Cynicism in hospital staff nurses: the effect of intention to leave and job change over time

Abstract

To attenuate cynicism, hospital leaders need to act and communicate with integrity and be cautious not to arbitrarily change the jobs of nurses with low intention to leave.

Effects of organisational restructuring of hospitals on nurses

“…Bordia, Restubog, Jimmieson, and Irmer (2011), on the other hand, found a moderate level of relationship between cynicism developing due to repeated organisational changes and quitting jobs. Mantler, Godin, Cameron, and Horsburg (2015) emphasized that cynicism can result in work alienation.…”

“…In addition, creating a healthy and safe working environment, establishing a supportive and fair climate within the organisation (Eşkin Bacaksız, Tuna, & Harmancı Seren, 2018; Koçoğlu, 2014), providing better working conditions and organising working hours are recommended (Eşkin Bacaksız et al., 2018; Volpe et al., 2014). It is emphasized that nurse managers should provide sufficient staff and resources for patient care and adopt authentic and transformational leadership approaches (Mantler et al., 2015), and all managers should receive emotional intelligence training in order to be successful in an environment that includes continuous transformation and uncertainties (Nafei, 2013). Being transparent in management, reducing managers' own cynicism, introducing and explaining changes (Volpe et al., 2014), announcing all successful practices, no matter how small (Nafei, 2013), emotional support and empathic listening of employees (Shanley, 2007), creating organisational policies and procedures based on their needs and hiring optimistic people to positively affect other employees as well (Koçoğlu, 2014) and benefiting from senior and/or respected members of the organisation at the time of change are emphasized.…”

Changes of profession, employer and work tasks in later working life: an empirical overview of staying and leaving

“…Various disciplines, such as psychology, sociology, economics and occupational health, deal with occupational changeall from their own perspective. Therefore, reviewing occupational change literature offers different understandings and operationalisation of occupational changes (Bailey and Hansson, 1995;Liljegren and Ekberg, 2008;Nouri and Parker, 2013;Mantler et al, 2015;Canivet et al, 2017;Fernet et al, 2017;Hom et al, 2017;Rubenstein et al, 2018). Three forms of occupational change may be differentiated:…”

“…Most research and most theory is about changing employers. Here, cross-sectional studies are particularly common (Allen et al, 2014), the use of samples of specific occupational groups or employees of a particular organisation (Liljegren and Ekberg, 2008;Morris, 2009;Simon et al, 2010;Jahn and Ulbricht, 2011;Reineholm et al, 2012;Nouri and Parker, 2013;Mantler et al, 2015;Fernet et al, 2017), the investigation of determinants of employer changes (Rubenstein et al, 2018) and investigations focusing on younger employees (Nouri and Parker, 2013) or explicitly excluding older workers from the sample, because diverging causes and mechanisms are assumed (Adams, 2004). Voluntary employer changes were found to have the potential to improve adverse psycho-social working conditions as well as health and work ability for the workers (Liljegren and Ekberg, 2009;Garthe and Hasselhorn, 2020).…”

“…The voluntariness is considered in a few studies on employer changes only (Allen et al, 2014). Desired changes are studied by research on job lock or stuck at work (Stengård et al, 2016) and by using indicators such as willingness or intention to change and job search (Otto et al, 2009;Simon et al, 2010;Weng and McElroy, 2012;Nouri and Parker, 2013;Mantler et al, 2015;Alcover and Topa, 2018). Whether the gap between desired and actual change is especially prominent among older workers remains open and deserves increased scientific attention.…”