Purpose This study examined the relationships between organizational silence, organizational commitment, organizational justice, and organizational citizenship behavior among clinical nurses. Additionally, it determined the mediating effect of organizational commitment moderated by organizational justice on the relationship between organizational silence and organizational citizenship behavior among clinical nurses. Methods A total of 160 clinical nurses were recruited from a university hospital. Data were collected from June to July, 2023. The collected data were analyzed using descriptive statistics, independent t-test, one-way ANOVA, Scheffé test, Pearson’s correlation coefficient, Baron and Kenny’s three-step regression analysis, Hayes’ PROCESS macro model, and bootstrapping using SPSS/WIN 27.0 program. Results Organizational commitment had a full mediating effect on the relationship between organizational silence and organizational citizenship behavior (B=-0.04, CI [-0.098~-0.001]). Among the subscales of organizational justice, distributive justice had a moderating effect on the relationship between organizational silence and organizational commitment (B=-0.17, p=.009). There was no significant mediating effect of organizational commitment moderated by organizational justice on the relationship between organizational silence and organizational citizenship behavior. Conclusion Appropriate strategies are needed to effectively manage nursing personnel and improve nursing performance.
Purpose This study aimed to assess the influence of job embeddedness, professional self-concept, and work-life balance on clinical nurses’ workplace retention intention. Methods A descriptive cross-sectional survey was conducted from July 27 to August 2, 2022, involving 296 nurses at a university hospital in Seoul. The questionnaire-based data collected were analyzed using t-tests, one-way ANOVA, Pearson's correlation coefficients, and multiple regression. Results The mean score for intention to stay is 4.92±1.05 out of 8. The mean scores for job embeddedness, professional self-concept, and work-life balance were 2.91±0.48 out of 5, 2.61±0.28 out of 4, and 3.10±0.71 out of 5, respectively. Job embeddedness (β=.17, p=.002) and professional self-concept (β=.42, p<.001) were significantly associated with clinical nurses’ intention to stay in their workplace. Specifically, the “community suitability” subfactor of job embeddedness (β=.16, p=.003) and the “satisfaction” subfactor of professional self-concept (β=.58, p<.001) were significantly related to nurses’ intention to stay. No significant relationship was found between work-life balance and intention to stay. Conclusion Nurses’ job embeddedness and professional self-concept significantly affected their intention to stay. Therefore, fostering community bonding outside the organization and increasing professional satisfaction are suggested to increase clinical nurses’ intentions to stay.
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Purpose This study was conducted to test a structural model for patient safety culture of clinical nurses focusing on organizational policy and interpersonal factors.
Methods: A descriptive structural equation model design was used. Participates in this study were 385 clinical nurses. The variables of safety management system, authentic leadership, team effectiveness, and patient safety culture were measured to test the hypothetical model. SPSS 25.0 and AMOS 21.0 were used to analyze descriptive statistics and path analysis.
Results: The final model fit satisfied goodness-of-fit and all path were significant. Authentic leadership (β=.54, p=<.001) was reported as the most influencing factor, followed by team effectiveness (β=.24, p<.001) and safety management system (β=.21, p<.001). Safety management system (β=.38, p=.002) and authentic leadership (β=.12, p=.002) had indirect effects on patient safety culture as well.
Conclusion: The findings of this study show the importance of authentic leadership, team effectiveness, and safety management system to develop patient safety culture. The health care organization should develop the programs to increase these influencing factors.
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PURPOSE The purpose of this study was to identify the influence of clinical nurse specialists' emotional intelligence on their organizational commitment and turnover intention. METHODS A descriptive study with second data analysis was conducted with permission. The original data was from the policy research on the status of clinical nurses with extended role hosted by the Hospital Nurses Association in 2007. RESULTS The mean score of emotional intelligence, organizational commitment, turnover intention were 58.66 (+/-6.63), 46.71 (+/-3.54), 12.87 (+/-3.98) respectively. Emotional intelligence had 40% positive influence on organizational commitment (F=50.58, p<.01, adj.R2=.16) and 24% negative influence on turnover intention (F=16.68, p<.01, adj.R2=.06). CONCLUSION The results recommend to develop a program that enhances clinical nurse specialists' emotional intelligence. The program could be utilized as an institutional retention strategy to increase clinical nurse specialists' organizational commitment and decrease their turnover intention.
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