, with the mediating effect accounting for 39.38% of the total effect. Conclusions Organizational climate and job embeddedness play a chain mediating role between perceived organizational justice and job performance, so hospital managers should pay attention to the level of perceived organizational justice among young nurses, and develop a series of targeted measures to improve their job performance using organizational climate and job embeddedness as entry points.

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“…This perception causes stress which has an impact on their innovative output (Karani et al, 2021) as well as their turnover intention (Huang et al, 2018;. To meet the demands, and support the employees to overcome the negative effects of stress, the organisations need to provide the needed support to reduce stress (Youn-Jung et al, 2022) and this will result in positive work attitude like engagement (Canboy et al, 2021), cause innovative behavior and cope with other challenges. However, where employees perceive there has been a breach of psychological contract it can lead to stress, which in turn reduce the engagement of the employees, their innovative output and turnover intention.…”

Section: Introductionmentioning

confidence: 99%

Psychological Contract Breach, Stress and Employee Engagement During and After COVID-19: The Role of Inclusive Leadership

Parku

Obuobisa‐Darko

Asiedu

2023

Journal of Business, Management, and Social Studies

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This study extends both Social Exchange Theory and the Job Demands –Resources model by examining the connection between psychological contract breach, job stress and employee engagement in relation to the role inclusive leadership plays. Using a quantitative approach, data was gathered from two hundred and two (202) respondents, selected using convenience sampling technique. Data gathered was analysed using SPSS version 26 and SmartPLS 4. Results showed that Job Stress had a negative statistically significant impact on Inclusive Leadership Employee Engagement, Innovative Output and Turnover Intent. Inclusive Leadership Psychological Contract Breach had a positive significant relationship with Innovative Output but a negative relationship with Job Stress. The study also found out that Job Stress mediates the relationship between Inclusive Leadership Psychological Contract Breach and Inclusive Leadership Employee Engagement. The study contributes to clarifying and extend the social exchange theory (SET) by unravelling how the inclusive leader operates on respect, recognition, responsiveness and responsibility, in the reciprocal relationship between himself and their subordinates. Additionally, the study identifies the relationship between psychological contract breach, job stress and employee engagement in a developing country after the COVID-19 pandemic.

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Work stress and perceived organisational support on young Korean nurses’ care for COVID-19 patients

Cited by 9 publications

References 27 publications

Symptoms of post‐traumatic stress disorder in early career nurses during the COVID‐19 pandemic: A longitudinal survey study

Symptoms of post‐traumatic stress disorder in early career nurses during the COVID‐19 pandemic: A longitudinal survey study

The impact of perceived organizational justice on young nurses’ job performance: a chain mediating role of organizational climate and job embeddedness

Psychological Contract Breach, Stress and Employee Engagement During and After COVID-19: The Role of Inclusive Leadership

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