Recruitment and Retention of Nurses: Challenges Facing Hospital and Community Employers

Cameron, Sheila; Armstrong‐Stassen, Marjorie; Bergeron, Sherry; Out, Jennifer

doi:10.12927/cjnl.2004.16359

Cited by 34 publications

(36 citation statements)

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“…They expressed less satisfaction with their immediate supervisors and were least satisfied with their pay and benefits. These results are consistent with those of other researchers, who have found community health nurses to have high levels of intrinsic job satisfaction but low levels of extrinsic job satisfaction (Cameron et al, 2004;Denton et al, 2003;Lucas et al, 1988). Home care nurses were significantly less satisfied with their pay and benefits than were public health and CCAC nurses.…”

Section: Discussionsupporting

confidence: 91%

“…The job features include use of skills and abilities (Curreri et al, 1985), autonomy (Cameron, Armstrong-Stassen, Bergeron, & Out, 2004;Denton et al, 1999;Flynn & Deatrick, 2003), participation in decision making (Cameron et al, 2004;Evans, 2002;Lynch, 1994), performance feedback (Braddy, Washburn, & Carroll, 1991;Cameron et al, 2004;Fletcher et al, 1991), meaningfulness of job (Baldwin & Price, 1994;Denton et al, 1999), adequate time to do one's job (Baldwin & Price, 1994;Boswell, 1992;Reutter & Ford, 1996), scheduling flexibility (Baldwin & Price, 1994;Braddy et al, 1991), and work-family balance (Doran et al, 2004;Evans, 2002;Lynch, 1994). The organizational factors include compensation (Doran et al, 2004;Juhl et al, 1993), advancement opportunities (Beall et al, 1994;Chapin, 1999), training and development opportunities (Chapin, 1999), recognition (Cameron et al, 2004;Lucas et al, 1988;Lynch, 1994), and adequate resources (staff, facilities, equipment) to do one's job (Evans, 2002;Fletcher et al, 1991;Flynn & Deatrick, 2003). Supportive relationships include relationships with one's supervisor and colleagues (Beall et al, 1994;Fletcher et al, 1991;Jansen et al, 1996;Stewart & Arklie, 1994).…”

mentioning

confidence: 99%

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Concerns, Satisfaction, and Retention of Canadian Community Health Nurses

Armstrong‐Stassen¹,

Cameron²

2005

Journal of Community Health Nursing

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This study of Canadian community health nurses (N = 1,044) compared the work-related concerns, job satisfaction, and factors influencing the retention of public health, home care, and community care access center (CCAC) nurses. Community health nurses identified similar work-related issues as being of greatest concern to them, but there were significant differences among the 3 groups of nurses in the magnitude of these concerns. There were also significant differences among the 3 groups for satisfaction with their jobs and their immediate supervisors, with CCAC nurses being the least satisfied except for the greater dissatisfaction of home care nurses with their pay and benefits. For the retention factors, the differences were primarily in the areas of job features and supportive work relationships. There are both similarities and differences among public health, home care, and CCAC nurses. Initiatives to address community health nurses' concerns, improve their job satisfaction, and increase their retention will require interventions tailored to the specific community health care setting.

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Section: Discussionsupporting

confidence: 91%

mentioning

confidence: 99%

Concerns, Satisfaction, and Retention of Canadian Community Health Nurses

Armstrong‐Stassen¹,

Cameron²

2005

Journal of Community Health Nursing

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“…Several researchers (Aiken et al, 2001b;Cameron et al, 2004;Canadian Health Services Research Foundation, 2006a; Institute of Medicine [IOM], 2004;Tourangeau et al, 2005) have further studied the effects of healthcare restructuring on the organizational structure, CRNs' work environment and quality of patient care. These studies give out valuable information on CRNs' job satisfaction and affect their intent to stay in the nursing profession in turn directly impacting human resource issues.…”

Section: Healthcare System Restructuringmentioning

confidence: 99%

Time to care: a patient‐centered quality improvement strategy

Brunoro‐Kadash

Kadash

2013

Leadership in Health Services

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Access to this document was granted through an Emerald subscription provided by emerald-srm:573577 [] For AuthorsIf you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractPurpose -The purpose of this paper is to describe the processes and results of implementing and evaluating the Releasing Time to Caree (RTCe) model in a 45-bed Neurosciences unit in a tertiary care hospital in Saskatchewan province of western Canada. Design/methodology/approach -Organizational restructuring in healthcare systems has impacted the ability of clinical registered nurses (CRNs) in participation and in influencing the decision making that affect the delivery and outcomes of patient-centered care. At the same time, CRNs' work has intensified because of increases in patient acuity, technological advances, complexity of care provided to patient families and communities, in addition to the intensifying demands put on by an aging population and dwindling resources. The work reported in this paper shows that significant improvements have been made based on the current needs and the change is forever imminent. Establishing solid people connections and networking opportunities proved valuable for current and future exchange of information and knowledge translation. Findings -Model implementation resulted in positive narrative and empirical data including: improved patient safety, staff engagement, leadership opportunities and an affirmative shift in organizational culture. Improved patient safety was evidenced by a reduction in falls and decreased medication errors. Originality/value -The paper focuses on including the clinical nurse in organizational and system change towards improving patient-centered quality care. Neurosciences 6300 at Royal University Hospital (RUH) in Saskatoon, was viewed as an RTCe champion and one of the first to implement and complete the 11-module toolkit.

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“…Other retention initiatives focus on good nursing management during difficult times, including improved nurse recognition, enhanced transparency and communication opportunities, decentralised decision-making, enhanced nurse-physician relationships and improved group cohesion [43,53,54]. Particular attention should be dedicated to providing nurses with professional development opportunities, which have a high impact on retention [55,56].…”

Section: Reviewmentioning

confidence: 99%

A narrative review on the effect of economic downturns on the nursing labour market: implications for policy and planning

et al. 2012

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Economic downturns and recession lead to budget cuts and service reductions in the healthcare sector which often precipitate layoffs and hiring freezes. Nurses, being the largest professional group in healthcare, are strongly affected by cost reductions. Economic downturns destabilize the nursing labour market with potential negative outcomes, including serious shortages, extending beyond the recessionary period. The objectives of this manuscript are to provide an overview of the potential short- and long-run impact of economic downturns on the supply and demand of nurses, and present healthcare decision makers with a framework to enhance their ability to strategically manage their human resources through economic cycles.A narrative review of the literature on the effects of economic downturns on the nursing labour market in developed countries was carried out with a special focus on studies offering a longitudinal examination of labour force trends. Analysis indicates that economic downturns limit the ability of public payers and institutions to finance their existing health workforce. As salaried healthcare workers, nurses are especially susceptible to institutional budget cuts. In the short run, economic downturns may temporarily reduce the demand for and increase the supply of nurses, thereby influencing nursing wages and turnover rates. These effects may destabilise the nursing labour market in the long run. After economic downturns, the market would quickly display the pre-recessionary trends and there may be serious demand–supply imbalances resulting in severe shortages. Potential long-term effects of recession on the nursing labour market may include a downsized active workforce, difficulty in retaining younger nurses, a decreased supply of nurses and workforce casualisation.Lack of understanding of labour market dynamics and trends might mislead policy makers into making misinformed workforce downsizing decisions that are often difficult and expensive to reverse. In the aftermath of an economic downturn, the costs of attracting nurses back often outweigh the short term cost savings. Effective management should support the nursing workforce by creating attractive and stable work environments to retain nurses at a manageable cost.

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Recruitment and Retention of Nurses: Challenges Facing Hospital and Community Employers

Cited by 34 publications

References 0 publications

Concerns, Satisfaction, and Retention of Canadian Community Health Nurses

Concerns, Satisfaction, and Retention of Canadian Community Health Nurses

Time to care: a patient‐centered quality improvement strategy

A narrative review on the effect of economic downturns on the nursing labour market: implications for policy and planning

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