Well-being at work among ageing hospital nurses in Northern Finland: a grounded theory study

Abstract

Objectives. The aim of this study was to create a substantive theory of the well-being at work among ageing hospital nurses in Northern Finland. Study design. A grounded theory study. Well-being at work was studied from a positive viewpoint to determine what evoked well-being on the job. The aim was to discover core processes of the phenomenon based on nurses' authentic experiences. Methods. The subjects of this study (n=21) were nurses working at a university hospital in Northern Finland, aged 45-55 years with at least 10 years of hospital work experience, doing 3-shift work. The material consisted of first-phase open interviews (n=4) and diary entries (n=4), and of second-phase interviews (n=4) and open-data collection forms (n=9) based on these, according to theoretical sampling. The material was studied using a constant comparison analysis. Results. The core process of the well-being at work of ageing hospital nurses was found to be reciprocity in relation to colleagues (nurse-nurse interaction) and patients (nurse-patient interaction). Conclusions. Communal aspects were the characteristic features of well-being at work, which were grounded in the surrounding community. Well-being at work was linked to its target, and patient care was found to be the basis of nurses' well-being at work.

Older nurses’ experiences of providing direct care in hospital nursing units: a qualitative systematic review

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Does clinical supervision promote medical-surgical nurses’ well-being at work? A quasi-experimental 4-year follow-up study

“…Well‐being at work is traditionally addressed in terms of job satisfaction or job stress and burnout (Utriainen et al. 2009).…”

Bem - Estar No Trabalho: Revisão Sistemática Da Literatura Nacional Na Ultima Década

“…A literatura internacional é profícua na produção sobre bem-estar no trabalho e tem investigado a relação entre essa variável e os fatores de contexto (Cunningham, 2006;Danna & Griffin 1999;Jex, 1998;Pollard, 2001;Rafferty & Griffin, 2006;Totterdell, Wall, Holman, Diamond, & Epitropaki, 2004, Warr;Williams, Suls, Alliger, Learner, & Wan, 1991) tais como cultura organizacional (Danna & Griffin, 1999), mudanças organizacionais (Green, 2011;Schouteten & Witte, 1999); percepção de ambiguidade no ambiente (Pollard, 2001), abertura ao diálogo (Leppanen, Hopsu, & Klemola, 2005), desenvolvimento de redes de trabalho (Kanste, Lipponen, Kääriäinen, & Kyngäs, 2010), reciprocidade (Utriainen, Kyngäs & Nikkilä, 2009), e estresse (Bliese, Sonentag, & Edwards, 2017), rotatividade, absenteísmo e desempenho (Danna & Griffin, 1999;Warr, 2007).…”