Pengaruh Self Motivation dan Lingkungan Kerja terhadap Retensi Perawat Siloam Hospital Tb Simatupang

The nurse shortage crisis is caused by the high turnover of nurses related to management practices that were not running optimally. Anticipatory efforts are critical to increase nurse retention by increasing self-motivation and work environment to increase job satisfaction on nurses as an impact. This study aimed to provide empirical evidence of the effect of self-motivation and work environment on nurse retention with job satisfaction as an intervening variable. This research used quantitative research with survey methods using questionnaires. The unit of analysis was a group of nurses PK 1 as many as 61 people. Data analysis used path analysis with multiple linear regression as the data analysis technique. Results showed that self-motivation and work environment had a significant effect on nurse retention with job satisfaction as an intervening variable. The variables of self-motivation and work environment each had a significant effect on job satisfaction. The variables of self-motivation, work environment, and job satisfaction each had a significant effect on nurse retention. The findings indicate that employees are dissatisfied with the work environment, both physical and non-physical, as well as the compensation and rewards provided by the company. We suggest to the hospital to give awards in the form of bonuses or incentives to nurses in accordance with work assessments. We also suggest for further research to examine more deeply about the four variables in this study with other research subjects to compare with the results of the research

A service improvement project of a legacy nurse programme to improve the retention of late career nurses

Background A Nottingham Legacy Nurse Programme was developed in response to the reducing supply of new nursing registrants and an ageing workforce. The programme comprised components of focussed mentorship, knowledge transition, support and development of new learners in practice. Aims The work-based development programme aimed to improve the retention and experience of late career registered nurses. Methods The programme was informed by the evidence base and co-produced with late career registered nurses (aged 55 years or over, approaching retirement). A small pilot programme ( n = 6) was evaluated through a mixed-methods approach. Refinements and recommendations were proposed in response to findings of a scoping search of the literature, feedback from participants and stakeholder groups across the NHS Midlands and East regions ( n = 238). Results A Legacy Nurse programme has potential to address nurses’ individual career development needs, valuing and retaining them in the workforce, enabling them to share professional knowledge and skills within clinical teams and offers a cost-effective solution to improving retention of late career nurses. Conclusions Addressing the needs of late career registered nurses is required to improve retention, job satisfaction, quality-of-care provision and facilitate knowledge transfer. The programme requires evaluation in other care settings and should be considered as part of an integrated approach to nurse retention, inclusive talent management and workforce planning, alongside financial and careers advice.

Nurse Retention in Workplace Adversity

Practice Problem: Nurse turnover rate and lack of retention are issues that have an impact on safe patient care, patient mortality, quality outcomes, and patient experiences in the acute care units at the identified project setting. Turnover leads to excess labor utilization of overtime and increased hospital costs. PICOT: The PICOT question that guided this project was (P) In acute care hospital nurses, how do (I) nurse retention strategies (C) compared with no nurse retention strategies (O) reduce nurses’ intention to leave and increase job satisfaction over (T) eight weeks? Evidence: Twenty-one articles were reviewed that identified autonomy, recognition, acknowledgement, communication, and transformational leadership as nurse retention strategies, which contributed to a positive workplace environment and led to improved job satisfaction and nurse retention. Intervention: The intervention consisted of focused communication that included staff recognition and acknowledgement by the nurse leaders of each unit, which had a positive effect on the workplace environment and job satisfaction. Outcome: The results indicated a statistically insignificant change in job satisfaction and intent to stay yet did show a clinical significance. Conclusion: The benefit of the project was that there was a clinically significant change in behaviors including: verbal expressions of increased job satisfaction, notable positive attitudes and hopefulness, as well as staff resilience. Consistent leadership and a larger sample size may produce statistical significance in a future study.

The relationship between the authentic leadership of nurses and structural empowerment: a systematic review

ABSTRACT Objective: To verify the relationship between authentic leadership of nurses and structural empowerment. Method: This is a systematic review carried out at the Virtual Health Library on the Journal Portal of the Coordination for the Improvement of Higher Education Personnel, Online System for the Search and Analysis of Medical Literature, Scientific Electronic Library Online and Science Direct/Embase, and consulted until April 2019. Studies with nurses, evidencing the relationship between authentic leadership and structural empowerment, published between 2012 and 2018 in Brazilian Portuguese, English or Spanish were included. Results: Five studies were included, with variables other than structural empowerment: job satisfaction, burnout, bulling, mental health, performance, social capital, working environment, nurse retention, and quality of care. Authentic leadership showed a positive relationship with structural empowerment, improving engagement and job satisfaction, reducing burnout and increasing quality of care. Conclusion: Health institutions, in addition to Canada, where researchers on this topic are located, can invest in authentic leadership to improve structural empowerment by providing greater commitment from nurses, increased job satisfaction and quality of care provided.

The Adaption of the Work Environment Survey for Public Health Nurses

The study presents the iterative process of the adaption and psychometric properties evaluation of the Work Environment/Support/Encouragement section of the Revised Casey-Fink Nurse Retention Survey© (2009) to measure the work environment of public health nurses (PHNs). This secondary data analysis was based on data collected from a convenience sample of 596 PHNs across North Carolina that were originally used to study PHNs workforce retention. Classical test theory analyses were used to evaluate scale reliability and identify potential problematic items that were further examined from a substantive perspective using content validity survey. Confirmatory factor analysis and exploratory factor analysis were performed to evaluate the construct validity and assist further development of the scale. Analyses suggest a three-factor structure for the retained 19-item scale including managerial support, professional nursing role, and recognition, with reliability ranging from alpha of .859 to .959.

Factors influencing nurse retention within children’s palliative care

Retention of staff presents major challenges within children’s palliative care; this has substantial implications for children, families and the nursing workforce. To address this, a programme was undertaken that provided pathways of professional development for senior nurses working in this field. This study reports the views of nurses completing this programme, the overall project manager (PM) and the day-to-day programme lead (PL) as well as factors that influence nurse retention within children’s palliative care nursing. The study drew on an Appreciative Inquiry approach that comprised of interviews with the PM and PL as well as focus groups and questionnaires with senior nurses from the children’s palliative care sector, who participated in the training programme. Thematic analysis of data from interviews and focus groups revealed factors influencing nurse retention: speciality, positivity and making a difference, support, provision of adequate resources, tailored education/professional development and resilience. These themes were supported by the questionnaire findings. The programme was perceived as having a positive influence on nurse retention within the children’s palliative care workforce. In addition, it was felt to be very beneficial in terms of shared learning and development. Participants highlighted the need for similar opportunities in the future.

Turnover Intention Among Nurses in Nurse Managers, Directors, and Executives: Developing a Tool for Measuring Environmental Factors

Background and PurposeTurnover among nurse managers, directors, and executives is associated with staff nurse retention and patient outcomes. The purpose of this article is to describe the development of an instrument to evaluate factors associated with intent to leave among these leaders within acute care facilities.MethodsThe Nurse Leader Environment Support Survey (NLESS) was developed and evaluated using exploratory factor analysis and reliability testing (Cronbach’s α). Data was obtained as part of a large nationwide electronic survey (N = 1,903).ResultsFactors converged into three major themes (organizational culture, professional vulnerability, and workplace relationships) which were consistent across all three leadership groups. Factor subscales exhibited Cronbach’s α > .7.ConclusionsThe NLESS is a useful tool in comparing reasons for turnover among nursing leadership groups. Future refinement may prove useful in identifying and clarifying foundational causes of turnover.