Abstract
AimTo examine the association between organizational change, turnover intentions, overcommitment and perceptions of quality of care among nurses and nursing assistants employed in eldercare organizations.DesignA longitudinal survey (baseline, 12‐month follow‐up) was used.MethodsA panel sample of 226 eldercare employees in Spain and Sweden responded to survey questions concerning organizational change, turnover intentions, overcommitment and perceptions of quality of care. The data were analysed using structural equational modelling.ResultsWe found a statistically significant positive relationship between organizational change, employees’ turnover intention and overcommitment. We also found a statistically significant negative relationship between organizational change and perceived quality of care.
Highlights
Most countries in the Western world face a shortage of active nursing staff, challenging the general effectiveness, as well as the providence of a high-quality care (Drennan & Ross, 2019)
When eldercare employees appraise organizational changes as a threat to resources, we propose that a coping strategy may be to insert less effort in providing quality of care
We examined the association between organizational change and turnover intention, overcommitment and quality of care, among nurses and nursing assistants in an eldercare setting
Summary
Most countries in the Western world face a shortage of active nursing staff, challenging the general effectiveness, as well as the providence of a high-quality care (Drennan & Ross, 2019). The shortage of qualified employees, in combination with an ageing population and a high degree of premature turnover, is a challenge for many eldercare organizations (Clausen, Tufte, & Borg, 2014; Stone et al, 2017). A frequently given reason for eldercare employees’ turnover and absence is dissatisfaction with working conditions caused by factors related to the organization (Clausen et al, 2014; Tourangeau, Patterson, Saari, Thomson, & Cranley, 2017). One organizational factor suggested to be able to generate negative effects on employee health and well-being is organizational change (de Jong et al, 2016). Organizational change is a broad concept that can involve a wide range of different strategies and actions, including anything from
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