Cultural and Generational Considerations in RN Retention

Abstract

OBJECTIVE The aim of this study was to identify evolving cultural and generational factors influencing nurse retention. BACKGROUND Multigenerational/culturally diverse workforces challenge the nurse leader's understanding of nurse satisfaction. METHODS A survey was designed to identify the RN's career intentions, desired leadership traits, and practice environment appraisal. RESULTS While generally satisfied with their current position, generational differences in the average number of years nurses intend to stay at their current employer exist with Millennials anticipating staying 3.03 years; Generation X, 5.83 years; and Boomers, 8.25 years. Perceived inability to meet patient needs, which varied by generation, was significantly related to nurse satisfaction (P < .01). Factors identified by the nurses that may improve retention, regardless of generation, were pay, staffing, and nursing leadership support. Preferred leader traits varied by generation and ethnicity. Hispanic nurses value hardworking, honest leaders, whereas non-Hispanic nurses value dependability. CONCLUSION Nurse leaders must individualize efforts to retain an ethnically diverse and multigenerational nursing workforce.

Exploring job satisfaction and workplace engagement in millennial nurses

“…Millennials expressed that supportive leadership helped them to feel positive about their work and grow in their professional role. Previous findings are similar to those in this study, citing that support from nurse leaders was closely tied to job satisfaction and retention of millennials (Andrews, 2013; Dols, Chargualaf, & Martinez, 2019; Faller & Gogek, 2019; Gordon, 2017).…”

Generational preferences in the nursing work environment: A dimensional concept analysis

“…Two studies reported Baby Boomer nurses find autonomy important to their nursing practice (Gordon, 2017; Lipscomb, 2010). For managers/leadership, Baby Boomers preferred leaders who were supportive, professional (Wieck et al, 2010), trustworthy (Dols, Chargualaf, & Martinez, 2019; Wieck et al, 2010) and empowering, had integrity and had ‘good reasoning skills’ (Dols et al, 2019, p. 205). Gordon (2017) reports that all generations, including Baby Boomers, prefer senior leadership at a hospital to have a background in medicine or nursing rather than business.…”

“…Autonomy (Dols et al, 2010; Gordon, 2017; Lipscomb, 2010), number of tasks (Gordon, 2017) and communication (Whitmer et al, 2009) were all reported values of Generation X. Generation Xers want a manager who is supportive, a team player and dependable (Wieck et al, 2010), can reason well, is trustworthy, has integrity and serves as a mentor (Dols et al, 2019). They also have a favourable opinion of senior leadership having a background in medicine or nursing (Gordon, 2017).…”

“…Millennials have high expectations for their managers and leaders to give them personal attention (Dols et al, 2010). Millennials prefer their managers to be a team player, supportive (Wieck et al, 2010), dependable (Dols et al, 2019; Wieck et al, 2010), clinically competent, empowering, ‘dedicated, motivated, understanding, and nonjudgmental’ (Dols et al, 2019, p. 205). They also see value in the senior leadership having medical or nursing backgrounds (Gordon, 2017).…”

Special Issue: Workforce

“…Recruitment and retention of registered nurses in all health care organizations is cited as the greatest challenge threatening patient care (Dols, Chargualaf, & Martinez, 2019). While this involves the retirement of “baby boomers,” there is also another area of attrition.…”