Job Satisfaction, Intent To Stay, and Recommended Job Improvements: The Palliative Nursing Assistant Speaks

Background: Hospitals are experiencing an estimated 16.5% turnover rate of registered nurses costing from $44,380 - $63,400 per nurse—an estimated $4.21 to $6.02 million financial loss annually for hospitals in the United States of America. Attrition of all nurses is costly. Most past research has focused on the new graduate nurse with little focus on the mid-career nurse. Attrition of mid-career nurses is a loss for the profession now and into the future. Research objective: The purpose of the study was to explore relationships of professional values orientation, career development, job satisfaction, and intent to stay in recently hired mid-career and early-career nurses in a large hospital system. Research design: A descriptive correlational study of personal and professional factors on job satisfaction and retention was conducted. Participants and research context: A convenience sample of nurses from a mid-sized hospital in a metropolitan area in the Southwestern United States was recruited via in-house email. Sixty-seven nurses met the eligibility criteria and completed survey documents. Ethical considerations: Institutional Review Board approval was obtained from both the university and hospital system. Findings: Findings indicated a strong correlation between professional values and career development and that both job satisfaction and career development correlated positively with retention. Discussion: Newly hired mid-career nurses scored higher on job satisfaction and planned to remain in their jobs. This is important because their expertise and leadership are necessary to sustain the profession into the future. Conclusion: Nurse managers should be aware that when nurses perceive value conflicts, retention might be adversely affected. The practice environment stimulates nurses to consider whether to remain on the job or look for other opportunities.

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Antecedents of Nursing Faculty Organizational Commitment: Exploring Job Satisfaction

Journal of Education Human Resources ◽

10.3138/jehr-2020-0022 ◽

2021 ◽

pp. e20200022

Author(s):

Eric Richardson ◽

Jean Gordon ◽

William Ritchie ◽

Sara Golden

Keyword(s):

Job Satisfaction ◽

Organizational Commitment ◽

Nursing Faculty ◽

Intent To Stay ◽

Educational Programs ◽

Operating Conditions ◽

Faculty Retention ◽

Affective Organizational Commitment

Nursing faculty retention is critical, as faculty retention directly impacts educational programs that produce future nurses poised to meet employment demand. The topics of job satisfaction and commitment are of continued interest as researchers examine factors that affect nursing faculty's intent to stay. Thus, this research focused on job satisfaction that potentially impacts the level of affective organizational commitment among nursing faculty. Regression results revealed that the supervisor, promotion, nature of work, and satisfaction with coworkers were positively related to affective organizational commitment, while nursing pay, benefits, and operating conditions revealed no statistically significant results.

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Workplace environment, employee satisfaction and intent to stay

International Journal of Contemporary Hospitality Management ◽

10.1108/ijchm-04-2017-0230 ◽

2019 ◽

Vol 31 (1) ◽

pp. 268-284 ◽

Cited By ~ 7

Author(s):

Deepak Bangwal ◽

Prakash Tiwari

Keyword(s):

Job Satisfaction ◽

Employee Satisfaction ◽

Structural Equation ◽

Hospitality Industry ◽

Hotel Industry ◽

Intent To Stay ◽

Equation Modeling ◽

Workplace Design ◽

Design Features ◽

Content Type

PurposeThe hotel industry suffers from retaining its employees, and to retain their employees is a big challenge to the hotel industry. So, the purpose of this study is to examine the causal relationship between workplace design features of hospitality industry with employee job satisfaction and their intent to stay through empirical validation.Design/methodology/approachAs per the objective of the study, three hypotheses were proposed based on a comprehensive literature review on workplace design features of the hospitality industry. The proposed relationships were examined by using structural equation modeling approach with AMOS 18 as prescribed by Hair et al. (1998).FindingsSignificant evidence was found in favor of proposed hypotheses. The result of hypothesis testing showed workplace design features of hospitality industry to positively influence employee’s intent to stay through job satisfaction.Originality/valueWhile the employee satisfaction and commitment has been a significant research topic for more than decades, barely any research has been conducted that focuses specifically on workplace design features of a hospitality industry. This study tries to make a link between workplace design with the employee intent to stay through employee satisfaction. These links are rare from an Indian perspective.

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The relationship between servant leadership of principals and beginning teacher job satisfaction and intent to stay

10.32469/10355/14981 ◽

2012 ◽

Author(s):

Randy D. Caffey

Keyword(s):

Job Satisfaction ◽

Servant Leadership ◽

Intent To Stay ◽

Beginning Teacher ◽

Teacher Job Satisfaction ◽

The Relationship

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Managers' leadership and critical care nurses' intent to stay

American Journal of Critical Care ◽

10.4037/ajcc1999.8.6.361 ◽

1999 ◽

Vol 8 (6) ◽

pp. 361-371 ◽

Cited By ~ 128

Author(s):

DK Boyle ◽

MJ Bott ◽

HE Hansen ◽

CQ Woods ◽

RL Taunton

Keyword(s):

Job Satisfaction ◽

Critical Care ◽

Nurse Managers ◽

Intent To Stay ◽

Reliability And Validity ◽

Group Cohesion ◽

Critical Care Nurses ◽

Staff Nurse ◽

Power And Influence ◽

Instrumental Communication

BACKGROUND: Cyclical fluctuations in turnover of critical care nurses are a large and complex problem. Managers' leadership characteristics may be a determinant of critical care nurses' intent to stay in the job. OBJECTIVE: To examine the direct and indirect effects of nurse-managers' characteristics of power, influence, and leadership style on critical care nurses' intent to stay in the nurses' employment positions. METHODS: The sample was 255 staff nurses in intensive care units at 4 urban hospitals. Established instruments with sound reliability and validity were used to assess the predictor, intervening, and outcome variables. Path analysis was used to examine the relationships in a conceptual model of intent to stay. RESULTS: The model explained 52% of the variance in intent to stay, and managers' characteristics were significant at each stage. Managers' position power and influence over work coordination had a direct link to intent to stay; structuring expectations and consideration contributed indirectly through the variables of instrumental communication, autonomy, and group cohesion. Instrumental communication, autonomy, and group cohesion decreased job stress and thus increased job satisfaction. Job satisfaction was directly linked with intent to stay. CONCLUSIONS: Inclusion of nurse-managers' characteristics explained more variance in intent to stay than did previous models. Managers with leadership styles that seek and value contributions from staff, promote a climate in which information is shared effectively, promote decision making at the staff nurse level, exert position power, and influence coordination of work to provide a milieu that maintains a stable cadre of nurses.

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