NURS 236A
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NURS 236A Nursing Shortage Interview Dr. Jayne Cohen, Director, School of Nursing, SJSU PowerPoint PPT Presentation


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NURS 236A Nursing Shortage Interview Dr. Jayne Cohen, Director, School of Nursing, SJSU. Phyllis M. Connolly, Ph.D., APRN, BC, CS Interviewer. Retention & Shortage. RN Turnover in US approx. 21.3% in 2000 Loss compromises patient care Increases cost of health care

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NURS 236A Nursing Shortage Interview Dr. Jayne Cohen, Director, School of Nursing, SJSU

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Nurs 236a nursing shortage interview dr jayne cohen director school of nursing sjsu

NURS 236A Nursing ShortageInterview Dr. Jayne Cohen, Director, School of Nursing, SJSU

Phyllis M. Connolly, Ph.D., APRN, BC, CS

Interviewer


Retention shortage

Retention & Shortage

  • RN Turnover in US approx. 21.3% in 2000

  • Loss compromises patient care

  • Increases cost of health care

  • Minimum cost to replace 1 RN nurse $45,000

  • Job dissatisfaction predictor of intent to leave

  • As School of Nursing we can educate a limited number of RNs

  • HCOs need to retain new hires


Factors influence retention

Factors Influence Retention

  • Job satisfaction

  • Supervisor Support

  • Work Environment

  • Personal Factors


Methodology

Methodology

  • Longitudinal, descriptive at 3 sites

  • Initial survey Insel & Moos Work Environment Scale (WES) Form R

  • Dimensions: Relationship, Personal Growth or Goal Orientation, & System Maintenance & Change

  • Demographic tool

  • Data collected Q 6 months for 2 years


First setting sample

First Setting & Sample

  • Acute care RN staff nurses on all 3 shifts large government hospital in Northern California

  • Clinical levels 1 – III and charge nurses and assistant head nurses

  • 692 surveys were distributed

  • N = 272, 39% Response Rate


Relationship dimensions

Relationship Dimensions

  • Involvement – employees are concerned about and committed to their jobs

  • Peer Cohesion – employees are friendly and supportive of one another

  • Supervisor Support – management is supportive of employees and encourages them to be supportive of one another


Personal growth or goal orientation dimensions

Autonomy – “employees are encouraged to be self-sufficient; make their own decisions”

Task Orientation – “emphasis is on good planning, efficiency, and getting the job done”

Work Pressure – “the degree to which the pressure of work and time urgency dominate the job milieu”

Personal Growth or Goal Orientation Dimensions


System maintenance and system change dimensions

System Maintenance and System Change Dimensions

  • Clarity – “employees know what to expect in their daily routine”

  • Control – “extent to which management uses rules and pressures to keep employees under control”

  • Innovation – “degree of emphasis on variety, change, and new approaches”

  • Physical comfort – “extent to which the physical surrounding contribute to a pleasant work environment”


Results

Results

  • Supervisor Support, 4.5 mean score below normed average (5.5-6.0)

  • Goal Orientation & Efficiency mean score 6.67 (5.5.-6.0)

  • Work and Time Pressure 5.85

    (4.0-5.0)

  • Organizational Control 5.08

    (4.5-5.0)

  • Physical Comfort 5.08(4.5-5.0)

  • Clarity of Expectations 5.33

    (5.5-6.0)

  • Innovative Environment 3.27

    ( 4.0-5.0)


Conclusions

Conclusions

  • Nurses Perceived a lack of supervisor support

  • Were unsure of their job roles

  • Felt that new ideas or techniques were not valued

  • High degree of task orientation & work pressure, rules, regulations, & management control were perceived as high

  • Physical work environment was satisfactory


Retention strategies

Retention Strategies

  • Improve supervisor support

  • Clarify expectations

  • Reduce organizational control

  • Reduce work and time pressure


The end

The End


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