Turnover Intention Among Nurses in Nurse Managers, Directors, and Executives: Developing a Tool for Measuring Environmental Factors

2020 ◽  
pp. JNM-D-19-00013
Author(s):  
Deborah Hughes Warden ◽  
Ronda G. Hughes ◽  
Janice C. Probst ◽  
Swann Arp Adams ◽  
David N. Warden
Keyword(s):  
Turnover Intention ◽  
Intent To Leave ◽  
Nurse Managers ◽  
Nurse Retention ◽  
Staff Nurse ◽  
Workplace Relationships ◽  
Nurse Leader ◽  
Professional Vulnerability ◽  
Acute Care Facilities ◽  
Staff Nurse Retention

Background and PurposeTurnover among nurse managers, directors, and executives is associated with staff nurse retention and patient outcomes. The purpose of this article is to describe the development of an instrument to evaluate factors associated with intent to leave among these leaders within acute care facilities.MethodsThe Nurse Leader Environment Support Survey (NLESS) was developed and evaluated using exploratory factor analysis and reliability testing (Cronbach’s α). Data was obtained as part of a large nationwide electronic survey (N = 1,903).ResultsFactors converged into three major themes (organizational culture, professional vulnerability, and workplace relationships) which were consistent across all three leadership groups. Factor subscales exhibited Cronbach’s α > .7.ConclusionsThe NLESS is a useful tool in comparing reasons for turnover among nursing leadership groups. Future refinement may prove useful in identifying and clarifying foundational causes of turnover.

614 Staff Nurse Retention in a Growing Advanced Burn and Wound Clinic Through Implementing a Hiring Best Practice: Peer Interview as a Successful Change Process Managerial Approach

2020 ◽  
Vol 41 (Supplement_1) ◽  
pp. S151-S152 ◽  
Author(s):  
Kathleen M Prestifilippo ◽  
Emily Webb ◽  
Robert F Mullins ◽  
Shawn Fagan ◽  
Zaheed Hassan ◽  
...  
Keyword(s):  
Best Practice ◽  
Nurse Managers ◽  
Critical Time ◽  
Nurse Retention ◽  
Staff Nurse ◽  
Employee Morale ◽  
Healthcare Administrators ◽  
The Right ◽  
Staff Nurse Retention ◽  
The Cost

Abstract Introduction In recent decades, healthcare administrators and nurse managers have been challenged with identifying qualified candidates for patient care positions, and then to retain these personnel. The entire process of onboarding the right candidate requires time, money and resources on various levels. When the approach is from a top-down managerial style, it is not always accepted and therefore, is not always successful. Peer interviewing has been identified as a hiring best practice and can contribute to lowering the cost of recruitment, decreasing loss of time to screen and interview and contributes to higher employee morale. To distribute resources and thus save money and time, we adopted this approach to hiring during a critical time of growth and development of a large advanced burn and wound center. Methods Results Conclusions Applicability of Research to Practice Sharing best practices and outcomes with other clinicians helps foster standardization and validation of care among peers.

scholarly journals Working across Generations to Boost Staff Nurse Retention

2019 ◽  
Vol 42 (6) ◽  
pp. 395-396
Author(s):  
Amy Witkoski Stimpfel ◽  
Victoria Vaughan Dickson
Keyword(s):  
Nurse Retention ◽  
Staff Nurse ◽  
Staff Nurse Retention

Healthy Work Environments and Staff Nurse Retention

2013 ◽  
Vol 37 (4) ◽  
pp. 356-370 ◽  
Author(s):  
Nancy Blake ◽  
Linda Searle Leach ◽  
Wendy Robbins ◽  
Nancy Pike ◽  
Jack Needleman
Keyword(s):  
Nurse Retention ◽  
Work Environments ◽  
Staff Nurse ◽  
Healthy Work ◽  
Healthy Work Environments ◽  
Staff Nurse Retention

Managers' leadership and critical care nurses' intent to stay

1999 ◽  
Vol 8 (6) ◽  
pp. 361-371 ◽  
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.

Exploration of Relationships among Individual and Organizational Characteristics, Nurse Leader Fatigue, and Turnover Intention

2018 ◽  
Vol 62 (1) ◽  
pp. 627-631 ◽  
Author(s):  
Sarah Brzozowski ◽  
Jessica G. Rainbow ◽  
Barbara Pinekenstein ◽  
Élise Arsenault Knudsen ◽  
Linsey Steege
Keyword(s):  
Turnover Intention ◽  
Secondary Analysis ◽  
Chronic Fatigue ◽  
Nurse Leaders ◽  
Organizational Characteristics ◽  
Individual Factors ◽  
Significant Relationships ◽  
Nurse Leader ◽  
Different Types ◽  
Mediating Factor

Understanding nurse leader fatigue and its relationship with turnover intention is essential for maintaining a viable leadership workforce. This secondary analysis of a national survey of nurse leaders explored the relationships of organizational and individual factors with nurse leader fatigue and turnover intention. A nurse leader’s membership in individual and organizational classes is associated with differences in acute and chronic fatigue levels. There were significant relationships between acute and chronic fatigue states and turnover intention. Acute fatigue was a mediating factor between individual and organizational classes and turnover intention. Future interventions to decrease nurse leader turnover intention could be tailored for different types of organizations, individual classes and fatigue type.

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