Registered nurses' experiences of rewarding in a Finnish University Hospital - an interview study

Abstract

It is important to listen to nurses' experiences of rewarding because it enables nurse managers to maintain and increase the attractiveness of nursing and health care work in general.

Attention to nurses’ rewarding – an interview study of registered nurses working in primary and private healthcare in Finland

“…, Seitovirta et al . ). Empirical studies in various sectors have demonstrated clear links between rewards and favourable employee outcomes, such as job satisfaction and motivation at work (e.g., El‐Jardali et al .…”

The self‐organizing map clustered registered nurses’ evaluations of their nurse leaders

“…Rewarding should to be a part of everyday leadership. Few rewarding words, like feedback, may influence to RNs very positive way (De Gieter et al, 2010;Seitovirta et al, 2014). Especially, psychological rewards are lacking.…”

“…Several studies (Eneh et al, 2012;Kvist et al, 2013;Seitovirta, Partanen, Vehviläinen-Julkunen, & Kvist, 2014) have found that nurses believe their rewards are insufficient, and nurse managers should recognize that both financial and psychological rewards are essential for F I G U R E 1 The structure of nursing leadership in Finnish hospital settings. CNO denotes a chief nursing officer and RN a registered nurse motivating nursing staff (De Gieter, Cooman, Pepermaion, & Jegers, 2010;Seitovirta et al, 2014). Nurse managers should offer diverse rewards whenever possible and try to maximize nurses' well-being, motivation and job satisfaction (Seitovirta et al, 2014).…”

“…CNO denotes a chief nursing officer and RN a registered nurse motivating nursing staff (De Gieter, Cooman, Pepermaion, & Jegers, 2010;Seitovirta et al, 2014). Nurse managers should offer diverse rewards whenever possible and try to maximize nurses' well-being, motivation and job satisfaction (Seitovirta et al, 2014).…”

“…Despite its popularity, some aspects of TL need further development. Several studies (Eneh et al, ; Kvist et al, ; Seitovirta, Partanen, Vehviläinen‐Julkunen, & Kvist, ) have found that nurses believe their rewards are insufficient, and nurse managers should recognize that both financial and psychological rewards are essential for motivating nursing staff (De Gieter, Cooman, Pepermaion, & Jegers, ; Seitovirta et al, ). Nurse managers should offer diverse rewards whenever possible and try to maximize nurses’ well‐being, motivation and job satisfaction (Seitovirta et al, ).…”