Recognizing staff nurse job performance and achievements

Blegen, Mary A.; Goode, Colleen J.; Johnson, Marion; Maas, Meridean; McCloskey, Joanne Comi; Moorhead, Sue

doi:10.1002/nur.4770150109

Cited by 45 publications

(67 citation statements)

References 24 publications

(13 reference statements)

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“…However, this is higher than in previous research [22]. This study also showed that being appreciated for high performance was most important to job satisfaction of non-physician staff [22].…”

Section: Discussioncontrasting

confidence: 64%

Evaluation of job satisfaction of practice staff and general practitioners: an exploratory study

et al. 2011

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BackgroundPrimary care teams' job satisfaction is an important issue in quality of care. The purpose of our study was to evaluate the job satisfaction of general practitioners (GPs) and non-physician staff and to explore the elements that may impact on overall job satisfaction for GPs and non-physician staff separately.MethodsThe study was based on data from the European Practice Assessment and used an observational design. Job satisfaction was measured with the 10-items Warr-Cook-Wall questionnaire with 7-point-Likert scales. Job satisfaction of GPs and non-physician staff was compared and impact on overall job satisfaction was analysed with stepwise linear regression analyses for both samples separately.ResultsThe study population consisted of 2878 non-physician staff (mean age: 38 years) and 676 GPs (mean age: 50 years). The actual mean working time per week of GPs was 50.0 hours and of practice staff 26.0 hours. Both were satisfied with colleagues and fellow workers (mean = 5.99 and mean = 6.18 respectively) and mostly dissatisfied with their income (mean = 4.40 and mean = 4.79 respectively). For GPs the opportunity to use their abilities (β = 0.638) and for non-physician staff recognition for their work (β = 0.691) showed the highest scores of explained variance (R2 = 0.406 and R2 = 0.477 respectively) regarding overall job satisfaction.ConclusionsNon-physician staff evaluate their job satisfaction higher than GPs except recognition for work. Job satisfaction of members of primary care teams is important because poor satisfaction is associated with suboptimal healthcare delivery, poor clinical outcomes and higher turnover of staff.

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Section: Discussioncontrasting

confidence: 64%

Evaluation of job satisfaction of practice staff and general practitioners: an exploratory study

et al. 2011

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“…Financial recognition may serve as an incentive in retaining these RN. The higher salary may have boosted these RNs' sense of self‐worth, given that pay was often associated with one's status in the organisation ( Blegen et al , 1992 ).…”

Section: Discussionmentioning

confidence: 99%

Factors influencing the retention and turnover intentions of registered nurses in a Singapore hospital

Chan

Morrison

2000

Nursing & Health Sciences

110

112

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The rapid growth in Singapore's health‐care industry, coupled with an aging population has led to an acute shortage of nurses. Given the difficulty of recruiting new nurses, it is imperative to retain those already in the profession. This descriptive study explored some demographic and work‐related factors which influenced the retention and turnover intentions of Registered Nurses (RN) in a major hospital in Singapore. Using convenience sampling, 120 respondents were selected. An anonymous self‐reported questionnaire was used. Results showed that demographically, stayers and leavers differed in terms of experience as RN, specialty qualifications and practice area. A majority of the respondents gave reasons pertaining to nursing practice for both staying and leaving. Many leavers also mentioned reasons such as inadequacy of staffing, poor salary and welfare as primary influences on their intention to leave. Recommendations for management were made to assist in the retention of these RN in the future.

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“…Promotion within an organization can take the form of career ladders and career advancement programs (Aiken et al, 2001); or promotion of nurses to leadership positions such as preceptors, mentors, supervisors, or expert speakers (Blegen et al, 1992). Educational advancement opportunities include organizations' educational offerings or financial support for advancing nurses' education outside the organization.…”

Section: Literaturementioning

confidence: 99%

“…Recognition takes the form of a formal employee recognition program and is a show of appreciation for staff nurse performance and achievement (Blegen et al, 1992). Successful recognition programs convey a feeling of respect for staff (Osborne, 2004;Tang, 2003).…”

Section: Literaturementioning

confidence: 99%

Employer Retention Strategies and Their Effect on Nurses' Job Satisfaction and Intent to Stay

Ellenbecker

Samia

Cushman

et al. 2007

Home Health Care Services Quarterly

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Faced with a nursing shortage and anticipated increase in demand, home care agencies are implementing retention strategies with little knowledge of their effectiveness. The purpose of this study is to describe the strategies implemented and their effect on nurse job satisfaction and intention to leave. Data were collected from a random sample of 123 New England agencies during in-person interviews. Most agencies reported implementing multiple recruitment and retention strategies. Regression results suggest that the effects of employer retention strategy on nurses' intent to stay are the indirect result of its effects on job satisfaction. The only retention intervention that made a statistically significant difference in job satisfaction was shared governance, and no retention strategy directly affected nurses' intention to stay in their jobs.

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Recognizing staff nurse job performance and achievements

Cited by 45 publications

References 24 publications

Evaluation of job satisfaction of practice staff and general practitioners: an exploratory study

Evaluation of job satisfaction of practice staff and general practitioners: an exploratory study

Factors influencing the retention and turnover intentions of registered nurses in a Singapore hospital

Employer Retention Strategies and Their Effect on Nurses' Job Satisfaction and Intent to Stay

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