Both employee job satisfaction (JS) and employee work engagement (WE) have been examined as possible predictors of employees’ intention to voluntarily leave a specific job or company, known as turnover intention (TI). While the body of knowledge has grown concerning the nature of TI, there remains the unsettled question of which of the two concepts most accurately predicates TI. The high turnover rate of registered nurses (RNs) in hospitals in the U.S. presented an opportunity to examine if JS and WE predict, and to what degree, among RNs. For this quantitative correlational research probability sampling was used to identify 155 participants, all full-time registered nurses with 2 or more years of employment in New York hospitals. Data, obtained from surveys, were analyzed via multiple linear regression. The results revealed that only job satisfaction predicted turnover intention among the nurses sampled, <em>F</em> (5,154) = 12.008, <em>p</em> R<sup>2</sup> = 287.The findings indicate that leaders of healthcare organizations, might lower nurse turnover intention by focusing on improving job satisfaction. Specifically, TI may be lower by addressing the issues identified from regular job satisfaction surveys, and by a greater emphasis on creating a more satisfying workplace. A more stable RN workforce could reduce healthcare disruptions in communities.
Organizational leaders often fail to use the trust building strategies necessary for the successful implementation of virtual project teams (VPTs). Grounded in Meyerson et al.’s swift trust theory, the purpose of this qualitative single case study was to explore strategies project team leaders (PTLs) and project management office leaders in charitable nonprofit organizations leverage to effectively develop trust in VPTs. The participants were six PTLs and project management office leaders from a charitable nonprofit organization in the Washington, DC metropolitan area. Data were collected through semi structured interviews and a review of the organizational documentation. Data analysis occurred through a thematic approach. The major themes emerging from the study were trust, leadership, communication, and technology. A key recommendation is for leaders to create an environment conducive to effective communication and the right technology to facilitate the collaboration and work efforts of the team. The implications for positive social change include the potential for nonprofit organizations to effectively utilize VPTs in support of humanitarian and disaster relief projects for the benefit of people and communities around the world.
Leaders of nonprofit organizations in the United States must build workforce capabilities to meet increasing demands for services. This single-case study explored strategies nonprofit leaders used to build workforce capability to address increasing service demands. The conceptual lens for this study was the full-range leadership theory. Data were collected through semi-structured interviews with senior executives of a single nonprofit organization located in the Midwestern region of the United States, which included internal organizational and workforce performance data, strategy plans, annual reports internal and external financial documents, and publicly available information. Four major themes related to building workforce capacity emerged from a thematic analysis of the data: (1) an emphasis on employee development, (2) the expansion of technology systems, (3) a concentration on developing a culture of autonomy and trust, and (4) the introduction of processes and measurements. The findings from this study might contribute to positive social change by providing nonprofit leaders with strategies and data to support a deeper understanding of how to effectively build workforce capability to address increasing service demands.
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