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Job satisfaction is a noteworthy determinant of staff retention and performance. Nursing deficiency is associated with job termination, inadequate staffing, and additional work for the remaining staff. Other consequences of nursing deficiency include the high cost of employment, insufficient health care delivery, and poor patient care. Therefore, nurse retention is an indicator of the fiscal soundness of an association (Halter et al., 2017).
Work environment elements that drive staff turnover or voluntary job termination are modifiable (Halter et al., 2017). Healthcare administrators that refuse to evaluate the importance of staff turnover are bound to incur an adverse impact on financial returns, nursing care, and the general view of the healthcare facility. For instance, employee turnover is assessed to represent 6% to 6.8% of its operating expenditure due to the misfortune and substitution of qualified nurses (Halter et al., 2017).
The significance assigned to a decrease in staff turnover is not as high as it should be (Mudallal, Othman, & Al Hassan, 2017). Challenging demands, an evolving social insurance strategy, and the belief that some level of turnover is normal mean nurse turnover can become insignificant in administrative operations.
The Rationale for the Course Objective
Nursing deficiency is associated with job termination, inadequate staffing, and additional work for the remaining staff. The course objective is to produce a project that improves job satisfaction and nurse retention.
A recent report revealed that new-contract workers were 68% bound to stay for three years if they complete an organized onboarding program (Kurnat-Thoma, Ganger, Peterson, & Channell, 2017). When new interns and nurses are assigned to an intense practice without an organized plan, they become debilitated and separated from their work and associates (Kurnat-Thoma et al., 2017).
A recent survey on job satisfaction among nurses uncovered that communication with clients, partners, and administrators is another source of work retention (Kurnat-Thoma et al., 2017). The second subset of individual attributes showed that job satisfaction is influenced by emotional experiences such as pressure, satisfaction, and burnout, (Halter et al., 2017). Among these experiences, nursing pressure and exhaustion are considered as negative factors that influence job termination.
Improving job satisfaction is an important strategy to nurse retention. Interventions must be achieved at the individual, leadership, and organizational level. Orientation programs should include entry-level positions, nursing residency, and mentorship courses. Surveys showed that a graduate progress program significantly influenced nursing retention and improved competency (Mudallal et al., 2017). A mentorship program is a practical scheme for nurses and mentors.
Some researchers have demonstrated that mentorship programs improve nursing skills, job satisfaction, and mitigate the turnover rate among nurses (Mudallal et al., 2017). Leadership intervention is another area that enhances job satisfaction and nurse retention. Organizational interventions include administrative practices, transformational operations, and social approaches. Administrative practices such as supervisor control, manager support, staff inclusion in decision-making, and the development of group attachment demonstrated a positive relationship influencing nurse retention (Mudallal et al., 2017).
Nursing vacation is another factor that improves job satisfaction and productivity (Mudallal et al., 2017). Therefore, healthcare administrators must allow nurses to take a vacation to reduce burnout and stress. Administrators should reduce over time, practice inclusive governance, enforce rewards for excellence, and embrace nurse education.
Conclusion
Job satisfaction is a noteworthy determinant of staff retention and performance. Leadership interventions, individual, and corporate best practices will improve job satisfaction and nurse retention.
References
Halter, M., Pelone, F., Boiko, O., Beighton, C., Harris, R., Gale, J., … Drennan, V. (2017). Interventions to reduce adult nursing turnover: A systematic review of systematic reviews. The Open Nursing Journal, 11(1), 108–123. Web.
Kurnat-Thoma, E., Ganger, M., Peterson, K., & Channell, L. (2017). Reducing annual hospital and registered nurse staff turnover: A 10-element onboarding program intervention. SAGE Open Nursing, 3, 237796081769771. Web.
Mudallal, R. H., Othman, W. M., & Al Hassan, N. F. (2017). Nurses’ burnout: The influence of leader empowering behaviors, work conditions, and demographic traits. INQUIRY: The Journal of Health Care Organization, Provision, and Financing, 54, 004695801772494. Web.
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