Music therapists’ job demands, job autonomy, social support, and their relationship with burnout and turnover intention

2016 ◽  
Vol 51 ◽  
pp. 17-23 ◽  
Author(s):  
Youngshin Kim
Keyword(s):  
Social Support ◽  
Turnover Intention ◽  
Job Demands ◽  
Job Autonomy ◽  
Music Therapists

scholarly journals Impact of Job Demands and Resources on Nurses’ Burnout and Occupational Turnover Intention Towards an Age-Moderated Mediation Model for the Nursing Profession

2019 ◽  
Vol 16 (11) ◽  
pp. 2011 ◽  
Author(s):  
Beatrice Van der Heijden ◽  
Christine Brown Mahoney ◽  
Yingzi Xu
Keyword(s):  
Social Support ◽  
Turnover Intention ◽  
Job Demands ◽  
Meaning Of Work ◽  
Family Work ◽  
Perceived Effort ◽  
Work Conflict ◽  
Developmental Opportunities ◽  
Family Work Conflict

This longitudinal study among Registered Nurses has four purposes: (1) to investigate whether emotional, quantitative and physical demands, and family-work conflict have a negative impact on nurses’ perceived effort; (2) to investigate whether quality of leadership, developmental opportunities, and social support from supervisors and colleagues have a positive impact on meaning of work; (3) to investigate whether burnout from the combined impact of perceived effort and meaning of work mediates the relationship with occupational turnover intention; and (4) whether the relationships in our overall hypothesized framework are moderated by age (nurses categorized under 40 years versus ≥ 40 years old). In line with our expectations, emotional, quantitative, and physical demands, plus family-work conflict appeared to increase levels of perceived effort. Quality of leadership, developmental opportunities, and social support from supervisors and colleagues increased the meaning of work levels. In addition, increased perceived stress resulted in higher burnout levels, while increased meaning of work resulted in decreased burnout levels. Finally, higher burnout levels appeared to lead to a higher occupational turnover intention. Obviously, a nursing workforce that is in good physical and psychological condition is only conceivable when health care managers protect the employability of their nursing staff, and when there is a dual responsibility for a sustainable workforce. Additionally, thorough attention for the character of job demands and job resources according to nurses’ age category is necessary in creating meaningful management interventions.

Job Autonomy Buffers the Impact of Work–Life Conflict on Organizational Outcomes

2014 ◽  
Vol 73 (2) ◽  
pp. 77-86 ◽  
Author(s):  
Rebecca Brauchli ◽  
Georg F. Bauer ◽  
Oliver Hämmig
Keyword(s):  
Job Satisfaction ◽  
Organizational Commitment ◽  
Turnover Intention ◽  
Job Demands ◽  
Organizational Outcomes ◽  
Total Sample ◽  
Work Life ◽  
Job Autonomy ◽  
The Impact ◽  
Work Life Conflict

This study first examines domain-specific antecedents of work–life conflict (i.e., job demands and home demands); second, it investigates turnover intention, job satisfaction, and organizational commitment as outcomes of work–life conflict relevant to organizations; and, finally, it studies the role of job autonomy as a buffer between work–life conflict and these organizational outcomes. Data were collected from four large organizations with a total sample of 6,091 employees. High time-related job demands were found to be a major antecedent of work-to-life conflict (WLC), while home demands predicted life-to-work conflict (LWC). Moreover, our analyses showed that WLC, but not LWC, predicts turnover intention, job satisfaction, and organizational commitment. In addition, the results suggest that job autonomy is a buffer associated with WLC and organizational outcomes, since all two-way interactions were significant, but not with LWC, since the respective interactions were not significant.

PENGGUNAAN ANALISIS REGRESI LOGISTIK UNTUK MENCARI PROBABILITAS TURNOVER INTENTION BESERTA FAKTOR-FAKTOR YANG MEMPENGARUHINYA

2011 ◽  
Vol 3 (01) ◽  
Author(s):  
Juli maya Sari
Keyword(s):  
Social Support ◽  
Job Satisfaction ◽  
Turnover Intention ◽  
Work Social Support

Turnover Intention (intensitas perpindahan) adalah keinginan berpindah karyawan dari satu tempat kerja ketempat kerja lainnya. Hanya keinginan untuk pindah, belum sampai realisasi untuk melakukan perpindahan. Turnover merupakan kejadian yang wajar dalam setiap perusahaan. Namun jika penggantian karyawan ini karena faktor produktifitas, maka dapat diantisipasi oleh perusahaan melalui penyiapan kader-kader untuk menggantikan. Jika penggantian karyawan tidak berkaitan dengan implementasi program kerja yang telah ditetapkan, maka hal ini akan sangat menyulitkan perusahaan. Pada penelitian ini ingin mengetahui karakteristik karyawan setrta mengetahui variabel yang berpengaruh terhadap Turnover Intention melalui analisis korespondensi. Setelah diperoleh variabel berpengaruh selanjutnya digunakan untuk mencari model regresi logistik ordinal. Dari model regresi logistik selanjutnya digunakan untuk mencari besarnya probabilitas Turnover Intention karyawan. Dimana Turnover Intention dipengaruhi oleh Job satisfaction of work, Social support, sedangkan untuk Job satisfaction dipengaruhi oleh Quality of supervisior, dan compensation. Hasil pengolahan diketahui bahwa variabel yang berpengaruh adalah Job satisfaction katagori puas dan Social support katagori puas. Probabilitas Turnover Intention level tinggi dan level rendah hampir sama yaitu sebesar 0.119 dan 0,118. Sebagian besar probabilitas Turnover Intention berada pada level sedang yaitu sebesar 0,763. Kondisi tersebut perlu mendapat perhatian dari perusahaan agar karyawan yang berada pada probabilitas Turnover Intention level sedang dapat beralih menjadi level rendah dengan cara meningkatkan kepuasan kerja dan dukungan sosial pada diri karyawannya.

scholarly journals Current status and related factors of turnover intention of primary medical staff in Anhui Province, China: a cross-sectional study

2021 ◽  
Vol 19 (1) ◽  
Author(s):  
Guimei Chen ◽  
Lingzhi Sang ◽  
Jian Rong ◽  
Huosheng Yan ◽  
Hongzhang Liu ◽  
...  
Keyword(s):  
Social Support ◽  
Human Resources ◽  
Turnover Intention ◽  
Medical Staff ◽  
Psychological Capital ◽  
Pearson Correlation ◽  
Job Burnout ◽  
Current Status ◽  
Capital Social ◽  
Related Factors

Abstract Background The shortage of primary medical staff is an important issue in the management of health human resources, and it is also a problem that all countries in the world need to face together. Since 2009, China has implemented a new series of medical system reforms and the shortage and loss of primary medical staff have been alleviated accordingly. However, China has a large population and it is difficult to distribute health human resources evenly across regions. This study aimed to explore the current status of turnover intention and its relationship with psychological capital, social support, and job burnout, as well as how these factors influence turnover intention of primary medical staff in Anhui province, China. Methods Using structured questionnaires to collect data, including demographic characteristics, turnover intention, psychological capital, social support, and Chinese Maslach Burnout Inventory scale. A total of 1152 primary medical workers of Anhui were investigated. Data were analyzed by t-test, analysis of variance (ANOVA), Pearson correlation analysis, and multiple linear regression model. Results Total scores of turnover intention, psychological capital, social support, and job burnout of subjects were 14.15 ± 4.35, 100.09 ± 15.98, 64.93 ± 13.23 and 41.07 ± 9.437, respectively. Multiple linear regression showed the related factors of turnover intention were age, job position, work unit, and scores of job burnout. Pearson correlation showed psychological capital and social support were negatively correlated with turnover intention, while the score of job burnout was positively correlated with turnover intention. Conclusion The improvement of psychological capital and social support and the reduction of job burnout may play an important role in reducing turnover intention of primary medical staff. Primary medical managers should strengthen the humanistic care for primary medical staff, optimize the incentive mechanism, and improve internal management of medical institutions for stability.

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