A Ministudy of Employee Turnover in US Hospitals

Collins, Sandra; McKinnies, Richard C.; Matthews, Eric; Collins, Kevin S.

doi:10.1097/hcm.0000000000000038

Cited by 7 publications

(9 citation statements)

References 4 publications

(6 reference statements)

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“…Health care systems are also uniquely vulnerable to phishing attacks. Employee turnover at hospitals is high, 20 and there is a constant influx of new employees (eg, trainees) who may have no prior cybersecurity training, which creates a continuous stream of newly susceptible employees. Hospital systems are vulnerable due to significant end point complexity, a term used to describe the large number of IT devices that could be targeted in an attack.…”

Section: Discussionmentioning

confidence: 99%

Assessment of Employee Susceptibility to Phishing Attacks at US Health Care Institutions

et al. 2019

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Key Points Question Are employees at US health care institutions susceptible to phishing attacks? Findings In this multicenter quality improvement study, more than 2.9 million simulated emails were sent to employees at 6 hospitals, with a median click rate of 16.7%. Repeated phishing campaigns were associated with decreased odds of clicking on a subsequent phishing email. Meaning Employees at US health care institutions may be susceptible to phishing emails, which presents a major cybersecurity risk to hospitals.

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Section: Discussionmentioning

confidence: 99%

Assessment of Employee Susceptibility to Phishing Attacks at US Health Care Institutions

et al. 2019

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“…Turnover is how long an employee stays in his or her employment (Currie & Carr Hill, 2011). Employee turnover costs U.S. companies billions annually (Collins, McKinnies, Matthews, & Collins, 2015). There are two types of turnover: voluntary and involuntary.…”

Section: Nursing Turnovermentioning

confidence: 99%

“…Dawson et al, (2014) found higher workloads associated with decreased job satisfaction. High turnover relates to lower employee morale and diminished employee engagement (Collins et al, 2015). For organizations to help increase nursing job satisfaction, strategies included salaries, workload organization, and personal and career development (Buchan, 2013).…”

Section: Job Satisfactionmentioning

confidence: 99%

Leadership Strategies to Improve Nurse Retention

Colwell¹

2019

IJN

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The nursing shortage and high turnover rates are a problem in the United States. The purpose of this multiple case study was to explore leadership strategies that hospital senior nurse managers in the Rocky Mountain States use to improve nurse retention. Participants were 6 hospital senior nurse managers including 3 chief nursing officers, 1 assistant chief nursing officer, and 2 directors who had demonstrated effective leadership strategies in retention of nurses. The leadership-motivated excellence theory was the conceptual framework. Semi structured interviews with open-ended interview questions were used to collect data; organization websites and documents were used to help corroborate evidence for triangulation. Data were analyzed using Yin's data analysis method. The major themes were leadership and retention strategies. The leadership strategies were senior nurse managers guiding, coaching, and mentoring registered nurses, and the retention strategies were tools used to motivate and retain registered nurses. The results may bring about positive social change by providing hospitals with leadership strategies to retain nurses. Improved retention rates of registered nurses may enhance the competitive advantage for hospitals by improving patient satisfaction scores and improving care. This improvement may result in increased hospital reimbursements and may influence organizational commitment to improving patient outcomes.

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“…Faculty retention is relatively low, as the 10-year attrition rate of first-time assistant professors is 43 % [14]. Cost estimates for replacing one faculty member can range from $250,000 [15] to $400,000 [16] or from 32 % to 114 % of the annual salary paid to the faculty member leaving [17]. Reduction in turnover can lead to a financial benefit to the AMC.…”

mentioning

confidence: 99%

“…Indirect costs to the AMC related to turnover include loss of patient referrals, reduced teaching and research opportunities, and potentially a negative impact on the reputation of the medical center [16]. Further, high employee turnover is linked to decreased employee morale and productivity [17], which can increase indirect costs to the AMC.…”

mentioning

confidence: 99%