Turnover of nursing employees in a Gauteng hospital group

Abstract

<strong>Orientation:</strong> The South African nursing profession is in a crisis as professional nurses leave the country in search of lucrative work overseas.<p><strong>Research purpose:</strong> The purpose of this study was to investigate individual determinants of voluntary turnover to identify a risk-group profile.</p><p><strong>Motivation for the study:</strong> Nursing employers should have a clearer understanding of the dynamics around nurses’ turnover behaviour and embark on strategies to retain their talent.</p><p><strong>Research design, approach and method:</strong> A survey measuring voluntary turnover was conducted among 262 professional and assistant nurses in three selected hospitals in Gauteng province using the McCarthy, Tyrrell and Cronin (2002) instrument. Pearson’s chi square with Yates’s continuity correction tested the relationship among the variables presented in a contingency table, in other words the risk group and each of the individual determinants.</p><p><strong>Main findings:</strong> Discontent with salaries was the major determinant of the nurses’ resignation. Organisational causes were nursing practices, the work environment, physical-emotional costs and employment opportunities after resignation.</p><p><strong>Practical/managerial implications:</strong> Hospital management could indeed establish a good rapport with nursing staff while facilitating respectful and ethical conduct by doctors towards nursing staff. Putting into place effective labour practices and business strategies could improve job satisfaction in the workplace.</p><p><strong>Contribution/value-add:</strong> This study contributed to a greater understanding of the personal and organisational determinants of the turnover of nurses in South African hospitals.</p><p><strong>How to cite this article:</strong><br /> Stanz, K., & Greyling, J. (2010). Turnover of nursing employees in a Gauteng hospital group. <em>SA Journal of Industrial Psychology/SA Tydskrif vir Bedryfsielkunde, 36</em>(1), Art. #850, 11 pages. DOI: 10.4102/sajip.v36i1.850</p&gt

Biographical and demographical variables as moderators in the prediction of turnover intentions

“…The study highlighted the moderating role of some biographical and demographical variables in the voluntary employee turnover process. The associated impact of voluntary employee turnover on profit margins is well documented in relevant literature (Bluedorn, 1982;Greyling & Stanz, 2010;Mobley, 1982).…”

“…Studies reporting results on reasons why employees choose to leave or stay with a particular organisation (Bothma & Roodt, 2012;Du Plooy & Roodt, 2010;Greyling & Stanz, 2010;Griffeth, Hom & Gaertner, 2000;Kotzé & Roodt, 2005;Mendes & Stander, 2011) are gaining importance and most of them focus on a set of negative consequences associated with employee turnover (Bluedorn, 1982;Greyling & Stanz, 2010;Mobley, 1982;Roodt & Bothma, 1997). Corporate sustainability issues are gaining momentum and an example of this is the behaviour of the modern and informed investor who no longer assesses the quality of the organisation at present, but the organisation's risk management and whether it has established sustainability strategies pertinent to its business (King III Report, 2009).…”

“…Corporate sustainability issues are gaining momentum and an example of this is the behaviour of the modern and informed investor who no longer assesses the quality of the organisation at present, but the organisation's risk management and whether it has established sustainability strategies pertinent to its business (King III Report, 2009). As a result, employee turnover and its associated expenses for organisations are a key challenge (Bluedorn, 1982;Greyling & Stanz, 2010;Roodt & Bothma, 1997), specifically within a triple bottom line framework, which binds organisations to corporate strategies focused on profit, people and planet (King III Report, 2009). …”

The validation of the turnover intention scale

“…Alternative employment opportunities therefore influence actual labour turnover behaviour (Agarwal et al, 2007;Akgün & Lynn, 2002;Allen & Meyer, 1996;Bellou, 2008;Boies & Rothstein, 2002;Brown, 1996;Carmeli & Gefen, 2005;Chen, Chu, Wang & Lin, 2008;Jaros et al, 1993;Lee & Mitchell, 1994;Martin & Roodt, 2008;Mobley, 1982;Senter & Martin, 2007;Wheeler, Gallagher, Brouer & Sablynski, 2007). Bothma (2011) concluded that the turnover phenomenon has significant cost and other negative consequences for any organisation (Bluedorn, 1982;Greyling & Stanz, 2010;Mobley, 1982). Losing employees that are highly skilled may have disruptive implications for organisations, such as impaired organisational functioning, service delivery and administration.…”

“…Bothma & Roodt, 2012;Du Plooy & Roodt, 2010;Greyling & Stanz, 2010;Griffeth, Horn, & Gaertner, 2000;Kotzé & Roodt, 2005;Mendes & Stander, 2011). Turnover intentions (intentions to stay or leave the organisation) is an important criterion variable in similar types of studies, but such studies seldom publish any additional validation information on these criterion measures.…”