Nursing Turnover

Hi Lilia, thanks for the post. I agree that the article you found is a secondary source because it has the words literature review in the title. I was unable to read the article because I could not find it in Kaplan’s online library. I was able to read the abstract through a website. I agree that nursing turnover is prevalent in all facets of health care. It impacts not only to patient care and safety, but also to staff safety. Browsing through the different article titles in Kaplan’s online library, I have noticed that articles were done exploring staff or nurses attitudes and determinants why they leave their jobs. I am wondering whether there has been research done on facilities or organization that adopted or have implemented strategies

The turnover rate among long-term health care workers is concerning. An article regarding the turnover rate among Certified Nursing Assistants (CNA’s) discusses reasons for this high rate. It gives such reason as lack of training, the lack of appreciation from higher level nurses, and workload (Fitzpatrick, 2002). For both CNA’s or, in the Carlos’ case, Licensed Nurse Practitioners (LPN’s), the job can be stressful. The strenuous job of caring for several patients in long term facilities can weigh on them. Having to physically move patients for any reason can be taxing, especially for the smaller frame nurses. Patient overload is a factor to contend with. The reading does not mention a number of nurses, but it does list a number of beds

The expense of losing an experienced nurse can be costly to the hospital. Not to mention the nursing knowledge and skills. Estimates of the actual dollar amount incurred by nurse turnover range from 10 to 20 thousand dollars per nurse to as much as well over the nurse’s yearly salary. According to Anderson (2004), Nurse Executives estimate that “…visible costs represent only 24 percent of total costs for medical/surgical nurses and only 18 percent for specialty nurses. A true total cost of $42,000 per medical/ surgical RN and $64,000 per specialty nurse is more close to reality.” Turnover costs, average approximately $47,403 per medical/surgical RN and $85,197 for specialty RNs. “A 400-nurse hospital with a 20 percent turnover rate is replacing 80 nurses per year. The direct costs might average $800,000 per year, but

Nursing turnover data suggests an estimated 17% of nurses entering first year of employment leave within that year and one in three nurses leaves within 2 years (Robert Wood Johnson Foundation, 2014). Staffing shortages paired with a profession that has high turnover rates can be financial costly for HCO. Costs related to RN turnover can cost large acute HCO as much as $6.4 million a year (Robert Wood Johnson Foundation, 2014) or per nurse cost estimates range from $37,000-$58,000 according to the 2016 National Healthcare Retention & RN Staffing Report (Nursing Solutions, Inc, 2016). This research paper suggests root causes and factors to nurse turnover and evidence-based solutions to increase nurse retention. Healthcare organization rely and require engaged and skilled workforce to provide effective patient care and

Reggan ended up with a traumatic brain injury and broken vertebrae. She is now unable to work or care for herself. She was tired from going to school the previous day, then working a sixteen hour shift. Hospitals and nursing facilities don't understand the effects mandated overtime has on someone untill it's to late. So I guess in the eyes of an employer, having a fatigued nurse at your bedside is better than none at all.

With the ongoing changes in the healthcare field, nursing workforce retention presents itself as one of the greatest challenges facing healthcare systems today. According to the American Nursing Association, nursing turnover is a multi-faceted issue which impacts the financial stability of the facility, the quality of patient care and has a direct affect on the other members of the nursing staff (ANA, 2014). The cost to replace a nurse in a healthcare facility ranges between $62,100 to $67,100 (ANA, 2014). The rising problem with nursing retention will intensify the nursing shortage, which has been projected to affect the entire nation, not just isolated areas of the country, gradually increasing in its scope from 2009 to 2030 (Rosseter,

America is one of the most affluent countries in the world, but is also a nation that has a healthcare industry that is in much turmoil. One of the more pivotal influences of this turmoil is nurse turnover rate. Nurse turnover does not have a universal meaning, consequently making it difficult to associate turnover rates in healthcare facilities and geographical areas. In all actuality, “"Nurse turnover" is an undesirable trend for healthcare employers. It 's expensive, it 's disruptive, and it threatens the quality of care and patient safety” (Kovner, Brewer, Fatehi, and Jun (2014). All throughout America healthcare organizations demand a steady, extremely trained and completely engaged nursing staff to provide efficient levels of patient care. However, a budding shortage of experienced nurses has led the United States healthcare industry to a continual increase in the turnover rate among registered nurses. As a matter of fact, “Hospitals are experiencing an estimated 16.5% turnover rate of registered nurses (RNs), increased from 14.7% in 2012” (Yarbrough, Martin, and Alfred, 2014). Turnover costs of these leaving nurses are as much as a universal problem throughout the healthcare industry, occurring at staggering prices. According to Yarbrough, Martin, and Alfred (2014) “Estimates of RN turnover costs range from US$44,380 to US$63,400 per nurse—an estimated US$4.21 to US$6.02 million financial loss per year for hospitals.” This ascending trend in turnover rates is a clear

The nursing shortage in healthcare has been a highlighted issue for many years. With the ever-growing health care system, hospitals and healthcare facilities often find themselves searching for ways to acquire new nurses and retain their very own. Throughout the years, the number one solution to this problem remains the same: decreasing nurse turnover, and increasing nurse retention. This paper discusses the causes of high nurse turnover rate, the negative effects on health care, and ways to improve the turnover rate.

Most definitely continue to get your MSN. Don’t stop now! It will open so many other doors for you. The flexibility for MSN programs online are also great for what sounds like your everyday busy schedule. Cardiac progressive care units are very stressful and I can only imagine it being even harder for you with the high nursing turnover rate that you speak of. The ER where I work has had a high nursing turnover rate for the past 3 years, making it very hard to build a working trusting relationship between each other because of it. I hope it gets better for your department during your time with them. Well, good luck for the rest of your BSN time of school. It will go by fast. Talk with you soon!.

Nurse turnover is defined as “the number of nurses changing jobs within an organization or leaving an organization within a given year” (Baumann 2010). Retaining nurses is one of the most important issues in health care as its effects range from challenges in human resource planning, to high costs in financial and organizational productivity (Beecroft et al, 2008), to workgroup processes and morale, to patient safety and quality of care (i.e. patient satisfaction, length of patient stay, patient falls, and medication errors) (Bae et al, 2010). Nursing Solutions Inc (NSI) reported the national average turnover rate for hospitals increased from 13.5% in 2012 to 14.7% last year. Nurses working in Med/Surg had more turnover

In the healthcare field, nursing leaders and managers face consistent issues in their respective practices that force them to alter the way they work and the way they think. In taking on a role as a leader within the field, nursing leaders and managers also take on the role of ensuring that work within an organization runs smoothly regardless of new issues that may arise in the healthcare arena. For instance, in today's healthcare environment, the issues of nurse shortage and nurse turnover have the capacity to alter the healthcare field and many of its respective branches and organizations should these problems not be managed properly by the leaders in the field. In viewing the issue at hand and in discovering how nursing leaders and managers are expected to act, and do act, in order to approach this issues, along with pinpointing the best approach possible to aid this issue, one can better understand which leadership styles are necessary for leaders to function.

Nurses join and leave organizations for many reasons. There is no specific way to solve and reduce nursing turnover across the board. However, there are many ways that can positively impact nursing turnover. Organizations should use different methods to hire nurses. For example, an organization should make jobs more attractive to nursing candidates. This could be carried out by the organizations if they change pay structure, financial incentives such as bonuses, loan forgiveness assistance, and provide developmental opportunities. Also, incentives for years worked, like a one weekend/ holiday off after 5 years of service. They also should have more creative use of scheduling and more staffing so that nurses do not feel overwhelmed or over worked. This would appeal to nurses to allow them to both grow and ensure that the the job is appealing in the beginning. Another way to improve nursing turnover is to use a better screening tool when hiring new nurses. For example, hiring someone who does not have clear view of their duties, job requirements, and benefits could result in negative consequences and a higher turnover rate. Hiring nurses for the

The ongoing instability evidenced from the high mobility of qualified nurses in the nursing workforce has raised many questions about the issue of nursing shortage and nurse turnover (Gates & Jones, 2007). The paper below discusses the issues of nursing shortage and nurse turnover. The paper also describes how leaders as well as managers in the nursing fraternity and other leaders can resolve those problems effectively and the different applicable principles, skills, roles of the leader, and theories of leadership and management.

Retaining a stable and sufficient supply of nurses is an important hospital and nationwide concern. Numerous factors affecting retention of registered nurses comprises of practice autonomy, managerial respect, workload, and inclusion in decision making, flexible schedules, education, and pay (“Recruitment”, 2013). Hospitals not capable of retaining qualified registered nurses may result in the loss of experienced and knowledgeable staff. Additionally this will lower hospital productivity during this transition. High turnover rates for registered nursing staff may also impact job fulfillment and nursing moral altogether. Retaining qualified registered nurses will enhance patient care quality and satisfaction.

An administrative problem as complex as recruitment and retention creates complex and long-term planning, implementation, monitoring, maintenance and considerable foresight to manage current projects and project future needs. Many of the recommendations can begin immediately but the measured results may not be seen for nearly a decade. Leadership in rural health settings fall under two areas, just like the nurses that serve the same facilities; long-term and those building a career. Administrators and priorities can change, effecting the ultimate results due to reallocation of time, talent and treasure. Staying the course on increasing rural nurse recruitment and retention is at the core of the issue. Documented shortages have been discussed since the mid-1940’s (Fletcher, 1954) when nursing was considered a critical occupation. If our predecessors had developed and maintained good recruitment and retention strategies, where would we be today?