Predictors of Home Healthcare Nurse Retention
ABSTRACT To examine the level of job satisfaction and test a theoretical model of the direct and indirect effects of job satisfaction, and individual nurse and agency characteristics, on intent to stay and retention for home healthcare nurses.
A descriptive correlation study of home healthcare nurses in six New England states.
Home healthcare nurse job satisfaction self-report data was collected with the HHNJS survey questionnaire & Retention Survey Questionnaire.
Based on a structural equation model, job tenure and job satisfaction were the strongest predictors of nurse retention.
Understanding the variables associated with home healthcare nurse retention can help agencies retain nurses in a time of severe nurse shortages and increased patient demand.
Predicted nursing shortages and increasing demand have made the retention of experienced, qualified nursing staff essential to assure access to high-quality home healthcare services in the future.
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ABSTRACT: Given the role nurse faculty have in educating nurses, little is known about what influences their intention to remain employed (ITR) in academic settings. Findings from a nurse faculty survey administered to test a conceptual model of factors hypothesized as influencing nurse faculty ITR are reported. A cross-sectional survey design was employed. We included colleges and universities in Ontario, Canada. The population of Ontario nurse faculty who reported being employed as nurse faculty with the College of Nurses of Ontario (Canada) was included. Of the 1328 nurse faculty who were surveyed, 650 participated. Participants completed a questionnaire with measures of work, work environment, job satisfaction, burnout and ITR. Regression analyses were conducted to test the model. Ten of 26 independent variables explained 25.4% of variance in nurse faculty ITR for five years. These variables included: proximity to retirement, quality of relationships with colleagues, being employed full time, having dependents, satisfaction with work-life balance, quality of education, satisfaction with job status, access to financial support for education from organization, access to required human resources and being unionized. Although not all influencing factors are modifiable, academic leadership should develop strategies that encourage nurse faculty ITR. Strategies that support collegial relationships among faculty, increase the number of full time positions, promote work-life balance, engage faculty in assessing and strengthening education quality, support faculty choice between full-time and part-time work, and ensure adequate human resources required to teach effectively will lead to heightened nurse faculty ITR.Nurse education today 10/2013; DOI:10.1016/j.nedt.2013.10.010 · 1.46 Impact Factor
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ABSTRACT: To examine (1) the level of intent to stay at work among Jordanian nurses; (2) the levels of at-work and non-work social support; and (3) the extent of variance in the level of intent to stay at work because of the demographic and social support variables. A survey design was used to investigate the predictors of intent to stay at work among the population of Jordanian nurses in three public hospitals. Two hundred and seventy five participants submitted complete and usable questionnaires. The response rates were 50%, 55% and 70%, respectively. Data were collected using a questionnaire that included a scale for measuring social support, the McCain's Intent to Stay Scale and the demographic form. The results showed that support from supervisors, marital status, number of friends at work, number of children at home, gender, time commitment, support from co-workers and support from family accounted for 60% of the variation in the level of intent to stay. The results indicated that nurses who were females, had children at home, worked full time and perceived having more support from co-workers and supervisors tended to stay at work more than others. On the other hand, the results showed that marital status, number of friends at work and family support were associated negatively with intent to stay at work. The findings of the study suggest the important role of workplace social support in enhancing the level of intent to stay at work.International Nursing Review 06/2010; 57(2):195-201. DOI:10.1111/j.1466-7657.2009.00768.x · 0.74 Impact Factor
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ABSTRACT: This paper is a report of the development and psychometric testing of two refined subscales of the Psychological Reward Satisfaction Scale. Besides financial and material rewards, nurses also value psychological rewards: supportive and positively evaluated outcomes of the relationship an employee develops with the supervisor. Satisfaction with these rewards influences employees' attitudes. Recently, the Psychological Reward Satisfaction Scale was developed to measure an employee's satisfaction with psychological rewards. However, this instrument needs refinement before it can be used with a nursing sample. We conducted a pilot study to test the reliability of the refined subscales. Forty nurses completed an online survey twice, with a time interval of 2 weeks. Afterwards, we gathered survey data with a larger sample of 337 nurses to examine the two subscales and their influence on turnover intention and the turnover antecedents job satisfaction and organizational commitment (measured by validated scales) in more detail. Data collection took place in Belgium in 2006. The two refined subscales each contained four items. A series of hierarchical regression analyses suggested that satisfaction with psychological rewards from the head nurse has a statistically significant influence on nurses' turnover intention, job satisfaction and affective commitment, whereas pay satisfaction has not. Satisfaction with psychological rewards from the physicians only explained nurses' affective commitment. When trying to motivate nurses through rewarding them, hospital managers should not only concentrate on financial rewards, but also pay attention to psychological rewards.Journal of Advanced Nursing 04/2010; 66(4):911-22. DOI:10.1111/j.1365-2648.2009.05199.x · 1.69 Impact Factor