2018
DOI: 10.1093/intqhc/mzy023
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I am quitting my job. Specialist nurses in perioperative context and their experiences of the process and reasons to quit their job

Abstract: The lack of specialist nurses in operating theatres is a serious problem. The aim of this study was to describe reasons why specialist nurses in perioperative care chose to leave their workplaces and to describe the process from the thought to the decision. Twenty specialist nurses (i.e. anaesthesia, NA, and operating room nurses) from seven university- and county hospitals in Sweden participated in qualitative individual in-depth interviews. Data were analysed by systematic text condensation. We identified fo… Show more

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Cited by 29 publications
(42 citation statements)
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“…The dimension that was best valued by perioperative nurses regards to the quality of care they provide, which was good and is comparable with other studies with better environments (32) . Perioperative nurses have a training of specialists or those graduated in perioperative carealthough there is still no specialty course on perioperative nursing -which requires specialized skills from them (33) .…”
Section: Resultssupporting
confidence: 85%
“…The dimension that was best valued by perioperative nurses regards to the quality of care they provide, which was good and is comparable with other studies with better environments (32) . Perioperative nurses have a training of specialists or those graduated in perioperative carealthough there is still no specialty course on perioperative nursing -which requires specialized skills from them (33) .…”
Section: Resultssupporting
confidence: 85%
“…Caritative leadership may affect nurses' intentions to remain in their jobs (Arakelian, Rudolfsson, Rask-Andersen, Runeson-Broberg, & Walinder, 2019a); nurse and patient satisfaction; and outcomes in care (Wong, Cummings, & Ducharme, 2013). Nurses describe their nurse manager both as a facilitator (Arakelian et al, 2019a) and as someone who betrays or is dismissive (Logde et al, 2018). Furthermore, the nurse manager's behaviour towards his/her employees has a significant impact on the employees' perception of formal and informal power as well as on their professional skill development (Laschinger, Wong, McMahon, & Kaufmann, 1999).…”
Section: Introductionmentioning
confidence: 99%
“…This is in agreement with the results of the present study if the positive relations between support and the indices of well-being, zest for work, and not wanting to leave work are interpreted as a positive buffering effect of support on employees’ health and work. Support was also prominent in a previous qualitative study of 22 informants from the same study group where the interviews pointed at recurring opinions about the importance of support, both from co-workers and managers ( 28 ).…”
Section: Discussionmentioning
confidence: 75%