Presenteeism in Nurses: Prevalence, Consequences, and Causes From the Perspectives of Nurses and Chief Nurses

Presenteeism refers to the behavior of people who turn up for work despite complaints of ill health that should prompt rest and absence from work. The high incidence of presenteeism in the nurse population has been extensively investigated using self-reported methods to explore its effects on individual outcomes. However, few studies have examined nurse presenteeism using an “other's” perspective to verify self-reported information. Our aim in this study was to evaluate the prevalence, consequences, and causes of presenteeism in Chinese nurses from the perspectives of nurses and chief nurses. A sample of 481 nurses and 282 chief nurses from five hospitals in Henan Province, China, took part in this cross-sectional study. Participants completed the Sickness Presenteeism Questionnaire, Social Productivity Loss Questionnaire, and Causes of Nurse Presenteeism Questionnaire. The human capital method was used to estimate the monetary loss because of nurse presenteeism. We found that 94.25 and 82.08% of nurses experienced presenteeism in the past 6 months from the perspective of nurses and chief nurses, respectively. The annual monetary loss was estimated to be ¥4.38 billion and ¥2.88 billion based on the presenteeism reports from nurses and chief nurses, respectively. Workload, leave system, and conscientiousness are the main reasons for nurse presenteeism, and financial need is another important reason that is likely overlooked by chief nurses. This study provides a foundation for future research by presenting new knowledge about the prevalence, consequences, and causes of presenteeism in Chinese nurses. The findings emphasize the need for nursing managers and nursing departments to establish policy systems around paid sick leave, workload, and communication with managers to reduce nurse presenteeism and the subsequent socio-economic financial losses.

Interconnection of shift work and sleep disorders in nursing specialists

Aim. To study the prevalence, structure, causes of sleep disorders of nurses, working in shifts. Materials and methods. Analytical; questioning survey; statistical with processing results using Microsoft Excel. Results. Studies have shown that 85% of nurses working in shifts have a decrease in the quality of sleep, 60% of those surveyed associate sleep problems with their occupation. Daily work significantly increases the time to fall asleep, worsens the quality and duration of sleep, leads to frequent awakenings, and also negatively affects daytime performance. The development of sleep disorders depends on the length of service. The existing health problems of half of the respondents do not motivate nurses to switch to non-shift work. Thus, the shift work is not a factor that significantly reduces the quality of life. Conclusions. Recommendations of the program for the prevention and rehabilitation of insomnia, it is necessary to develop in three directions: for chief nurses, for senior nurses and directly for nurses with a shift work schedule.

Human capital of a medical institution

Introduction. The XXI century’s priority is to identify potentially “weak” links in human health, which allows changing your diet, habits, physical activity in time, and choosing a personal schedule for taking vitamins and trace elements. A special mission in this context belongs to the average medical staff, represented by several generations of specialists. The aim is to develop the concept of “human capital of a medical institution” and criteria for its evaluation on the example of nursing staff. Materials and methods. Audit of work plans of chief nurses, councils of nurses, a sociological survey of 405 nurses to identify professional burnout, and respondents‘ analysis of the environment of a medical institution that promotes the development of nursing competencies from vertical and horizontal interaction. Results. Authors develop definitions of the concept of “human capital of medical institutions and proposed tools for its assessment. Conclusion. The environment that includes the organization of the workplace; management aimed at creating vertical and horizontal systems of interaction; motivation that contributes to the professional and personal growth of nursing staff determine the development of the human capital of medical institutions.

Retention and Resignation of Nurses in Government Hospitals of Cebu City, Cebu, Philippines

This study determined the status of the retention and resignation of nurses in government hospitals of Cebu City, Cebu for calendar year 2004-2007. The findings of which were used as bases for recommendations. Further, it answered the following questions:1.What are the individual factors that have influenced the retention and resignation of nurses in terms of:1.1.age;1.2.gender;1.3.length of service;1.4.educational qualification;1.5.tenure;1.6.designation/position; and1.7.salary?2.What factors have influenced the retention and resignation of nurses as perceived by the chief nurses in terms of:2.1.organizational factor;2.2.economic-labor market factor?3.What work retention strategies can be proposed based on the findings of the study?This study utilized the descriptive design. This qualitative study determined the status of the retention and resignation of nurses in government hospitals in Cebu City, Cebu. Further, it determined the factors that have influenced the retention and resignation of nurses as perceived by the chief nurses in terms of organizational factor and economic-labor factor. The study includes three hospitals: Cebu City Medical Center; St. Anthony Mother and Child Hospital; and Vicente Sotto Memorial Medical Center.Majority of the retained nurses were 21-27 years old, females, with less than a year work experience, without master’s degree units taken, still in contractual status, all functioned as staff nurses, and with a salary range of 6,000 to 8,000 Philippine pesos. Majority of the resigned nurses were 21-27 years old, females, with less than 1-2 year work experience, without master’s degree units taken, regular status, all functioned as staff nurses, and with a salary range of 8,000 to 10,000 Philippine pesos.In the aspect of organizational factor, the chief nurses perceived that the philosophy, vision-mission, goals, objectives, and values formation were discussed with the employees during the orientation. On the other hand, policies in the hospital were reviewed and updated regularly, and disseminated to the areas for uniformity. In terms of dealing with religious obligations of nurses, practices of employees were considered and given importance, thus they were involved in activities such as Eucharistic celebrations.With regards to the process of promotion to higher position, all nurses had to pass the qualifications from the duly appointed selection of the hospitals before they will be awarded with a promotion. In terms of the job description and scope of nurses’ job, these are discussed to every staff during the orientation. Pertaining to how often the chief nurse conduct rounds and surveys in the ward, they do this from time to time. To manage errors committed by the nurses in the wards, they conduct thorough investigation in order to correct the error. In relation to the rotation of nurses to different wards/areas, they do rotations of staff nurses to different areas every 3 months.In the aspect of economic-labor market factor, the chief nurses perceived the regularization process of every nursing staff was decided by the performance evaluation board or the appointing officer. For the hiring process, the chief nurses usually post the vacancies. They were tasked to do the preliminary screening, and they forward the recommendation to their appointing officer. With regards to the handling of advertisements for vacancies and promotion of their institution, they use the newspapers and radios to inform the public.

Perception of work-related empowerment of nurse managers

Purpose/Aim The paper aims to analyse the perception of being empowered according to the self-evaluation of nurse managers, presenting it as structural and psychological empowerment. Methods A questionnaire-based study was conducted. The sample consisted of 193 nurse managers working in a total of seven university and general level hospitals in Lithuania. The Conditions of Work Effectiveness Questionnaire-II measuring structural empowerment and the Work Empowerment Questionnaire measuring psychological empowerment were used. Results The paper reveals that nurse managers experienced structural empowerment at a moderate level and were highly psychologically empowered. Conclusions These findings are in line with previous research. The results showed that particular background factors were related to aspects of empowerment. The findings of this research can be used to examine the structural and psychological aspects that function as barriers to feeling empowered. The results are also useful for chief nurses who are involved in the recruitment and retention of nurse managers. Further research is needed to look into the question of improving formal power issues, e.g. the rewards for innovation at work, and also outcome empowerment aspects that may affect changes in the way that nurse managers carry out their work.