The Effect Of Job Rotation And Role Stress Among Nurses On Job Satisfaction And Organizational Commitment

According to Suzanne Gordon “ whether young or old, nurses are disillusioned because they believe that health care systems guided by bottom-line concerns simply don’t recognize the specificity of their work” (234). Nursing is more demanding than many other professions or occupations, due to the combination of difficult patients, exhausting schedules and arduous physical work (Gordon 235). It can take a significant emotional toll on many, hence the higher levels of burnout. Job dissatisfaction as a result of increased workloads and unreasonable demands, such as inappropriate nurse staffing levels, was cited as the number one reason that drives many experienced nurses to leave the profession (Sanford 38+). Studies have shown that such working conditions also affected the retention of new graduate nurses by leaving their first hospital jobs within two years of graduating (Sanford 38+).

Sometimes new nurses have a hard time adjusting to their difficult work environment and decide to try another position or completely leave the field. According to MacKuisick & Minick (2010) an estimated 30%-50% of new nurses either change position or leave the nursing profession completely within the first 3 years of clinical practice (p. 335). In a same study done by MacKuisick & Minick (2010) they found that about in the first year of clinical practice, half the nurse considered leaving the nursing field and by their third year they had either cut their hours or completely left

Workload was described to be heavy, stressful, increase in intensity and overtime hours. As a result 25.8% consider resigning, 20.2% consider retiring and 25.6% consider leaving profession. Another problem that was observed at individual level was poor commitment to care. One of the factors that often limited nurses to provide therapeutic care was the change in nurse to patient ratio. As nurses assignments increase with the increase in the number of patients (i.e. 1 nurse to 6-8 patients) the quality of care provided decreases. Nurses’ ability to maintain safe environment became challenging. As part of caring, nurses also showed decreased amount of time spent with their patient. This eventually led to nurses being less satisfied with their current job. Self – efficacy was often low. Nurses felt that they did not have enough knowledge and skills required for professional practice (Newhouse, Hoffman, & Hairston, 2007). This often led into stressful transition and the ability to care for a patient even harder. New graduate nurses often had difficulty maintaining leadership role. They often felt that they did not have the ability to self advocate and raise their voice to be heard by others. They often feared that they would be over heard and that no one would listen to them (Mooney, 2007).

According to authors Nelson and Quick in ORGB, job rotation consists of “a variation of job enlargement in which workers are exposed to a variety of specialized jobs over time.” In other words, it would be

Staff satisfaction is empirical in retention of nurses in any healthcare setting. Although a slight turnover is necessary to maintain the diversity of ideas, too much of it causes instability that might affect patient and employee satisfaction negatively (Marquis & Huston, 2015). The planned change is to be executed at a small, private hospital (SPH) in Los Angeles with a 200-bed capacity, which offers emergency and medical-surgical services for adults. After a six-week hospital orientation, only 20% of new RNs hired at SPH in 2015 rated their confidence levels at >70% (Appendix A). Out of 32 new hires, 7 left during orientation, and 12 left before reaching 1 year- leading to 41% retention or a 59% turnover (Appendix B). The RN turnover of SPH is thrice the

The authors of this article performed a search looking for only qualitative research articles that were based on the experiences of nurses at the time of shift change/nursing handoffs. One hundred and twenty-five qualitative articles between 1988 and 2012 met the initial inclusion criteria and 50 articles were evaluated and a final sample of 29 qualitative articles was analyzed and utilized for this study and included (Abraham, Kannampallil & Patel, 2013). Only articles that described nurse to nurse shift reporting was used.

First, baseline data were collected on nurse perceptions about the shift report process and patient perceptions about nursing care were. The authors adopted the ‘Patient Views on Nursing Care’ patient survey tool (Larrabee et al. 1995) to perform the survey. Then same data were collected and analyzed three months and 13 months after the new approach was implemented. The data analysis approach included analysis of variance(ANOVA) to compare data collected during the baseline survey and data collected after the new approach was implemented.

When nurses experience high levels of job satisfaction, they have increased morale and organizational commitment, and are more inclined to stay in the organization and in the profession. Nursing job satisfaction is also important to patients, families, and healthcare practitioners because it's been linked to positive patient outcomes and quality care. Although there's no one definition of nursing job satisfaction, for nurses working in acute care hospital settings, contributing factors include the intrapersonal, such as age, the interpersonal, such as autonomy, and the extrapersonal, such as pay. (Coladonato and Manning

The purpose of this research paper is to investigate the root causes and factors related to nurse turn over and find evidence-based solutions to decrease nurse turnover. This is a critical issue that can cripple healthcare organizations (HCO) and is complicating the nursing shortage in the United States. According to the U.S. Bureau of Labor and Statistics (2018), registered nurse (RN) job forecast summary projects a 15% growth rate from 2016 to 2026. The increase in demand for registered nurses is due to many factors, such as an aging population, shorter hospital stays, increase demand for long-term care, outpatient, and homecare needs, and changes in government healthcare reform is providing greater access to healthcare (U.S. Bureau of Labor & Statistics, 2018).

If staffing has that big of a negative impact on the residents, then why is the nursing turnover rate so high? This article suggests there are “workplace and organizational factors associated with the nursing turnover” including “professional development opportunities, employee benefits, human resource retention strategies, leadership practices, supervisory support, work environment and nursing staff burnout” (Chu, Walter, McGilton, 2013). In order to address this problem, researchers utilized the ‘stress process model’ to address the causation of stress for nurses to try and eliminate the source, which would decrease the negative outcomes it presents for the residents and other staff members. This model focuses on individual

I agree that an organization’s structure plays an influential role in a nurse’s overall satisfaction. In fact, Buffington, Zwink, and Fink (2012) concur stating, “Creating an organizational culture committed to registered nurse (RN) retention is a strategy to reduce nurse turnover” (p. 273). Research reveals numerous hospitals today are restructuring their organizations to try and increase overall nurse satisfaction and retention. This “new recipe for healthcare leadership and organization is needed,” according to Miners, Hundert, and Lash (2015), not only to improve nurse satisfaction, but ultimately to improve quality of care and increase patient outcomes (p. 114).

This paper explores six published peer reviewed journals that report on results from research seeking to explore the relationship between the three nursing outcomes job dissatisfaction, intent to leave the job, and nursing burnout, as well as working long or extended shifts, and occupational stress. It also addresses various preventative measures such as eating better, stress-management and exercise which have been known to reduce stress, and ultimately burnout. Each article used different research methods and different data sets such as the Hospital Compare section of the Centers for Medicare and Medicaid Services’ (CMS) website, and the Hospital Consumer Assessment of Healthcare Providers and Systems Survey (HCAHPSS), however, each

Additionally, the study found that a high patient to nurse ratio resulted in greater emotional exhaustion and greater job dissatisfaction amongst nurses. Each additional patient per nurse was associated with a 23% increase in the likelihood of nurse burnout, and a 15% increase in the likelihood of job dissatisfaction. Moreover, 40% of hospital nurses have burnout levels exceeding the normal level for healthcare workers, and job dissatisfaction among hospital nurses is four times greater than the average for all US workers. 43% of nurses involved in this study that reported job dissatisfaction intended to leave their job within the upcoming year. (Aiken et al.)

From a career perspective, nurses tend to leave their current employment due to a certain level of dissatisfaction with their job. This is often determined by a number of factors including but not limited to, lack of control and input into scheduling, low nurse-to-patient ratios leading to inability to ensure patient safety, inadequate nursing skill-mix, constant heavy workloads, limited career and employment options and lack of positive reinforcement by peers, management, and others within the profession (Dawson et al., 2014; Hill, 2009).

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