Introduction
In the healthcare industry, recruitment and retention is a major issue because this field is full of professionals who work on the frontline of service, who are at times overwhelmed and suffer from secondary trauma, burnout, and general job stress. As these individuals provide support, a path to resiliency and positive outcomes to those customers that they serve, they are the backbone of every healthcare organization. Research has found that high turnover in this field is a major concern because of the negative outcomes on the families being served and the financial cost that the organization must endure. Central to recruitment and retention concerns has been new graduate nurses’ high turnover rates during the first two years.
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The turnover rates in the first years of employment are higher than the rates among tenured nurses3, and the percentage of new-graduate nurses quitting their job within 1 year after being hired ranges from 30 to 50%4. A study reveals that an estimated 17.5 percent of newly-licensed nurses leave their first nursing job within the first year, and 33.5% leave within two years5. New graduate nurses' turnover intention is a relevant issue because at a cost of $82,000 or more per nurse, this attrition is costly in economic and professional terms- and can negatively impact patient-care …show more content…
Although it is widely known that the first 2 years of employment are the most unstable period for new-graduate nurses2, there is a lack of research about this. Numerous factors have been identified as essential to retaining a satisfied and engaged nursing staff.
Structural empowerment, defined as the degree of access to workplace conditions that provide information, support, resources and opportunities to learn and grow, has been shown to be positively related to nurses feelings of autonomy, support for professional practice, job satisfaction, organizational commitment11 and turnover intentions12. It has also been linked to health outcomes, such as burnout and mental and physical health. Empowerment is also related to the six areas of work-life described as factors that influence employees’ responses to their workplace: manageable workloads, control over work, rewards for contribution, fair treatment, a sense of community and similarity between personal and organizational values13. They have consistently linked these factors to employee burnout, a finding supported in the nursing literature14. In studies of new graduates, structural empowerment and the six areas of work-life have been shown to be important predictors of burnout and work
middle of paper ... ... qualified nurses diminishes. Based on this study, administrators should recruit nurses who understand that health care is at its best when health care professionals work collaboratively as members of a team, committed to providing the best possible patient care. References Aiken, L.H., Clarke, S.P, Sloane, D.M., Sochalski, J., & Silber, J.H. (2000). Hospital nurse staffing and patient mortality, nurse burnout, and job dissatisfaction.
Newly graduated nurses lack clinical skills necessary to evolve professionally and carefully from academics to bedside practice (Kim, Lee, Eudey, Lounsbury & Wede, 2015). How scary is that not only for the patient but also for the new nurse himself or herself? While being faced with new challenges, an increasing amount of newly graduated RNs felt overcome and unqualified. Twibell and Pierre explain how new nurses express “disillusionment” about practice, scheduling, and being rewarded. Frustration and anger between employees play a huge part in NGNs resigning because of the lack of experience and knowledge of what to do in high stress situations (2012). Nursing residency programs have proven to directly improve patient care, develop critical
Oyeleye, O., Hanson, P., O’Connor, N., & Dunn, D. (2013). Relationship of workplace incivility, stress, and burnout on nurses’ turnover intentions and psychological empowerment. Journal of Nursing Administration, 43(10), 536-542.Doi:
Recent literature reports that there is a nursing shortage and it is continually increasing. Data released by the American Association of Colleges of Nursing (2011) projects that the shortage, would increase to 260,000 by the year 2025. AACN (2011) also reported that 13% of newly registered nurses changed jobs and 37% were ready to change within a year. A study conducted reports that there is a correlation between higher nursing workloads and nurse burnout, retention rates, job dissatisfaction and adverse patient outcomes (Vahey & Aiken, 2004). Among the nurses surveyed in the study, over 40% stated that they were suffering from burnout while 1 in 5 nurses intended
Oyeleye, O., DNP,RN, Patricia, H., PhD, RN, O'Connor, N., PhD, RN, & Dunn, D., EdD, RN. (2013). Relationship of Workplace Incivility, Stress, and Burnout on Nurses' Turnover Intentions and Pschyological Empowerment. The Journal of Nursing Administration, 43(10), 536-542.
Current literature continues to reiterate the indicators of a major shortage of registered nurses (RNs) in the United States. The total RN population has been increasing since 1980, which means that we have more RNs in this country than ever before (Nursing Shortage). Even though the RN population is increasing, it is growing at a much slower rate then when compared to the rate of growth of the U.S. population (Nursing Shortage). We are seeing less skilled nurses “at a time of an increasingly aging population with complex care needs and an increasingly complex technological care environment” (Mion). According to recent data from the Bureau of Labor Statistics and the Department of Health and Human Services, it is estimated that “more than a million new and replacement nurses will be needed over the next decade” (Diagnosis: Critical).
However, upon securing a job, they find that things on the ground are not as they had expected them to be and this results in some of them deciding to leave the profession early. Research shows that turnovers within the nursing fraternity target person below the age of 30 (Erickson & Grove, 2011). The high turnover within the nursing fraternity results in a massive nurse shortage. This means that the nurses who decide to stay have to work for many hours resulting in exhaustion. A significant percent of nurses quitting their job sites exhaustion and discouragement as the reason that contributed to their decision. In one of the studies conducted on the issue of nurse turnover, 50% of the nurses leaving the profession argued that they felt saddened and discouraged by what they were unable to do for their patients (Erickson & Grove, 2011). When a nurse witness his/her patients suffering but cannot do anything because of the prevailing conditions he/she feels as if he/she is not realizing the reason that prompted him/her to join the nursing profession. The higher rate of nursing turnover is also affecting the quality of care nurses provide to
The prolonged shortage of skilled nursing personnel has been a serious concern to the healthcare industry, and this shortage has impacted the quality of care delivery. In addition, nursing turnover has also exacerbated the problem of nursing shortage. Nursing shortage has been blamed on many nurses retiring and less younger nurses joining the occupation. There is also an increase in life expectancy (baby boomers) leading an increase in both physical and mental ailment with subsequent demand in nursing care. Nurses are also leaving nursing profession because of inadequate staffing, tense work environment, negative press about the profession, and inflexible work schedules. Even though nursing is a promising career and offers job security, the
(Burkhardt & Nathaniel, 2014, p. 501) We can, however, “facilitate empowerment by working directly with patients and through addressing social, political, and environmental factors affecting empowerment of individuals and communities.” (Burkhardt & Nathaniel, 2014, p. 493) In this paper, I will discuss how nurses can provide empowerment, some of the issues and constraints affecting empowerment, and how I feel regarding empowerment in my workplace. Empowering Patients In order to facilitate patient empowerment, we must first be in a position of self-empowerment.
In addition to concerns about the adequacy of the supply of nurses the financial impact of high turnover was startling. According to Jones (2005) Using the updated Nursing Turnover Cost Calculation Methodology, the per RN true cost of nurse turnover is calculated to be 1.2–1.3 times the RN annual salary. That estimate is derived from a retrospective, descriptive study of external RN turnover cost data at an acute care hospital with over 600 beds. The findings indicate that the three highest cost categories were vacancy, orientation and training and newly hired RN productivity. (as cited in Kooker & Kamikawa, C. 2011). For example, At the Queen’s Medical Center, the annual salary of an experienced RN is currently $91,520. Therefore, using the
As the forthcoming nursing shortage threatens the United States, organizations must be knowledgeable in the recruitment and retention of nurses. The challenge facing health care organizations will be to retain sufficient numbers of nurses to provide safe, efficient, quality care to patients. Organizations will look to recruit and attract quality nurses to fill vacancies. As turnover in nursing is a recurring problem, health care organizations will look for strategies to reduce turnover. The rate of turnover for bedside nurses in 2013 ranged from 4.4 to 44.6% (American Nurses Association, 2013). Nurse retention focuses on keeping nurses in the organization and preventing turnover. The purpose of this paper is to discuss the significance of recruitment and retention of nurses, review the literature, and explore how recruitment and retention apply to nursing.
Management spends several hundred dollars for each new nurse that it hire and train. Using Benner’s theory, and investing in nurse retention will decrease costs, as well as having resulted in better patient outcome. A savings of one and one- half to two times of a salary is estimated to have occurred in reducing nursing turnover (Friedman, Delaney, Schmidt, Quinn, & Macyk, 2013). During my first four to five years in my current post,. I noted there to be an increase in novice and advance nurses not staying very long. Upon doing exit interviews it was brought to my attention, that the orientation, he or she received was not enough to make them feel comfortable. The nurses felt that he or she had been rushed through orientation, and did not feel confident in dealing with some
Registered Nurse turnover is a continuous problem in the nursing profession. Turnover in this context is simply defined as “someone leaving a job” (Kovner, Brewer, Fatehi, & Jun, 2014). Some aspects of nurse turnover can be viewed as positive, however, most circumstances of turnover are seen negatively and can be referred to as functional versus dysfunctional. The difference between the two is a “functional turnover, a poorly functioning employee leaves, as opposed to a dysfunctional turnover, when well-performing employees leave” (“One in Five nurses leave First job within a year,” 2014). The nursing profession’s recommendation for improvement focuses on dysfunctional turnover of Registered Nurses. Nurses choose to leave their jobs to explore
Singh and Loncar utilized information from two hundred registered nurses who are union members to gain insight upon the changes nursing and hospital management should make to reduce turnover among the nursing staff and gain the maximum benefit from their employee investment. Employees who become disproportionally dissatisfied with their employment fail to strive for the best possible output and instead perform to the bare minimum of standards. This may cause failure to meet service standards, leading to customer dissatisfaction.
Empowerment is about decision-making and autonomy, personal and professionally. Nancy should have empowered her staff’s nurses with the opportunity to be involved in the organization decision-making process. When nurses can influence and control their nursing practice, their autonomy, confidence, and commitment to the organization increase (Manojlovich, 2007). Organizations that empowered nurses to act and guide their everyday challenges using their professional skills, knowledge, and own judgment, shows positives patient outcomes, and less nurse turnover, burnout, dissatisfaction, stress, and powerlessness among their staff (Rao,