Abstract:Employee burnout and work engagement play an important role in transmitting the impacts of job demands, job resources, personal demands and personal resources into RN intention to leave the organization and profession. Work-life interference and high workloads are major threats to nursing retention while challenge demands and higher levels of self-efficacy support better retention.
“…Furthermore, burnout could affect nurses' career advancement. Previous studies suggested that burnout was associated with decreased nurses' job satisfaction and higher odds of intension to leave (Liu, While, Li, & Ye, ; Moloney et al, ). These negative aspects of job burnout might have implications for nurses' QoWL.…”
Aim
To explore the relationship between job burnout and quality of working life, and identify influencing factors of nurses' quality of working life.
Background
Understanding the influencing factors of quality of working life is important to improve nursing retention strategies. Job burnout can negatively influence work efficiency and quality of work. However, studies examining the association between the two remain limited.
Methods
The cross‐sectional survey of 2,504 nurses was performed in Eastern China. Nurses were invited to complete self‐report questionnaires online. The collected data were analysed using Pearson's correlation and multiple regression.
Results
About 64.0% of nurses experienced job burnout, and their quality of working life was at a moderate level. Job burnout, hospital level, age, income, night shift and patient‐to‐nurse ratio were significant factors of quality of working life.
Conclusion
Job burnout has a negative effect on nurses' quality of working life. Some demographic and work‐related factors should be considered when developing interventions to improve nurses' quality of working life.
Implications for Nursing Management
Hospital and nurses managers should develop strategies to reduce nurses' job burnout and enhance their quality of working life, such as optimum nurse staffing, offer reasonable pecuniary compensation and establish an appropriate shift work schedule.
“…Furthermore, burnout could affect nurses' career advancement. Previous studies suggested that burnout was associated with decreased nurses' job satisfaction and higher odds of intension to leave (Liu, While, Li, & Ye, ; Moloney et al, ). These negative aspects of job burnout might have implications for nurses' QoWL.…”
Aim
To explore the relationship between job burnout and quality of working life, and identify influencing factors of nurses' quality of working life.
Background
Understanding the influencing factors of quality of working life is important to improve nursing retention strategies. Job burnout can negatively influence work efficiency and quality of work. However, studies examining the association between the two remain limited.
Methods
The cross‐sectional survey of 2,504 nurses was performed in Eastern China. Nurses were invited to complete self‐report questionnaires online. The collected data were analysed using Pearson's correlation and multiple regression.
Results
About 64.0% of nurses experienced job burnout, and their quality of working life was at a moderate level. Job burnout, hospital level, age, income, night shift and patient‐to‐nurse ratio were significant factors of quality of working life.
Conclusion
Job burnout has a negative effect on nurses' quality of working life. Some demographic and work‐related factors should be considered when developing interventions to improve nurses' quality of working life.
Implications for Nursing Management
Hospital and nurses managers should develop strategies to reduce nurses' job burnout and enhance their quality of working life, such as optimum nurse staffing, offer reasonable pecuniary compensation and establish an appropriate shift work schedule.
“…High‐level WE is conducive to take full advantage of available job resources and is associated with positive outcomes. In line with the theory, engaged workers, who are deeply engrossed in their work, usually present a low tendency to leave the organization (Moloney et al, ). Therefore, we assumed that WE had a direct association with TI (hypothesis 1).Hypothesis 1: Work engagement has a direct negative association with turnover intention among community nurses…”
Section: Theory Framework and Hypothesesmentioning
confidence: 89%
“…This motivational process connects job resources with work outcomes via WE. In this study, OJ and OS, as two kinds of important job resources, could promote WE through intrinsic and extrinsic motivation and then contribute to positive outcomes such as lower intention to turn over (Moloney et al, ). Therefore, in view of the motivational process and indirect associations, we proposed hypotheses 6 and 7.Hypothesis 6: Organisational justice has an indirect negative association with turnover intention mediated by work engagement among community nursesHypothesis 7: Organisational support has an indirect negative association with turnover intention mediated by work engagement among community nurses…”
Section: Theory Framework and Hypothesesmentioning
confidence: 99%
“…To identify the roots of nurse turnover and relieve this situation, more and more researchers pay attention to the factors influencing nurse's turnover intention (TI). Previous studies showed that nurses' TI was affected by many factors, such as age (Takase, Teraoka, & Yabase, ), job satisfaction (Labrague, Gloe, McEnroe, Konstantinos, & Colet, ), work environment (Wan et al, ) and work engagement (WE; Moloney, Boxall, Parsons, & Cheung, ). Recently, a few studies began to explore the effects of organisational factors on nurses' TI, such as organisational justice (OJ; Perreira, Berta, & Herbert, ) and organisational support (OS; Abou Hashish, ).…”
Aims and objectives
To identify the situation of organisational justice, organisational support, work engagement and turnover intention among community nurses and clarify the relationship among them.
Background
Nurse shortage has become a worldwide issue, and the shortage of community nurses is more serious. Nurse turnover is one important factor for this situation. While previous studies about turnover intention mostly focused on hospital nurses, few involved community nurses.
Design
A descriptive, cross‐sectional design was adopted.
Methods
Questionnaire investigation was implemented among 410 community nurses to collect data about organisational justice, organisational support, work engagement and turnover intention. Structural equation modelling was applied to test the hypothesised model. The STROBE statement for observational studies was followed.
Results
Results showed the average score of turnover intention was 2.50 ± 0.75. The final model indicated: (a) work engagement had a direct negative effect on turnover intention; (b) organisational support had both direct and indirect effects on turnover intention, and the indirect effect was mediated by work engagement; and (c) organisational justice had an indirect effect on turnover intention mediated by organisational support.
Conclusion
Turnover intention could be reduced directly or indirectly by improving work engagement, organisational support and organisational justice.
Relevance to clinical practice
This study provides evidence for community health centre managers and policymakers to improve the level of nurses' engagement and to retain more nurses in primary healthcare service.
“…Competing demands between personal and work roles can result in personal conflicts (Ghislieri, Gatti, Molino, & Cortese, ; Moloney et al, ). This study gave support to an inverse relationship between workload and nurse aspiration to enter management.…”
Aim
To examine seven determinants of Registered Nurses’ aspirations to become a manager in four Norwegian public hospitals.
Background
Research evidence shows that nurses submit few applications to management positions. Understanding the determinants that influence nurses’ aspirations to become managers can provide healthcare organizations with important knowledge on the drivers and barriers in recruitment and on the development of nurse managers.
Design
This study adopted a cross‐sectional web‐based survey design.
Method
Logistic regression analysis based on 2,630 Registered Nurses’ responses to a self‐completion survey in a Norwegian regional health authority collected during October 2014. The overall response rate was 40%.
Results
Findings indicate that men and younger nurses are most likely to report an aspiration in management. The social support of an immediate supervisor and institutional stress are positively associated with an aspiration to become a manager; however, high experienced workloads have the opposite effect.
Conclusion
Healthcare organizations should work strategically to develop a human resource management policy that ensures that the organization develops the nurse managers it needs now and in the future.
Impact
This study addresses the challenge of having enough qualified nurse managers. The main findings indicate that job demands can have both a negative and positive impact on nurses’ aspirations to become a manager. Healthcare organizations should, however, reduce demands and consider increasing job resources. The results should have an impact on the human resource department, managers, and other key personnel in healthcare organizations.
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