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Monday, 18 November 2013
Learning Objective 1: Examine differences in levels of job satisfaction, wellbeing, empowerment, engagement, commitment and turnover intentions reported by nurses across three generational cohorts.
Learning Objective 2: Describe a leadership initiative to promote effective manager-staff relationships.
Retention of qualified registered nurses is a continuing goal. Current vacancy (5.2%) and turnover (7.3%) rates are acceptable, however, we aspire to become the regional adult health-care employer of choice. 2011 NDNQI Nurse Satisfaction Survey results revealed decreases. Significant leadership changes occurred throughout the organization. Good communication and satisfying relationships between staff nurses and mangers promotes teamwork, cohesiveness and, possibly, the quality of patient care. Therefore, our organization implemented a research study to examine manager-staff nurse relationships, teamwork, wellbeing and turnover intentions. A cross-sectional design was used to collect data from 730 online surveys. Data were analyzed based on the participant’s generational cohort: Baby Boomer (BB), Gen Y and Gen X, as results of previous research suggest generations can differ in workplace beliefs and values. Overall findings revealed that our nurses’ somewhat disagreed they intended to leave but were only somewhat satisfied with workplace relationships, perceived some level of wellbeing and were slightly committed to the organization. BB nurses reported higher levels of commitment to the organization, job satisfaction, wellbeing, empowerment and engagement and lower turnover intentions compared with Gen Y and Gen X nurses. Based on the consistency of these findings with results from previous satisfaction surveys, senior management recognized the need to improve our leadership culture and quality of workplace relationships. Therefore, a leadership development and teambuilding initiative consisting of five sessions led by an expert in organizational development was implemented for all nurse managers. Exercises included identifying organizational leader roles in communicating with staff, assuring a safe environment, service excellence and employee engagement. Session feedback was very positive. Results of a recent employee satisfaction survey indicated increases in each overall category, most notably in Employee Engagement (up 6.3%). While need for continued improvement remains, this leadership initiative provides a viable action plan for improving nurse satisfaction.