The meaning of work for nursing assistants who stay in long‐term care

Secrest, Janet; Iorio, Daniel; Martz, Wallis

doi:10.1111/j.1365-2702.2005.01282.x

Cited by 58 publications

(65 citation statements)

References 18 publications

(20 reference statements)

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“…Supervisory support, autonomy, and respect were found to support high commitment levels in long term care (Bishop et al, 2008), and DCWs have expressed that they most desire recognition, respect, rewards, empowerment, and inclusion in decision-making (Bowers et al, 2003;Caspar & O'Rourke, 2008;Leutz et al, 2009;Secrest et al, 2005;Stone, 2004Stone, , 2011. All such leader behaviors are reflected in the five transformational leadership subscales in some fashion, and the study results illustrated the statistically significant relationship between the transformational leadership subscales and overall organizational commitment, affective commitment, and normative commitment.…”

Section: Discussionmentioning

confidence: 99%

The Relationship between Transformational Leadership and Organizational Commitment in Nonprofit Long Term Care Organizations: The Direct Care Worker Perspective

Porter¹

2015

CJIL

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Abstract. The United States population is rapidly aging, and retaining direct care workers (DCWs) will continue to be a workforce concern for the industry in addressing the demand for long term care services. To date, scant literature exists that addresses the DCW perspective of leadership behaviors and their influence on organizational commitment. To respond to this deficiency, this research studied leadership behaviors of direct importance for DCWs at the immediate supervisor level, and provided empirical insight into organizational commitment among workers closest to patient care. Research on leader behaviors has focused on managerial and executive levels, with scant consideration in long term care at the lower hierarchical levels. Transformational leadership was hypothesized to have a significant positive relationship with organizational commitment, specifically affective and normative commitments, and a significant inverse relationship with continuance commitment. The quantitative correlational study explored the relationship between transformational leadership and organizational commitment among 322 direct care workers employed by nonprofit, multi-level long term care organizations located in the Midwest. Results revealed a statistically significant relationship between overall transformational leadership and organizational commitment as well as affective and normative commitment dimensions, with no significant relationship found between transformational leadership and continuance commitment. The study results are beneficial to industry leaders, researchers, and policymakers for addressing operational policies, leadership training, human resource practices, and workforce policy development. Operational policies should reflect the values of the organization and follow from a compelling, collective vision and mission. Human resources practices warrant review if not aligned with the vision, mission, and values. Leadership development training should be considered for continuing education for supervisors at all levels as well as for potential policy alternatives.

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Section: Discussionmentioning

confidence: 99%

The Relationship between Transformational Leadership and Organizational Commitment in Nonprofit Long Term Care Organizations: The Direct Care Worker Perspective

Porter¹

2015

CJIL

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“…In a more recent study, Secrest, Iorio, and Martz (2005) confirmed that among the most prominent rewards for facility caregivers were the family-like relationships they experienced with many of their residents and coworkers. Missing from this literature, however, is a clear description of what family experience caregivers may reference when they report such perceptions, and how the memory of past family relationships may enter into their work.…”

Section: Abstract Nursing Home Assisted Living Familymentioning

confidence: 67%

Beyond the Family Metaphor: Facility Caregivers Remembering Their Families

Dran

2010

Journal of Gerontological Social Work

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Hands-on caregivers in long-term care facilities often describe their work as being "like family." The literature has not sufficiently explained what like family means. This qualitative study analyzes the reports of 23 facility caregivers about what they found rewarding in their work. Six participants described how they remembered family members while on the job. They remembered family members they cared for or wanted to care for. Family members who had passed away were also remembered by 2 of the 6 participants. Remembering family members allowed participants to feel close to their loved ones and see their work as giving back.

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“…This is a vulnerable worker group in which socioeconomic stability is needed. More research should be conducted to develop an infrastructure in which adequate wages and benefits, as well as advancement opportunities, for CNAs are incorporated into the organizational climate (Fowler, 2003;Painter & Kennedy, 2000;Secrest et al, 2005).…”

Section: Discussionmentioning

confidence: 99%

“…Several studies have examined the CNA workforce in LTC in relation to staff burnout, the effects of work assignments, staffing patterns, job enrichment, and personal growth opportunities (Burgio, Fisher, Fairchild, Scilley, & Hardin, 2004;Harrington & Swan, 2003;Parsons, Simmons, Penn, & Furlough, 2003;Secrest, Iorio, & Martz, 2005), but few have focused on the actual perceptions of CNAs regarding their work environment. The role of perceptions of the work environment in CNA turnover is unknown because few nursing homes, including those in Iowa, conduct exit interviews with terminating CNAs.…”

Section: Literature Reviewmentioning

confidence: 99%

Iowa Certified Nursing Assistants StudySelf-Reported Ratings of the Nursing Home Work Environment

Culp¹,

Ramey²,

Karlman³

2008

Research in Gerontological Nursing

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Certified nursing assistants (CNAs) are the principal bedside caregivers in nursing homes, yet little is known about their perceptions of the work environment. This population-based, crosssectional study used a mailed questionnaire to a random sample of Iowa CNAs (N = 584), representing 166 nursing homes. Of the respondents, 88.5% (n = 517) were currently employed in long-term care settings; however, 11.5% (n = 67) indicated they had left their jobs. When CNA responses were compared with those of other occupational groups, general workers reported higher scores on involvement, coworker cohesion, work pressure, and supervisor support. Those who left their CNA jobs rated their work environment as characteristic of excessive managerial control and task orientation. Results of this study emphasize the importance of the relationship between CNAs and their supervisors, CNAs' need for greater autonomy and innovation, and the need for the work environment to change dramatically in the area of human resource management.Despite the evolving popularity of home-based and community-based services, nursing homes will always be needed. One of the greatest challenges facing the long-term care (LTC) industry is maintaining an adequate workforce (Fitzpatrick, 2002). Although many have written about the larger problem of a nursing shortage (Janiszewski Goodin, 2003;Rondeau & Wagar, 2006;Seago, Spetz, Chapman, & Dyer, 2006;Selvam, 2001), few have asked certified nursing assistants (CNAs) in LTC settings to evaluate their work environment. Because there is a critical shortfall of direct care workers in Iowa and many other states in which the aging population continues to increase (Fowler, 2003; Iowa Department of Public Health, 2005), we asked both currently employed CNAs and those who had quit their CNA jobs to rate their work environment. We then compared their responses with normative samples from other occupational groups.

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The meaning of work for nursing assistants who stay in long‐term care

Cited by 58 publications

References 18 publications

The Relationship between Transformational Leadership and Organizational Commitment in Nonprofit Long Term Care Organizations: The Direct Care Worker Perspective

The Relationship between Transformational Leadership and Organizational Commitment in Nonprofit Long Term Care Organizations: The Direct Care Worker Perspective

Beyond the Family Metaphor: Facility Caregivers Remembering Their Families

Iowa Certified Nursing Assistants StudySelf-Reported Ratings of the Nursing Home Work Environment

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