Nurse Turnover Research Paper

Causes of nurses' turnover Nurses' decision to leave an organization can be determined by factors such as poor supervision, inadequate growth opportunities, or a negative organizational culture, lack of supervisor support, work load, lack of recognition and poor supervisor’s nurse relations. Furthermore, other factors that lead to intention to leave are related to nurses' dissatisfaction with one’s current job, current salary, opportunities for promotion, and work in general (Curtis, 2015).

Absence of supportive leadership clues to nurses' turnover intention. Nurses expressed disappointment for the lack of recognition by management for excellent job performance, especially for significant contributions. Nurses often felt

Work–related factors as autonomy, skill variety and task significance. The decision to leave the profession results from numerous simultaneous underlying causes, so–called push and pull factors. Push factors are adversely perceived aspects of a job that cause nurses' turnover intention as conflicts at work or ill health, and pull factors are attractive external incentives, such as university studies or early retirement opportunities.

Non-work characteristics are associated to Individual characteristics as age, dealing with night shifts and technical orientation. Night shifts may lead to a variety of problems, owing to disturbances in circadian rhythms, disruptions of family and social life. Technical orientation is an important requirement for nurses-job fit to occur (Van Dam et al.,

If such alternatives do not exist, nurses may involuntarily stay in the job, which leads to the problem of a change in attitude and effort and possible decline in performance. When nurses leave, hospitals lose the nurses' knowledge, skills, and abilities which can have a detrimental impact upon organizational effectiveness (Özbağ et al., 2014). Also, the cost of organizational operations inevitably increases. The turnover's consequences include both direct and indirect costs to an organization. Direct costs include financial costs associated with nurses' leaving, such as subsequent recruiting and training costs. Indirect costs include losing the knowledge and skills of a worker as well as disrupting the established culture. Each nurse leaves the profession takes away some contribution to the larger group and, until the position is appropriately filled; the organization may lose some amount of productivity (Naicker, 2013; Tellez, 2014; Chen et al., 2016).

Turnover is a dangerous outcome because it is linked to loss of individual and organizational performance, significant decrease in quality of care, rise in workload on the staff (Galletta et al., 2011). This can lead to critical changes in the behavior of nurses towards their jobs resulting in low work satisfaction, low productivity, and finally, leaving the organization. Additionally,