Purpose This study aimed to identify the effects of resilience and nursing managers’ empowering leadership on turnover intention among new nurses, as well as the mediating role of transition shock. Methods This was a descriptive, cross-sectional study. Data were collected from 167 new nurses working in tertiary hospitals in Korea between July 1st and July 13, 2022. The relationships among the variables were analyzed using Pearson’s correlation coefficients, and the factors affecting turnover intention were identified using PROCESS macro analysis. Results Resilience (direct effect=-0.02, p=.781) and nursing managers’ empowering leadership (direct effect=-0.00, p=.992) did not directly affect new nurses’ turnover intention. Transition shock had mediating role in the relationship between resilience and turnover intention (indirect effect=-0.12, 95% Boot confidence interval=-0.23~-0.04) and between nursing managers’ empowering leadership and turnover intention (indirect effect=-0.14, 95% Boot confidence interval=-0.23~-0.06). Conclusion Resilience and nursing managers’ empowering leadership indirectly influence turnover intention through transition shock among new nurses. To reduce turnover intention among new nurses, programs for preventing or mitigating their transition shock should be provided. In addition, improving the resilience of new nurses and nursing managers’ empowering leadership may contribute to reducing turnover intention among new nurses by mitigating their transition shock.
Purpose This study aimed to examine the relationships between participative decision-making, psychological empowerment, and organizational citizenship behavior of nurses working in hospitals; moreover, we verified the moderated mediating effect of power distance orientation in these relationships. Methods A total of 201 nurses working at a university hospital in South Korea responded to the survey. Self-report surveys were used to gather data from July 15-August 15, 2021. SPSS 22.0, AMOS 22.0, and SPSS PROCESS macro were used for data analysis. Results Psychological empowerment significantly mediated the relationship between participative decision making and organizational citizenship behavior. Moreover, the moderating effect of power distance orientation on the relationship between participative decision making and psychological empowerment was also significant when the power distance orientation was at a low and average levels. However, the moderated mediating effect of power distance orientation on the relationship between participative decision making, psychological empowerment, and organizational citizenship behavior was insignificant. Conclusion Involving nurses with lower power distance orientation in decision making is crucial to elicit positive work performance and different strategies are necessary for those with higher power distance orientation. Finally, further studies are needed to understand the power distance orientation and positive work outcomes of nurses.
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Purpose This study aimed to identify the effects of empowering leadership and job crafting on work engagement among nurses.
Methods: Data were collected from 161 hospital nurses. Data were analyzed using the independent t-test, Mann-Whitney U test, one-way ANOVA, Pearson correlation coefficient and Hayes's PROCESS macro method for the mediation effect.
Results: Empowering leadership and job crafting showed a significantly positive correlation with work engagement. Furthermore, job crafting had a mediating effect on the relationship between empowering leadership and work engagement.
Conclusion: A strategy that enhances task job crafting and cognitive job crafting of members by strengthening manager's empowering leadership can lead to work engagement and have a positive effect on organizational performance.
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Purpose This study was designed to construct and test a structural equation model of nurses’ experience of workplace incivility based on the model of the Affective Events Theory.
Methods: A total of 299 nurses from five general hospitals responded to structured questionnaires measuring personality traits (emotionality and agreeableness), structural empowerment, workplace incivility experience, emotional exhaustion and job satisfaction.
Results: The hypothetical model showed a good fit with the data: χ2 /df=1.88, GFI=.93, CFI=.95, NFI=.91, TLI=.94, SRMR=.03, RMSEA=.05. Structural empowerment had an effect on the experience of workplace incivility among nurses, but the influence of personality was not significant. Workplace incivility had significant direct effects on emotional exhaustion and job satisfaction. The experience of workplace incivility mediates the impact of structural empowerment on emotional exhaustion and job satisfaction.
Conclusion: Structural empowerment in nursing unit can reduce nurses’ experience of workplace incivility and emotional exhaustion and increase their job satisfaction. At the same time, nurses’ experience of workplace incivility can increase their emotional exhaustion and decrease job satisfaction. This suggests that nurse managers should consider enhancing structural empowerment and develop programs or activities to improve it and manage workplace inciviltiy.
PURPOSE The purpose of this study was to investigate relationships among intention of retention, nursing organizational culture, empowering leadership and organizational socialization of new graduate nurses, and identify factors affecting intent to stay. METHODS Data were collected from 184 new nurses who were graduated in 2017 and are now working in three tertiary hospitals. The relationship among the variables was analyzed with Pearson coefficient correlations and factors affecting intention of retention were identified by using multiple linear regression analysis. RESULTS The mean score for intention of retention was 5.23±1.25 (out of 8). Intent to stay had positive relationships with innovation-oriented culture, relation-oriented culture, task-oriented culture, empowerment leadership, organizational socialization. Factors influencing intent to stay were ‘motivation for selection of nursing (β=.19, p<.001)’, ‘organizational commitment (β=.45, p<.001)’, ‘job identity (β=.18, p=.005)’, and ‘interpersonal relationship of personal characteristics (β=.16, p=.005)’ in organizational socialization, and ‘coaching (β=.29, p=.001)’, and ‘showing concerning (β=−.19, p=.036)’ by empowering leadership. These factors explained 53.0% of the variance in intention of retention (F=35.96, p<.001). CONCLUSION Focusing on the factors of influence derived from this study, relevant institutions and nursing organizations require the creation of a work environment and leadership to increase the retention of new graduate nurses.
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PURPOSE The purposes of this study were to analyze the mediating effects of empowerment, job stress, organizational commitment and relation-oriented nursing organization culture on turnover intention of clinical nurses. METHODS Participants selected for the final analysis were 382 nurses working in 4 general hospitals. Data were analyzed through descriptive statistics Pearson correlation analysis (SPSS/WIN 17.0), and Path analysis (AMOS 18.0). RESULTS The study results are as follows: relation-oriented nursing organizational culture had no direct effect but had an indirect effect on nurses' turnover intention through empowerment, job stress, and organizational commitment, while job stress and organizational commitment had direct effects on turnover intention. The results also showed that empowerment had strong effect on organizational commitment, but job stress had very weak effect. Empowerment had an effect on turnover intention. CONCLUSION These results indicate that establishment of relation-oriented nursing organization culture is imperative if clinical nurses' turnover intention is to be decreased.
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PURPOSE The purpose of this study was to explore the effect of empowerment on nursing performance, job satisfaction, organizational commitment and turnover intention in hospital nurses. METHODS The subjects were 345 nurses at a general hospital in D city. Data were collected by structured questionnaire from January 10 to February 15, 2009. Data were analyzed by using descriptive statistics, ANOVA, Scheffe's test, and Pearson correlation coefficient, multiple regression by SPSS win 17.0 program. RESULTS The mean scores were 3.60(+/-.43) of empowerment, 3.80(+/-.38) of nursing performance, 3.49(+/-.55) of job satisfaction, 4.70(+/-.74) of organizational commitment, and 2.34(+/-.84) of turnover intention. Empowerment was correlated with nursing performance, job satisfaction, and organizational commitment positively, but correlated with turnover intention negatively. As a result of multiple regression, empowerment has 34.3% of the explanatory power on nursing performance, 24.0% on job satisfaction, 30.7% on organizational commitment, and 15.6% on turnover intention. CONCLUSION Empowerment was a critical variable affecting nursing job performance, job satisfaction, organizational commitment, and turnover. Also, if various variable - active and adequate child-care support system, provided conditions continue to study, and adequate and appropriate compensation for nursing performance - affecting empowerment are managed, nurses' empowerment level will rise at the same time.
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PURPOSE This study was done to identify the effect of nursing organizational culture on empowerment as perceived by new clinical nurses. METHODS For the objective a sample of 175 new nurses from secondary/tertiary hospitals having not less than 250 beds located in B city was selected to complete a questionnaire. The collected data were analyzed using descriptive statistics, t-test, One-way ANOVA, Scheffe's test, Pearson correlation coefficients and simultaneous multiple regression with the SPSS 14.0 software program. RESULTS As for nursing organizational culture as perceived by the respondent, relation-oriented culture had the highest average score (3.60+/-.63) out of a possible 5 points followed by hierarch-oriented culture, innovation-oriented culture and task-oriented culture with 3.45+/-.30, 3.19+/-.53 and 3.05+/-.46, respectively. The respondents' level of perceived empowerment was 3.06+/-.41. The factors influencing empowerment according to nursing organizational culture were innovation-oriented and relation-oriented culture in that order. These 2 variables were statistically significant predictors and explained 48.6% of the variance in empowerment. CONCLUSIONS The results of this study indicate that emphasis should be given to nursing organizational culture strengthened by innovationoriented and relation-oriented culture, rather than task-oriented and hierarch-oriented culture, in order to foster harmonious empowerment among nurses at all levels.
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