Abstract
Purpose: This study aimed to examine and compare the relationship between structural empowerment and organizational commitment in Saudi and non-Saudi registered nurses working in Saudi Arabia. The factors that predict organizational commitment among the two study population were also studied. Methods: Using a descriptive comparative correlational cross-sectional research design, the study was carried out in three governmental hospitals in the Eastern Province- Saudi Arabia. A convenience sample of (N = 398) inpatient Saudi and non-Saudi nurses were included in this study. Data analysis was performed using descriptive statistics, correlation analyses, and one-way ANOVA. Findings: Statistically significant positive partial correlations were found between structural empowerment and organizational commitment. Non-Saudi nurses perceived higher levels of structural empowerment and commitment compared to Saudis. Implications for Theory, Practice, and Policy: Through the application of Kanter’s (1977,1993) and Spreitzer’s (1995) conceptual models, this study provided imperative and currently unavailable data that should be the foundation for future studies in the Saudi context and worldwide. Findings of this study provide evidence for the nursing authority figures to understand the relationships between empowerment and organizational commitment among nurses working in Saudi Arabia and facilitate the necessary changes to improve the current working conditions and nurses’ retention. Keywords: Nurse, Organizational commitment, Saudi Arabia, Structural empowerment, Turnover. DOI: 10.7176/JHMN/85-04 Publication date: January 31 st 2021
Highlights
The nursing shortage and the high turnover rate can negatively impact an organization’s capacity to meet patients’ demands and standards of quality of care (Church et al, 2018)
The primary purpose of this study was to examine and compare the relationships among nurses’ perceptions of structural empowerment and organizational commitment in two main groups: Saudi and non-Saudi registered staff nurses working in inpatient units in Saudi Arabia
Through Bonferroni post hoc test adjustment for multiple comparisons, (1) nationality, (2) hospital setting, (3) work unit and (4) length of work shift were regarded as confounding factors, and controlled during all statistical analyses, leading to significant variations of nurses’ perceptions toward empowerment and organizational commitment
Summary
The nursing shortage and the high turnover rate can negatively impact an organization’s capacity to meet patients’ demands and standards of quality of care (Church et al, 2018). In her theory, Kanter (1977, 1993) posited that structural empowerment is achieved by having an access to six workplace power structures, including: (1) opportunity (i.e. job advancement and professional growth prospects), (2) support (i.e. guidance and feedback received from superiors, peers, and subordinates), (3) information (i.e. knowledge about organizational plans, decisions, and environmental relationships), (4) resources (i.e., human and financial resources), (5) formal power (i.e., job visibility and flexibility) and informal power (i.e., current state of affairs inside the organization) These empowerment structures provide nurses with the opportunity to actively participate in decision making processes in an organization and create more control over the work environment, which in turn, may influence the behavior and attitudes of nurses in the workplace (Kanter, 1977, 1993). Normative organizational commitment involves remaining with the organization because an individual employee feel morally obligated to stay due to fear of the potential disappointment when leaving the organization or teammates
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