Don’t Go: Examining the Relationships Between Meaning, Work Environment and Turnover Intention Across the Entire Healthcare Team

References

• Missel M, Bernild C, Dagyaran I, Christensen SW, Berg SK. A stoic and altruistic orientation towards their work: a qualitative study of healthcare professionals’ experiences of awaiting a COVID-19 test result. BMC Health Serv Res. 2020;20(1):1031. doi:10.1186/s12913-020-05904-0
   PubMed Web of Science ®Google Scholar
• Caruso CC, Arbour MW, Berger AM, et al. Research priorities to reduce risks from work hours and fatigue in the healthcare and social assistance sector. Am J Ind Med. 2022;65(11):867–877. doi:10.1002/ajim.23363
   PubMed Web of Science ®Google Scholar
• Aiken LH, Sloane DM, Clarke S, et al. Importance of work environments on hospital outcomes in nine countries. Int J Qual Health Care. 2011;23(4):357–364. doi:10.1093/intqhc/mzr022
   PubMed Web of Science ®Google Scholar
• Meese KA, Colón-López A, Montgomery AP, Boitet LM, Rogers DA, Patrician PA. Rules of engagement: the role of mistreatment from patients in the nurse, physician and advanced practice provider experience. Patient Exp J. 2022;9(2):36–45. doi:10.35680/2372-0247.1719
   Google Scholar
• Millenbach L, Crosby FE, Niyirora J, et al. Impact of COVID-19 pandemic on nurses: where is the financial safety net? Online J Issues Nurs. 2021;26(2). doi:10.3912/OJIN.Vol26No02Man01
   Google Scholar
• Andel SA, Tedone AM, Shen W, Arvan ML. Safety implications of different forms of understaffing among nurses during the COVID‐19 pandemic. J Adv Nurs. 2022;78(1):121–130. doi:10.1111/jan.14952
   PubMed Web of Science ®Google Scholar
• Meese KA, Colón-López A, Singh JA, Burkholder GA, Rogers DA. Healthcare is a team sport: stress, resilience, and correlates of well-being among health system employees in a crisis. J Healthc Manag. 2021;66(4):304–322. doi:10.1097/JHM-D-20-00288
   PubMed Web of Science ®Google Scholar
• Dyrbye LN, West CP, Sinsky CA, et al. Physicians’ Experiences with mistreatment and discrimination by patients, families, and visitors and association with burnout. JAMA Netw Open. 2022;5(5):e2213080. doi:10.1001/jamanetworkopen.2022.13080
   PubMed Web of Science ®Google Scholar
• Meese KA, Colon-Lopez A, Dill R, Naik GA, Cendoma PJ, Rogers DA. Perceptions of inequitable compensation reductions among healthcare workers during covid-19. J Health Care Finance. 2021;2021;1.
   Google Scholar
• Maurer R. Turnover ‘tsunami’ expected once pandemic ends; 2021. Available from: http://www.deltapeo.com/wp-content/uploads/2021/03/Turnover-‘Tsunami-Expected-Once-Pandemic-Ends.pdf. Accessed January 10, 2024.
   Google Scholar
• Hendrickson RC, Slevin RA, Hoerster KD, et al. The impact of the COVID-19 pandemic on mental health, occupational functioning, and professional retention among health care workers and first responders. J Gen Intern Med. 2022;37(2):397–408. doi:10.1007/s11606-021-07252-z
   PubMed Web of Science ®Google Scholar
• Seligman M. Flourish: a visionary new a understanding of happiness and well-being. Policy. 2011;27(3):60–61.
   Google Scholar
• Bakker AB, Demerouti E. The job demands-resources model: state of the art. J Manage Psychol. 2007;22(3):309–328. doi:10.1108/02683940710733115
   Google Scholar
• Pangallo A, Atwell T, Roe K, Boissy A. Understanding modern drivers of the employee experience in healthcare. Patient Exp J. 2022;9(2):46–61. doi:10.35680/2372-0247.1710
   Google Scholar
• Tai TW, Bame SI, Robinson CD. Review of nursing turnover research, 1977–1996. Soc Sci Med. 1998;47(12):1905–1924. doi:10.1016/S0277-9536(98)00333-5
   PubMed Web of Science ®Google Scholar
• Brown MI. Comparing the validity of net promoter and benchmark scoring to other commonly used employee engagement metrics. Hum Resour Dev Q. 2020;31(4):355–370. doi:10.1002/hrdq.21392
   Web of Science ®Google Scholar
• Eisenberger R, Huntington R, Hutchison S, Sowa D. Perceived organizational support. J Appl Psychol. 1986;71(3):500–507. doi:10.1037/0021-9010.71.3.500
   Web of Science ®Google Scholar
• Ogbonnaya C, Tillman CJ, Gonzalez K. Perceived organizational support in health care: the importance of teamwork and training for employee well-being and patient satisfaction. Group Organ Manag. 2018;43(3):475–503. doi:10.1177/1059601118767244
   Web of Science ®Google Scholar
• National Center for Organization Development. VA All Employee Survey. U.S. Department of Veterans Affairs; 2020.
   Google Scholar
• Dyrbye LN, Satele D, Shanafelt T. Ability of a 9-item well-being index to identify distress and stratify quality of life in US workers. J Occup Environ Med. 2016;58(8):810–817. doi:10.1097/JOM.0000000000000798
   PubMed Web of Science ®Google Scholar
• American Medical Association. AMA STEPS Forward Mini Z Burnout Survey. American Medical Association; 2015.
   Google Scholar
• Chari R, Chang -C-C, Sauter SL, Patrun Sayers EL, Huang W, Fisher GG. NIOSH Worker Well-Being Questionnaire (Wellbq). U.S. Department of Health and Human Services, Centers for Disease Control and Prevention, National Institute for Occupational Safety and Health, DHHS (NIOSH); 2021.
   Google Scholar
• Vaishnavi S, Connor K, Davidson JR. An abbreviated version of the Connor-Davidson Resilience Scale (CD-RISC), the CD-RISC2: psychometric properties and applications in psychopharmacological trials. Psychiatry Res. 2007;152(2–3):293–297. doi:10.1016/j.psychres.2007.01.006
   PubMed Web of Science ®Google Scholar
• Luchman J. DOMIN: stata module to conduct dominance analysis; 2023.
   Google Scholar
• Poon Y-SR, Lin YP, Griffiths P, Yong KK, Seah B, Liaw SY. A global overview of healthcare workers’ turnover intention amid COVID-19 pandemic: a systematic review with future directions. Human Resour Health. 2022;20(1):1–18. doi:10.1186/s12960-022-00764-7
   PubMed Web of Science ®Google Scholar
• Fukui S, Wu W, Salyers MP. Impact of supervisory support on turnover intention: the mediating role of burnout and job satisfaction in a longitudinal study. Adm Policy Ment Health Ment Health Serv Res. 2019;46(4):488–497. doi:10.1007/s10488-019-00927-0
   PubMed Web of Science ®Google Scholar
• Ilyas A, Khan AH, Zaid F, Ali M, Razzaq A, Khan WA. Turnover intention of employees, supervisor support, and open innovation: the role of illegitimate tasks. J Open Innov. 2020;6(4):128. doi:10.3390/joitmc6040128
   Google Scholar
• Meister J. The future of work is employee well-being; 2021. Available from: https://www.forbes.com/sites/jeannemeister/2021/08/04/the-future-of-work-is-worker-well-being/?sh=4befcf884aed. Accessed January 10, 2024.
   Google Scholar
• Stewart WF, Ricci JA, Chee E, Morganstein D. Lost productive work time costs from health conditions in the United States: results from the American productivity audit. J Occup Environ Med. 2003;45(12):1234–1246. doi:10.1097/01.jom.0000099999.27348.78
   PubMed Web of Science ®Google Scholar
• McKinsey & Company. Companies need to hold on to the leaders shaping the future of work; 2022. Available from: https://leanin.org/women-in-The-workplace/2022/companies-need-to-hold-on-to-The-leaders-shaping-The-future-of-work. Accessed January 10, 2024.
   Google Scholar
• Lawter L, Kopelman RE, Prottas DJ. McGregor’s theory X/Y and job performance: a multilevel, multi-source analysis. J Managerial Issues. 2015;2015;84–101.
   Google Scholar
• Colón-López A, Meese KA, Montgomery AP, Patrician PA, Rogers DA, Burkholder GA. Unique stressors in a global pandemic: a mixed methods study about unique causes of distress among healthcare team members during COVID-19. J Hosp Manag Health Policy. 2022;6:23. doi:10.21037/jhmhp-21-69
   Google Scholar
• Sull D, Sull C, Cipolli W, Brighenti C. Why every leader needs to worry about toxic culture; 2022. Available from: https://sloanreview.mit.edu/article/why-every-leader-needs-to-worry-about-toxic-culture/. Accessed January 10, 2024.
   Google Scholar
• Sull D, Sull C, Zweig B. Toxic culture is driving the great resignation. MIT Sloan Manage Rev. 2022;63(2):1–9.
   Google Scholar
• Pink DH. Drive: The Surprising Truth About What Motivates Us. Penguin; 2011.
   Google Scholar
• Pearce CL, Sims HP Jr. Vertical versus shared leadership as predictors of the effectiveness of change management teams: an examination of aversive, directive, transactional, transformational, and empowering leader behaviors. Group Dyn Theory Res Pract. 2002;6(2):172.
   Web of Science ®Google Scholar
• Wynendaele H, Gemmel P, Pattyn E, Myny D, Trybou J. Systematic review: what is the impact of self‐scheduling on the patient, nurse and organization? J Adv Nurs. 2021;77(1):47–82. doi:10.1111/jan.14579
   PubMed Web of Science ®Google Scholar
• Casic AP. Gen Z in the workplace: what matters to young professionals at work — and what turns them off; 2022. Available from: https://www.talentlms.com/research/gen-z-workplace-statistics#what-matters-to-Gen-Z. Accessed January 10, 2024.
   Google Scholar
• Deloitte. The Deloitte global 2021 gen Z and millennial survey; 2021. Available from: https://www.deloitte.com/content/dam/assets-shared/legacy/docs/insights/2022/2021-deloitte-global-millennial-survey-report.pdf. Accessed January 10, 2024.
   Google Scholar
• Melnikow J, Padovani A, Miller M. Frontline physician burnout during the COVID-19 pandemic: national survey findings. BMC Health Serv Res. 2022;22(1):365. doi:10.1186/s12913-022-07728-6
   PubMed Web of Science ®Google Scholar
• Murthy VH. Confronting health worker burnout and well-being. N Engl J Med. 2022;387(7):577–579. doi:10.1056/NEJMp2207252
   PubMed Web of Science ®Google Scholar
• Sinsky CA, Shanafelt TD, Dyrbye LN, Sabety AH, Carlasare LE, West CP. Health care expenditures attributable to primary care physician overall and burnout-related turnover: a cross-sectional analysis. Mayo Clinic Proceedings; 2022: Elsevier.
   Google Scholar
• Clark C, Pike C, McManus S, et al. The contribution of work and non-work stressors to common mental disorders in the 2007 adult psychiatric morbidity survey. Psychol Med. 2012;42(4):829–842. doi:10.1017/S0033291711001759
   PubMed Web of Science ®Google Scholar
• McKinsey & Company. Communications get personal: how leaders can engage employees during a return to work; 2020. Available from: https://www.mckinsey.com/capabilities/people-and-organizational-performance/our-insights/communications-get-personal-how-leaders-can-engage-employees-during-a-return-to-work. Accessed January 10, 2024.
   Google Scholar
• Sexton JB, Adair KC, Leonard MW, et al. Providing feedback following Leadership WalkRounds is associated with better patient safety culture, higher employee engagement and lower burnout. BMJ Qual Saf. 2018;27(4):261–270. doi:10.1136/bmjqs-2016-006399
   PubMed Web of Science ®Google Scholar
• Guzzo RF, Wang X, Madera JM, Abbott J. Organizational trust in times of COVID-19: hospitality employees’ affective responses to managers’ communication. Int J Hospitality Manage. 2021;93:102778. doi:10.1016/j.ijhm.2020.102778
   PubMed Web of Science ®Google Scholar
• Jem R. How effective communication improves employee trust and engagement; 2020. Available from:: https://www.hrcloud.com/blog/how-effective-communication-improves-employee-trust-and-engagement. Accessed January 10, 2024.
   Google Scholar
• Oladipupo S. More evidence lack of flexibility drives the great resignation; 2022. Available from: https://www.hcmtechnologyreport.com/more-evidence-lack-of-flexibility-drives-The-great-resignation/. Accessed January 10, 2024.
   Google Scholar
• Patton C. 2 keys to stopping the ‘great resignation’? Flexibility and trust; 2021. Available from; https://hrexecutive.com/2-keys-to-stopping-The-great-resignation-flexibility-and-trust/. Accessed January 10, 2024.
   Google Scholar
• Dubbelt L, Demerouti E, Rispens S. The value of job crafting for work engagement, task performance, and career satisfaction: longitudinal and quasi-experimental evidence. Eur J Work Org Psychol. 2019;28(3):300–314. doi:10.1080/1359432X.2019.1576632
   Web of Science ®Google Scholar
• Leimbach M, Worldwide WL. Redefining employee satisfaction. Wilson Learn. 2006;2006:1.
   Google Scholar
• Belias D, Koustelios A. Leadership and job satisfaction--a review. Eur Sci J. 2014;10(8):1.
   Google Scholar