Nurses' health: work and family influences

Killien, Marcia

doi:10.1016/j.cnur.2003.11.002

Cited by 46 publications

(30 citation statements)

References 83 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…2010). These in turn, have been associated with poor work performance, sickness absence and intention to leave the health‐care profession (Killien 2004, Grzywacz et al. 2006, Lidwall et al.…”

Section: Introductionmentioning

confidence: 99%

“…Work-life conflict, where work interferes with personal life, has been associated with a number of negative employee health and wellbeing outcomes, particularly low job satisfaction, low psychological wellbeing, burnout and depression (Allen et al 2000, Franche et al 2006, Cortese et al 2010, Yanchus et al 2010. These in turn, have been associated with poor work performance, sickness absence and intention to leave the health-care profession (Killien 2004, Grzywacz et al 2006, Lidwall et al 2010. Low psychological wellbeing and low job satisfaction have been directly associated with work stressors, and a number of studies have found work-life conflict to mediate the associations between work stressors and these outcomes.…”

mentioning

confidence: 99%

See 1 more Smart Citation

Mediating the effects of work-life conflict between transformational leadership and health-care workers’ job satisfaction and psychological wellbeing

Munir

Nielsen

Garde³

et al. 2011

Journal of Nursing Management

137

124

View full text Add to dashboard Cite

show abstract

Section: Introductionmentioning

confidence: 99%

mentioning

confidence: 99%

Mediating the effects of work-life conflict between transformational leadership and health-care workers’ job satisfaction and psychological wellbeing

Munir

Nielsen

Garde³

et al. 2011

Journal of Nursing Management

137

124

View full text Add to dashboard Cite

show abstract

“…The significance of understanding work-family spillover is exemplified by the fact that they have been linked to various negative outcomes, such as low job satisfaction, burnout, fatigue, depression and even low quality of care (Amstad et al, 2011;Carlson et al, 2006;Killien, 2004). According to leadership scholars, supervisors have a crucial influence of the experiences of their subordinates, both inside and outside the work context (Arnold et al, 2007;Bass & Bass, 2008;Kacmar et al, 2007;Major & Lauzun, 2010).…”

Section: Introductionmentioning

confidence: 99%

The impact of leader-member exchange (LMX) on work-family interference and work-family facilitation

Tummers

Bronkhorst

2014

Personnel Review

View full text Add to dashboard Cite

Purpose -We analyze the effects of leadership on work-family spillovers. Specifically, we analyze the relationships between leadership (leader-member exchange, LMX) with one negative work-family spillover effect (work-family interference) and one positive work-family spillover effect (work-family facilitation). We hypothesize that LMX influences work-family spillover via different mediators, rather than one all-encompassing mediator, such as empowerment.Design/methodology/approach -We hypothesize that a good relationship with your supervisor (high LMX) diminishes work pressure, which in turn reduces work-family interference. Furthermore, we expect that a good relationship with your supervisor positively relates to the meaningfulness of work, as you could get more interesting work and more understanding of your role within the organization. In turn, this will increase work-family facilitation. These hypotheses are tested using a nation-wide survey among Dutch healthcare professionals. Findings -Findings of Structural Equation Modeling indeed indicate that high quality LMX isnegatively related to work-family interference, and that this is mediated by work pressure (53% explained variance). Furthermore, we found that a good relationship with your supervisor is positively related to meaningfulness of work, which in turn positively correlates to work-family facilitation (16% explained variance).Originality/value -The added value of the paper lies in a) introducing two mediators -work pressure and meaningful work -which worked adequately both theoretically and empirically, instead of the sometimes problematic mediators empowerment and stress, b) a focus on healthcare professionals and c) using sophisticated techniques to test the model (Structural Equation Modeling with bootstrapping).

show abstract

“…Few studies in the work-family literature have focused on health care workers, and those few have primarily included hospital nurses (Grzywacz, Frone, Brewer, & Kovner, 2006; Killien, 2004; van der Heijden, Demerouti, & Bakker, 2008). While hospital nurses also negotiate a 24/7 workplace and perform care work, they usually have more socially advantageous profiles compared to the certified nursing assistants (CNAs) and other employees who make up 70% of the long-term care workforce (Torpey, 2011).…”

Section: Resultsmentioning

confidence: 99%

Supporting employees' work-family needs improves health care quality: Longitudinal evidence from long-term care

Okechukwu

Kelly²,

Molino

et al. 2016

Social Science & Medicine

View full text Add to dashboard Cite

We analyzed qualitative and quantitative data from U.S.-based employees in 30 long-term care facilities. Analysis of semi-structured interviews from 154 managers informed quantitative analyses. Quantitative data include 1,214 employees' scoring of their supervisors and their organizations on family supportiveness (individual scores and aggregated to facility level), and three outcomes: (1), care quality indicators assessed at facility level (n=30) and collected monthly for six months after employees' data collection; (2), employees' dichotomous survey response on having additional off-site jobs; and (3), proportion of employees with additional jobs at each facility. Thematic analyses revealed that managers operate within the constraints of an industry that simultaneously: (a) employs low-wage employees with multiple work-family challenges, and (b) has firmly institutionalized goals of prioritizing quality of care and minimizing labor costs. Managers universally described providing work-family support and prioritizing care quality as Correspondence should be sent to Cassandra A. Okechukwu, Assistant Professor, Harvard T.H Chan School of Public Health, 677 Huntington Ave, Kresge 7th Floor, Boston, MA 02115 (cassandrao@post.harvard.edu). Phone: +01 617 432 4486; Fax: +01 617 432 3123.. Publisher's Disclaimer: This is a PDF file of an unedited manuscript that has been accepted for publication. As a service to our customers we are providing this early version of the manuscript. The manuscript will undergo copyediting, typesetting, and review of the resulting proof before it is published in its final citable form. Please note that during the production process errors may be discovered which could affect the content, and all legal disclaimers that apply to the journal pertain. HHS Public Access Author Manuscript Author ManuscriptAuthor ManuscriptAuthor Manuscript antithetical to each other. Concerns surfaced that family-supportiveness encouraged employees to work additional jobs off-site, compromising care quality. Multivariable linear regression analysis of facility-level data revealed that higher family-supportive supervision was associated with significant decreases in residents' incidence of all pressure ulcers (−2.62%) and other injuries (−9.79%). Higher family-supportive organizational climate was associated with significant decreases in all falls (−17.94%) and falls with injuries (−7.57%). Managers' concerns about additional jobs were not entirely unwarranted: multivariable logistic regression of employee-level data revealed that among employees with children, having family-supportive supervision was associated with significantly higher likelihood of additional off-site jobs (RR 1.46, 95%CI 1.08-1.99), but family-supportive organizational climate was associated with lower likelihood (RR 0.76, 95%CI 0.59-0.99). However, proportion of workers with additional off-site jobs did not significantly predict care quality at facility levels. Although managers perceived providing workfamily support and ensuring hi...

show abstract

Nurses' health: work and family influences

Cited by 46 publications

References 83 publications

Mediating the effects of work-life conflict between transformational leadership and health-care workers’ job satisfaction and psychological wellbeing

Mediating the effects of work-life conflict between transformational leadership and health-care workers’ job satisfaction and psychological wellbeing

The impact of leader-member exchange (LMX) on work-family interference and work-family facilitation

Supporting employees' work-family needs improves health care quality: Longitudinal evidence from long-term care

Contact Info

Product

Resources

About