Absence and wastage in trained nurses: a selective review of the literatureThis review is concerned widi two kinds of withdrawal from work in trained British nurses, absence and wastage, and, since these areas have not been widely or reliably researched in nursing, some reference is made to studies into the withdrawal behaviour of other, mainly industrial, workers. A descriptiorl of the incidence of absence and wastage is given and the problems of definition and measurement outlined. The factors associated with both forms of withdrawal are considered and, for clarity, these are grouped into three categories-^person/ personality, work context and external variables.Although the review of the factors, related to absence in nurses, suggests certain associations, firm generalizations cannot be made from the results and conclusions reported here. Comparisons between many of the studies are impossible because of inconsistent definitions and measurement techniques, unrepresentative sampling methods and different time periods employed. Furthermore, many authors have relied heavily on well-informed, subjective impressions rather than objectively collected and analysed data. These studies have provided useful information for the individual organizations concerned and have raised interesting issues, but their contribution to understanding the phenomenon of absence is more limited.There is no doubt from the literature that absence, that is the frequency of absence spells, short-term absence or uncertificated absence, is increasing for nurses as well as for other workers and is giving managers more cause for concern than longterm absence (more than 3 days duration) or certificated absence. It is more difficult, however, to reach a definite conclusion about the incidence of wastage in trained nurses, but the present trends suggest that mobility is not excessive and may even be too low. This could present as great a problem to nurse management as excessive wastage if it results in a degree of'in-breeding', 'stagnation' and 'complacency'. The optimum level of mobility is presumably one which strikes a balance between innovation, fresh ideas, etc., and a necessary cohesive core of staff. That optimum level is likely to vary between units and organizations.