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 investigate the effects of organizational silence and organizational justice on bullying among hospital nurses in their workplace.
Methods: This study was a cross-sectional survey conducted on 235 full-time nurses in Korea. Data were collected online using Google Docs from 14 June to 9 July 2021.
Results: Nurses who were male, below 30 years of age, unmarried, had less than five years of clinical experience, had worked in special departments, and had no prior experience with workplace bullying were more vulnerable to workplace bullying than nurses with other characteristics. Workplace bullying of hospital nurses was positively correlated with their acquiescent silence and defensive silence, and negatively correlated with their procedural justice and interactional justice. Factors influencing workplace bullying of hospital nurses were defensive silence, bullying experience (have), distributive justice, acquiescent silence, gender (male), and marital status (single). These six variables explained 55% of workplace bullying in hospital nurses.
Conclusion: Based on the results of this study, it could be concluded that nursing managers should keep organizational silence low, organizational justice high, and pay more attention to nurses who are vulnerable to bullying in their workplace.
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Development of the Hospital Nurses’ Silence Behavior Scale Soojin Chung, Jee-In Hwang Journal of Korean Academy of Nursing.2024; 54(2): 279. CrossRef
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Influence of Clinical Nurses’ Organizational Silence on Organizational Citizenship Behavior: Mediating Effect of Organizational Commitment Moderated by Organizational Justice Shin Ae Hwang, Haeyoung Min Journal of Korean Academy of Nursing Administration.2024; 30(4): 416. CrossRef
Relationship between Ethical Climate, Workplace Bullying, and Turnover Intention of Hospital Nurses in Korea Mi-Aie Lee, Hyun Ju Park, Bonghwa Kim Journal of Korean Academy of Nursing Administration.2023; 29(4): 457. CrossRef
Purpose This study aimed to investigate factors affecting the job embeddedness of clinical nurses.
Methods: Participants were 204 nurses working in four general hospitals. Data were collected from September 3 to October 8, 2020 and analyzed using the SPSS/WIN 25.0 program.
Results: The mean scores for positive psychological capital, organizational justice, and job embeddedness were 3.31±0.38, 3.16±0.46, and 3.17±0.38, respectively. The job embeddedness of the participants had a positive correlation with optimism (r=.57, p<.001), hope (r=.56, p<.001), self-efficacy (r=.44, p<.001), and resilience (r=.38, p<.001) in the sub-factors of positive psychological capital. It also had a positive correlation with procedural (r=.58, p<.001), distributive (r=.52, p<.001), and interactional (r=.35, p<.001) justice in the sub-factors of organizational justice. The factors affecting nurses’ job embeddness were procedural justice, optimism, position, distributive justice, and hope. In addition, the explanatory power of the model was 60% (F=39.11, p<.001).
Conclusion: The results suggest that to improve the job embeddedness, positive psychology-based coaching and counseling programs suitable for individual clinical nurses, organizational management through transparent procedures and objective and systematic distribution are needed. In addition, a position system suitable for the characteristics of a nursing organization is required.
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Purpose The purpose of this study was to identify the relationship between career management, organizational justice, and job rotation attitude among tertiary hospital nurses.
Methods: A cross-sectional descriptive design was used. The participants were 195 nurses with more than one year of experience working at tertiary care hospitals.
Data was collected with self-reported questionnaires from April to May 2018. Data was analyzed using SPSS Statistics version 25.0 for windows including descriptive statistics, bivariate analysis, and multiple regression analysis.
Results: The mean score of career management of participants was 3.14±0.49 (range 1~5), organizational justice was 2.95±0.53 (range 1~5), and job rotation attitude was 4.02±0.97 (range 1~7). There were significant positive correlations among the participants' career management, organizational justice, and job rotation attitude. 37% of job rotation attitude was explained by position, organizational justice, career management, and the frequency of job rotation experience in the regression model.
Conclusion: This study provided the empirical evidence that it is necessary to improve the perception of organizational justice, and to establish a systematic job rotation in order for nurses to positively recognize job rotation.
Purpose This study was done to identify the effect of the nurses practice environment and organizational justice on organizational silence in nurses.
Methods: A descriptive correlational design was used. Participants were 162 nurses in general hospitals. Measurements included the Practice Environment Scale of the Nursing Work Index, the Organizational Justice Scale, and Organizational Silence Scale. Data were analyzed using SPSS/WIN program.
Results: Nurses' organizational silence, nurses practice environment and organizational justice were correlated, and the influence of social networking, marital status, education level and interactive justice on acquiescence silence were 21% and statistically significant. The effect of work units, work experience and procedural justice on defensive silence were 20%, and the effect of education level and procedural justice on prosocial silence were 12% and statistically significant.
Conclusion: Interaction justice affected the Acquiescent silence, and procedural justices affected the defensive silence and prosocial silence. Therefore, nursing managers should improve their organizational culture so that the procedural justices that focus on the process of distributing compensation results and the interaction justice that focuses on fair treatment among members can be recognized by nurses. Then nurses can be encouraged to actively engage and express their opinions about the organization.
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Influence of Clinical Nurses’ Organizational Silence on Organizational Citizenship Behavior: Mediating Effect of Organizational Commitment Moderated by Organizational Justice Shin Ae Hwang, Haeyoung Min Journal of Korean Academy of Nursing Administration.2024; 30(4): 416. CrossRef
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Purpose The purpose of this study was to identify the effects of organizational justice, organizational culture and emotional intelligence on intention to stay in reemployed nurses.
Methods: Data were collected from 154 reemployed nurses working in the two university hospitals located in G Province. Data were analyzed using t-test, ANOVA, Pearson’s Correlation Coefficient and Multiple Regression Analysis with SPSS/WIN 25.0.
Results: Factors influencing intention to stay in the participants were period willing to stay (β=.36, p<.001), emotional intelligence (β=.35, p<.001), career break (β=.16, p=.015), organizational justice (β=.14, p=.046). The total explanatory power was 31%.
Conclusion: In this study, organizational justice, emotional intelligence, career interruption, period willing to stay were found to be influential factors affecting intention to stay in reemployed nurses. A systematic intervention program for emotional intelligence is needed to increase the intention of retention in reemployed nurses. Further, human resource managers and specialists should consider organizational justice when designing the talent retention strategies.
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PURPOSE The purpose of this research was to delineate the effects of organizational injustice on negative behaviors of employees with the mediating effects of trust. METHODS A survey was conducted among 550 nurses in 11 departments of 3 hospitals located in the Pohang area. Data were analyzed using frequency, descriptive statistics. correlation coefficients, regression analysis. RESULTS Procedural injustice (beta=-.48, p<.001) had the greatest negative effect on organizational trust, followed by interactional injustice(beta=-.15, p<.001) and distributive injustice(beta=-.14, p<.001). For supervisor trust, both procedural (beta=-.11, p=.006) and interactional (beta=-.63, p<.001) injustice had a negative effect. While supervisor trust (beta=-.28, p<.001) had greater negative effects on organizational negative behaviors of nurses compared to organizational trust (beta=-.21, p<.001), supervisor trust (beta=-.29, p<.001) had negative effects on personal negative behaviors but organizational trust had no significant effect on personal negative behaviors. CONCLUSION To reduce the negative organizational behaviors of nurses, an organizational effort is needed to reduce procedural injustice by introducing fair organizational management and to reduce interactional injustice through formal or informal communication channels between supervisors and nurses.
PURPOSE This study was an analysis of the relationship between perception for appraisal of staff nurses in operating rooms and performance and organizational commitment. METHOD The survey was conducted with 176 staff nurses in operating rooms in 2 hospitals in Seoul. Data were analyzed using frequency, one-way ANOVA, Pearson correlation analysis, and stepwise multiple regression. RESULT 1. Perception for appraisal including accuracy and justice was significantly related to organizational commitment (r=.496, P=.000). Perception for appraisal including accuracy and justice was slightly related to performance (r=.220, P=.003). 2. In order to determine the percentage of the variance of performance and organizational commitment that could be predicted by perception for appraisal, perception for appraisal was entered in the regression equation. Accuracy accounted for 25% of the variance in the organizational commitment. To determine the percentage of the variance of performance that could be predicted by perception for appraisal and organizational commitment, the perception for appraisal and organizational commitment were entered in the regression equation. Organizational commitment accounted for 21% of the variance in the performance. Consequently accuracy predicted organizational commitment. Organizational commitment predicted performance. CONCLUSIONS Findings indicate the need to increase accuracy of performance appraisal to promote organizational commitment and performance in perioperative nurses.
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