The impact of interpersonal support, supervisory support, and employee engagement on employee turnover intentions: Differences between financially distressed and highly financially distressed hospitals

Abstract

Background Critical access hospitals (CAHs) are small hospitals in rural communities in the United States. Because of changes in rural population demographics, legacy financial obligations, and/or structural issues in the U.S. health care system, many of these institutions are financially distressed. Indeed, many have closed due to their inability to maintain financial viability, resulting in a health care and economic crisis for their communities. Employee recruitment, retention, and turnover are critical to the performance of these hospitals. There is limited empirical study of the factors that influence turnover in such institutions. Purpose The primary purpose of the study was to study relationships between interpersonal support, supervisory support, employee engagement, and employee turnover intentions in CAHs. A secondary purpose was to study how financial distress affects these relationships. Methodology Based on a survey of CAH employees (n = 218), the article utilizes mediated moderation analysis of a structural equation model. Results Interpersonal support and supervisory support are positively associated with employee engagement, whereas employee engagement mediates the relationships between both interpersonal support and supervisory support and employee turnover intentions. Statistically significant differences are found between these relationships in financially distressed and highly financially distressed institutions. Conclusions Our results are consistent with the social exchange theory upon which our hypotheses and model are built and demonstrate the value of using the degree of organizational financial distress as a contextual variable when studying motivational factors influencing employee turnover intentions. Practical Implications In addition to advancing management theory as applied in the CAH context, our study presents the practical insight that employee perceptions of their employer’s financial condition should be considered when organizations develop employee retention strategies. Specifically, employee engagement strategies appear to be of greater value in the case of highly financially distressed organizations, whereas supervisory support seems more effective in financially distressed organizations.

Performance Appraisal System and Its Optimization Method for Enterprise Management Employees Based on the KPI Index

“…Performance appraisal [29,30] refers to the process in which the subject of appraisal uses scientific appraisal methods to evaluate the completion of employees' work tasks, the performance of employees' work responsibilities, and the development of employees against the work objectives or performance objectives and feeds back the evaluation results to employees. Performance appraisal mainly assesses employee's contribution to the organization.…”

Risk of hospital insolvency and its relationship with income and borrowings from banks: a case–control study with large-scale financial data in Japan

“…In addition, critical-access hospitals (Holmes et al 2013), not-for-profit status (Ly and Cutler 2018), and joining a hospital system are known to be positively associated with hospital profitability (Ly and Cutler 2018;Büchner et al 2016;O'Hanlon et al 2019), although affiliation may reduce access to services for patients in rural areas (O'Hanlon et al 2019). Furthermore, nurses and doctors are crucial to maintain the quality of healthcare services provided at hospitals (Pai et al 2017;Boakye et al 2019;Tasi et al 2019). Interpersonal support and supervisory support are positively associated with nurse/employee engagement and their retention (Boakye et al 2019).…”

“…Furthermore, nurses and doctors are crucial to maintain the quality of healthcare services provided at hospitals (Pai et al 2017;Boakye et al 2019;Tasi et al 2019). Interpersonal support and supervisory support are positively associated with nurse/employee engagement and their retention (Boakye et al 2019). Physician-led hospital systems showed higher quality ratings than non-physician-led hospital systems (Tasi et al 2019).…”

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“…IPT indicates that individual experiences related to work will influence individual behavior through work attitudes or work needs. In an organization, individual feedback-seeking behaviors arise when employees perceive better organizational mutual trust, and better organizational mutual trust, as well as a good working climate, can be provided in the form of employee-perceived supervisory support [16]. Supervisor's support as one of the positive environmental factors can facilitate individual feedbackseeking behavior.…”