Abstract
This longitudinal study among Registered Nurses has four purposes: (1) to investigate whether emotional, quantitative and physical demands, and family-work conflict have a negative impact on nurses’ perceived effort; (2) to investigate whether quality of leadership, developmental opportunities, and social support from supervisors and colleagues have a positive impact on meaning of work; (3) to investigate whether burnout from the combined impact of perceived effort and meaning of work mediates the relationship with occupational turnover intention; and (4) whether the relationships in our overall hypothesized framework are moderated by age (nurses categorized under 40 years versus ≥ 40 years old). In line with our expectations, emotional, quantitative, and physical demands, plus family-work conflict appeared to increase levels of perceived effort. Quality of leadership, developmental opportunities, and social support from supervisors and colleagues increased the meaning of work levels. In addition, increased perceived stress resulted in higher burnout levels, while increased meaning of work resulted in decreased burnout levels. Finally, higher burnout levels appeared to lead to a higher occupational turnover intention. Obviously, a nursing workforce that is in good physical and psychological condition is only conceivable when health care managers protect the employability of their nursing staff, and when there is a dual responsibility for a sustainable workforce. Additionally, thorough attention for the character of job demands and job resources according to nurses’ age category is necessary in creating meaningful management interventions.
Highlights
Today, most developed countries in the European Union and elsewhere have a shortage of active nurses, which is likely to increase as economies improve [1,2,3,4,5]
All in all, building upon the Job Demands-Resources (JD-R) model, we argue that job demands are costly [51] as workers, in our case nurses, who are confronted with high job demands are necessitated to spend time and energy to engage in performance-protection strategies by investing psychological and physiological resources [32]
The reported levels of job resources by these nurses showed that quality of leadership was slightly higher than average (M = 3.09; SD = 0.76), developmental opportunities were higher than average (M = 3.72; SD = 0.66), social support from supervisors was slightly lower than average (M = 3.04; SD = 0.86), and social support from near colleagues was slightly higher than average (M = 3.71; SD = 0.63)
Summary
Most developed countries in the European Union and elsewhere have a shortage of active nurses, which is likely to increase as economies improve [1,2,3,4,5]. The major contributors to the shortage are a decrease in the proportion of younger individuals entering the working population, an increase in the proportion of older people in the working population, and an increase in the number of people over 64 years in the population, as a whole. Since it is the oldest members of the population who require the most care; the demand for health care services will significantly increase [4], while, the formerly mentioned changes in the working population decrease the supply of nurses. Employee job turnover and leaving the profession as a whole, that is to say, occupational turnover, is a growing concern to Human Resource Development (HRD)
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