Turnover Reinterpreted: CNAS TALK ABOUT WHY THEY LEAVE

Bowers, Barbara J.; Esmond, Sarah; Jacobson, Nora

doi:10.3928/0098-9134-20030301-09

Cited by 157 publications

(134 citation statements)

References 11 publications

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“…Not surprisingly, licensed practical nurses and direct care workers do not feel that their jobs are respected-a perception that contributes to job dissatisfaction and high turnover rates. 25,27,28 Other workplace challenges include inflexible work flow and job design, ethnic and racial tensions because of the high degree of cultural diversity in long-term care settings, and a paucity of career advancement opportunities. 25,28,29 Principle 2: Recognizing A Distinct Long-Term Care Workforce…”

Section: 35mentioning

confidence: 99%

Improving The Long-Term Care Workforce Serving Older Adults

2010

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There is a worsening shortage of competent, committed, paid long-term care workers who are able to meet the needs of older adults. Efforts to address the shortage must be informed by a conceptual framework that acknowledges the unique circumstances affecting these workers. These include nontraditional market forces, low compensation and prestige, limited career opportunities, and inadequate preparation for evolving roles and responsibilities. Applying this framework, we identify strategies that can reverse current trends by expanding worker supply; improving education, training, and developmental activities; and making delivery of long-term care services and supports to older people a more attractive alternative to employment in acute and primary care settings.O ne essential element of long-term care policy has, until recently, received relatively little attention: ensuring the availability of a competent paid workforce to deliver needed long-term services and supports. The empirical and policy literature, and the authors' observations and many years of experience in long-term care policy development and research, suggest that future workforce planning and improvement initiatives should be guided by four principles. These are as follows:(1) Conventional rules of supply and demand and traditional sources of labor cannot be counted on to resolve future workforce shortages.(2) To compete for and properly develop workers, long-term care must be recognized as a distinct sector within the larger health care sector.(3) Workforce roles and responsibilities must be responsive to a new array of service delivery models and to the increasingly complex and diverse needs of clients.(4) The competencies that are needed to work in the long-term care field must be defined and put into practice before careers in long-term care can be widely recognized as worthy, and workers accorded a status equal to that of their peers employed in acute and primary care.In keeping with these principles, we present a framework for improving the supply of paid workers available to deliver long-term care services and supports to people age sixty-five and older. Such people differ somewhat from younger populations with respect to needs, preferences, and goals-particularly in the areas of school participation and employment-and, therefore, merit separate consideration. Yet several of the points raised, and recommendations offered in the following pages, are as applicable to paid caregivers serving children and workingage adults as to those serving older adults. Who Provides Paid Care To Older Adults?The paid ("formal") long-term care workforce serving America's elderly population is made up of licensed professionals and unlicensed direct care workers who manage and deliver longterm care services in nursing homes, assisted living facilities, other residential and commu-

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Section: 35mentioning

confidence: 99%

Improving The Long-Term Care Workforce Serving Older Adults

2010

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“…Not being able to provide 'good enough' care in accordance with the client's needs has been reported to be a heavy strain in care work and a primary reason for care workers leaving their jobs (Bowers et al 2003;Gustafsson and Szebehely 2009). …”

Section: Introductionmentioning

confidence: 99%

Care work in changing welfare states: Nordic care workers’ experiences

Trydegård

2012

Eur J Ageing

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“…Low turnover is generally positively perceived, but if employees have low levels of organizational commitment, then other factors such as quality, customer satisfaction, and resident well-being can suffer (Bowers et al, 2003;Stone, 2004;Teal, 2002). High turnover can have the same effects.…”

Section: Leadership and Commitment In Long Term Carementioning

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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Turnover Reinterpreted: CNAS TALK ABOUT WHY THEY LEAVE

Cited by 157 publications

References 11 publications

Improving The Long-Term Care Workforce Serving Older Adults

Improving The Long-Term Care Workforce Serving Older Adults

Care work in changing welfare states: Nordic care workers’ experiences

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

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