High Turnover In Nursing Essay

According to the National Sample Survey of Registered Nurses (the 2004 nurse population), the rates of moderate or extreme job dissatisfaction ranged from 6% to 16% across practice settings. The highest rates of dissatisfaction were found among staff nurses, nurse clinicians, and supervisors, with the lowest rates among nurse midwives, certified, and supervisors with the lowest rates among nurse midwives, certified nurse anaesthetists, and nurse practitioners. The rates of job dissatisfaction have been much higher in individual’s studies. For example, in a study of 13,471 nurses in Pennsylvania (1998 – 1999, 41% of respondents said they were dissatisfied with their jobs. This rate was higher than that for nurse population in four other countries (Canada, England, Germany and Scotland), where nursing was associated with a 43 % rate of

According to Hunt (2009), feeling overworked is the number one cause for nurse turnover in health care settings. Other reasons at the top of the list include, lack of support from employers and few opportunities for advancement. Due to the nursing shortage, staffing has been an issue in many healthcare facilities. As a result, units are consistently short staffed, causing nurses to feel overworked and unsupported by management. Cline (2004) highlighted nurse frustration when a participant in the study stated, “When you’re constantly short-staffed and feel your managers aren’t supporting you at least by saying, ‘Thank you, I know you must’ve had a hard

As the forthcoming nursing shortage threatens the United States, organizations must be knowledgeable in the recruitment and retention of nurses. The challenge facing health care organizations will be to retain sufficient numbers of nurses to provide safe, efficient, quality of care to patients. Also, organizations will look to recruit and attract quality nurses to fill vacancies left open by staff who left the profession due to burning out. Turnover in Nursing is a recurring problem for health care organizations. The turnover rate for bedside nurses in 2013 ranged from 4.4 to 44.6% (ANA, 2013). Nurse retention focuses on keeping nurses in the organization and preventing turnover. The purpose of this paper is to discuss the significance of recruitment and retention of nurses, discuss strategies for recruitment and retention, review the literature, and explore the implications for nursing leaders in the coming years.

It looks at the nurses’ well-being, job attitudes, and turnover-intent. Canada and the US spend a high proportion of their GDP on health

According to Huber, (2010) nursing shortage is defined as the occurrence where the demand (the number of nurses a company is willing to employ) is greater than the available supple of nurses willing to work at the proposed rate of pay. This definition goes beyond the word understaffing because it can be caused by several factors. These include but are not limited to less than desirable working conditions or tight budgeting in an attempt to cut costs. Turnover is defined as the cessation of employment or membership in an organization. Research on nursing shortage and turnover indicate that the basis of the problem correlates to low wages, the nature of work, poor working conditions and

All in all, or in the light of the above, our findings support the long-held suspicion or assumption that nursing turnover is excessive to the foundation or institution. A positive and direct relationship between turnover rates and hospital proficiency and efficiency was recognized for both work force costs and non-staff working expenses in the United Doctors Hospital. Alternately, no backing was found for the proposition that a curvilinear relationship exists between turnover rates and organizational efficiency. This example of discoveries is steady with individual level investigations of turnover and their consequences for organizational expenses, proposing a level of contrast between organizationsl and individual level investigations of

One of the significant health issues which can affect patients, organizations and nurses in determining some outcomes especially with the employment stability, the lack of materials needed, as well as financially is when there is a turnover of nurses. negativeOne of the major health issues that can negatively affect patients, nurses and organizations outcomes, even the financial in-stability and material shortage is nursing turnover. According to Hayes, (2008) nursing turnover is specifically defined as “the process whereby nursing staff leave or travel within the hospital environment”. Turnover can be either internal or external – according to the position of the turnover relative to the main hospital or organization-; internal turnover usually

Dyrbye et al. have identified that burnout among nurses has probably worsened than before and the average workload has multiplied by the last 10 years (2017). Additionally, these days, increasing in workload is accounted to technological advancements in the shape of electronic health records and added responsibilities such as patient management plans and patient counseling etc. (Dyrbye et al., 2017). Also, the long working hours creates a family-work conflict among nurses, which become a source of additional stress for them (Boamah & Laschinger, 2016). The current clinical evidence of job stress and burnout among nurses indicates that the issue is negatively associated with job dissatisfaction and patients’ outcomes (Helfrich et al., 2014). As IOM reports, there is a strong relationship between patients' safety and the working environment (Koy et al., 2017). The negative patients’ outcome due to nurses’ burnout results in patient dissatisfaction and a decrease in the quality of nursing services (McHugh, Kutney-Lee, Cimiotti, Sloane, & Aiken, 2011). The high rates of hospital infections, mortality rates, and preventable falls are other consequences of the nursing shortage which add more expenses to the healthcare system (Moss et al., 2016). The importance of balancing both work and family spheres

If the working environment is poor, staff are not satisfied in their roles, get little support being new into the profession or if they are facing a shortage in staff it can have a negative response on the well-being of the nurse. This can lead to a physical or emotional exhaustion and more likely lead to the nurse giving their intentions to leave the profession. Employers must recognise burnout and the factors that can lead to burnout as addressing the issue will benefit all nurses in any department and in any country. Nurses ultimately need to learn techniques to cope with the emotional demands of the

For example in Nevada nurses have stated two reasons why they left the nursing profession: management and staffing. “The patient staff ratio is inadequate and may lead to compromised patient care. Nurses are concerned that both they and their patients are at risk. Short staffing may lead to shortcuts and to errors” (Erlen, 2004). Linda Aiken and Jeannie examined the effect on patient quality when nurses are burned out. The resulted concluded that for every extra patient given to a nurse the rate of catheter infection increase by 1 per 1,000 patient (What happens to 1). Nurses have stated that they feel powerless in their position, they are not included in any decision even though they spend more time with the patients than the physician. The main job of a nurse is to stand up for their patients, however, with limited resources and nursing staff, there are bound to be shortcuts. They have expressed that the main aspect of their job is to fully commit to providing quality care for their patients, which means creating a trusting relationship with the patients. However with the problem of not having enough time to fully devote themselves to their patient's needs (Erlen, 2004, 1). In the midst of the shortage, nurses face the conflict of lack of control over their practice and potential for harm to patients and themselves (Erlen, 2001,

The causes and consequence of staff turnover are multifaceted. Not only is the facility’s bottom-line affected, the emotional cost for the remaining staff and the facility residents is prodigious. Staff turnover is caused for several reasons, such as low wages, lack of training and lack of respect for the nurse aide. In addition, staff turnover can be the result of the organization. This occurs when an organization is bought out by another and there is a loss of standards and procedures. Job satisfaction and morale travel together, where one goes so does the other. When job

One of the reasons for nurse burnout is inadequate staffing. Inadequate nurse staffing effects many individuals. Most importantly, patients, nurses as well as hospital administrators. According to Department of Professional Employee [DPE], (2016), staffing issues affect nurses as it leads to nurse burnouts and affects nurse’s health, increasing their risks for hypertension, cardiovascular disease and depression. Understaffing also leads to expensive human resources problems that can affect hospital administrator’s budgets. The harsh demands of nursing are forcing nurses to consider alternative careers. Studies have shown the overall turnover cost per registered nurse is $65,000 (DPE, 2016).

Over the past years, the demand for nurses has increased due to the changes in patient demographics, and the rising number of retiring nurses. This creates a nursing shortage, in which the need for registered nurses surpasses the number of nurses. There are many consequences that occur with a nursing shortage; however, one of the biggest reoccurring problems is burnout in nurses. Burnout is defined as “a mental or physical energy depletion after a period of chronic, unrelieved job-related stress” (Toh, Ang, Devi, 2012, 127). One study discovered the prevalence of burnout from five different countries ranged from 32% to 54% (Shamli, Shahriari, Babaii, Abbasinia, 2015, 1). Burnout causes nurses to leave their profession prematurely due to job dissatisfaction. The purpose of this paper is to explore the causes and consequences of burnout, and its impact on future nurses.

Even though nurses are considered the largest group of professionals in the health care system there is a global nursing shortage. In addition to the nursing shortage, there are nurses terminating their job, profession, or are leaving the workforce of nursing completely (Flinkman, Isophkala-Bouret, & Salantera, 2013). “The youngest generation of nurses are the most willing to leave the job and the nursing profession” (Flinkman et al., 2013, p. 2). It is estimated that 17.5 percent of registered nurses who are newly licensed leave their first nursing job within the first year of employment and those leaving within two years is 33.5 percent (Robert Wood Johnson Foundation, 2014). Additionally, those reporting that they were “ready” to change their job was 37% (Fears, 2010). According to Barron and West (2005), the percentage of those parting from the nursing profession for a superior job was highest at the age of 32. Hospitals nationally reported that their annual turnover for registered nurses is between 1 and 20 percent, but with 14 percent as the average (Rapheal, 2011). The Bureau of Labor Statistics (n.d.) estimates that there will be a necessity to replace 525,000 nurses in the labor force by the year 2020.

The global nursing shortage is resulting in the need to find multiple solutions to providing adequate numbers of nursing personnel. The shortage is exacerbated by nurses leaving the profession and their current positions. Globally, nursing turnover rates range from 10–21% per year, with countries such as the USA and Australia reporting turnover rates of over 20% per year. Retaining nurses in their current positions will reduce the magnitude of consequences associated with the nursing shortage (Cowden and Cummings, 2012).