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Original Article

Organizational Socialization and Intention to Leave in Operating Room Nurses Working at Secondary General University Hospitals

Su Jung Yoon1, Hye-Ja Park2
Journal of Korean Academy of Nursing Administration 2015;21(1):88-98.
Published online: January 31, 2015

1Bundang CHA General Hospital, Korea.

2Department of Nursing, CHA University, Korea.

Corresponding author: Park, Hye-Ja. Department of Nursing, CHA University, 120 Haeryong-ro, Pocheon 487-010, Korea. Tel: +82-31-850-9395, Fax: +82-31-8017-5853, clara@cha.ac.kr
• Received: November 3, 2014   • Revised: December 10, 2014   • Accepted: January 14, 2015

Copyright © 2015 Korean Academy of Nursing Administration

This is an open access article distributed under the terms of the Creative Commons Attribution Non-Commercial License (http://creativecommons.org/licenses/by-nc/3.0/), which permits unrestricted non-commercial use, distribution, and reproduction in any medium, provided the original work is properly cited.

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  • Purpose
    To evaluate the relationship between organizational socialization and intention to leave, and to identify factors affecting on intention to leave in operating room nurses.
  • Methods
    This study used a descriptive design. Seventy operating room nurses recruited from three hospitals under the same management style, in-service educational system, and working conditions agreed to participate in this study, and completed self-administered questionnaires of the organizational socialization and the intention to leave questionnaire. Respondents were classified by career as advanced beginner, competent practitioner, proficient practitioner and expert practitioner by Benner's stages of nursing proficiency. Data were analyzed with t-test, ANOVA with multiple comparisons, Spearman correlation, and multiple regression analysis.
  • Results
    Nurses unsatisfied with the current in-service continuous education had lower organizational socialization and higher intention to leave. In advanced beginners, job performance was lowest and organizational commitment was highest. In expert practitioners, intention to leave was highest. Organizational commitment, interpersonal relationship, identity and burnout were associated with intention to leave. Mutual trust, burnout, and interpersonal relationship were predictors of intention to leave explained 20.8% of variance.
  • Conclusion
    The career ladder program to enhance nurses' organizational socialization and intention to stay should be established and expanded for well-experienced operating room nurses.
  • Key Words: Operating room; Nurse; Socialization; Intention to leave

This article is a revision of the first author's master's thesis from CHA University.

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Table 1

Mean Scores of Organizational Socialization and Intention to Leave (N=70)

jkana-21-88-i001.jpg
Table 2

Organizational Socialization and Intention to Leave according to Demographic and Job-related Characteristics (N=70)

jkana-21-88-i002.jpg

x2 by Kruskal-Wallis test; z by Mann-Whitney U test.

Table 3

Organizational Socialization and Intention to Leave according to Benner's Stages of Nursing Proficiency (N=70)

jkana-21-88-i003.jpg

a, b, c Analysis of variance with Duncan's multiple range test where values with the same superscript are not significantly different.

Table 4

Spearman Correlation Coefficients among Subscales of Organizational Socialization and Intention to Leave (N=70)

jkana-21-88-i004.jpg

SO=Social organization.

Table 5

Influencing Factors on Intention to Leave (N=70)

jkana-21-88-i005.jpg

Figure & Data

References

    Citations

    Citations to this article as recorded by  
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    • Factors Affecting on Turnover Intentions among Operating Room Nurses
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      Journal of the Korea Academia-Industrial cooperation Society.2016; 17(12): 352.     CrossRef

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    Organizational Socialization and Intention to Leave in Operating Room Nurses Working at Secondary General University Hospitals
    J Korean Acad Nurs Adm. 2015;21(1):88-98.   Published online January 31, 2015
    DOI: https://doi.org/10.11111/jkana.2015.21.1.88
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    Organizational Socialization and Intention to Leave in Operating Room Nurses Working at Secondary General University Hospitals
    J Korean Acad Nurs Adm. 2015;21(1):88-98.   Published online January 31, 2015
    DOI: https://doi.org/10.11111/jkana.2015.21.1.88
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    Organizational Socialization and Intention to Leave in Operating Room Nurses Working at Secondary General University Hospitals
    Organizational Socialization and Intention to Leave in Operating Room Nurses Working at Secondary General University Hospitals

    Mean Scores of Organizational Socialization and Intention to Leave (N=70)

    Organizational Socialization and Intention to Leave according to Demographic and Job-related Characteristics (N=70)

    x2 by Kruskal-Wallis test; z by Mann-Whitney U test.

    Organizational Socialization and Intention to Leave according to Benner's Stages of Nursing Proficiency (N=70)

    a, b, c Analysis of variance with Duncan's multiple range test where values with the same superscript are not significantly different.

    Spearman Correlation Coefficients among Subscales of Organizational Socialization and Intention to Leave (N=70)

    SO=Social organization.

    Influencing Factors on Intention to Leave (N=70)
    Table 1 Mean Scores of Organizational Socialization and Intention to Leave (N=70)

    Table 2 Organizational Socialization and Intention to Leave according to Demographic and Job-related Characteristics (N=70)

    x2 by Kruskal-Wallis test; z by Mann-Whitney U test.

    Table 3 Organizational Socialization and Intention to Leave according to Benner's Stages of Nursing Proficiency (N=70)

    a, b, c Analysis of variance with Duncan's multiple range test where values with the same superscript are not significantly different.

    Table 4 Spearman Correlation Coefficients among Subscales of Organizational Socialization and Intention to Leave (N=70)

    SO=Social organization.

    Table 5 Influencing Factors on Intention to Leave (N=70)

    Table 1

    Table 2

    Table 3

    Table 4

    Table 5

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