Early retirement among registered nurses: contributing factors.
ABSTRACT This study explored the factors that influence nurses to retire early and the incentives that might encourage them to stay longer in employment.
The increasing number of nurses taking early retirement reduces an already depleted nursing workforce.
A mail-out questionnaire was sent to 200 randomly selected nurses aged 45 and older, living in the Canadian province of Newfoundland and Labrador. SPSS descriptors were used to outline the data. Multiple t-tests, with a Bonferroni correction, were conducted to test for significant differences between selected responses by staff nurses and a group of nurse managers, educators and researchers.
Of 124 respondents, 71% planned to retire by age 60. Staff nurses and a group of nurse managers/educators/researchers differed significantly in two reasons for leaving. The two groups also differed significantly in five of the incentives to stay.
Findings from this study could prove useful for healthcare and government organizations developing retention strategies to forestall the predicted shortage of nurses.
- Nursing management 05/2014; 45(5):12-6.
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ABSTRACT: AimTo describe temporary and permanent separation patterns and changes in nursing practice over 5 years, for the 2006 cohort of nurses aged ≥50 years in New Zealand.Background As ageing populations increase demand on nursing services, workforce projections need better information on work and retirement decision-making of large ‘baby-boomer’ cohorts.DesignRetrospective cohort analysis using the Nursing Council of New Zealand administrative dataset.MethodsA cohort of all nurses aged ≥50 years on the register and practising in 2006 (n = 12,606) was tracked until 2011.ResultsAfter 5 years, a quarter (n = 3161) of the cohort (equivalent to 8·4% of all 2006 practising nurses) was no longer practising. There were no significant differences in permanent separation rates between the ages of 50–58; between 18–54% of annual separations re-entered the workforce. On re-entry, 56% returned to the same clinical area. Annual separations from the workforce declined sharply during the global financial crisis and more of those leaving re-entered the workforce. In 2006, half the cohort worked in hospitals. After 5 years, the number of cohort nurses working in hospitals fell by 45%, while those in community settings increased by 12%. Over 5 years, weekly nursing practice hours declined significantly for every age-band.Conclusions To retain the experience of older nurses for longer, workforce strategies need to take account of patterns of leaving and re-entering the workforce, preferences for work hours and the differences between the sub-groups across employment settings and practice areas.Journal of Advanced Nursing 04/2014; · 1.53 Impact Factor
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ABSTRACT: The aim of this evaluation research was to measure the impact of a caring-based intervention on the level of work engagement in older nurses. Every effort is needed to retain older nurses at the bedside by assisting them to revitalise the internal motivation and self- reward that brought them to nursing. A mixed method evaluation research approach using both qualitative and quantitative measurements was used to determine the impact of a caring-based programme on improving the work engagement scores of older Registered Nurses (RNs). The results of this study suggest that leadership strategies aimed at improving work engagement using caring theories have a significant positive impact. The findings contribute to our understanding of how work engagement can be enhanced through building work environments where there is a sense of belonging and teamwork, where staff are allowed time to decompress as well as build positive work relationships. Nurse Leaders (NLs) bear a responsibility to partner with older Registered Nurses (RNs) to build engagement in their work life while enhancing the quality of care. Successful leaders will find ways to meet these unique challenges by creating a healthy work environment.Journal of Nursing Management 10/2013; 21(7):941-9. · 1.45 Impact Factor