Nurse and resident satisfaction in magnet long-term care organizations: do high involvement approaches matter?
- 1 April 2006
- journal article
- Published by Hindawi Limited in Journal of Nursing Management
- Vol. 14 (3) , 244-250
- https://doi.org/10.1111/j.1365-2934.2006.00594.x
Abstract
This study examines the association of high involvement nursing work practices with employer-of-choice (magnet) status in a sample of Canadian nursing homes. In response to a severe shortage of registered nursing personnel, it is imperative for health care organizations to more effectively recruit and retain nursing personnel. Some long-term care organizations are developing employee-centred cultures that allow them to effectively enhance nurse and resident satisfaction. At the same time, many nursing homes have adopted progressive nursing workplace practices (high involvement work practices) that emphasize greater employee empowerment, participation and commitment. A mail survey was sent to the director of nursing in 300 nursing homes in western Canada. In total, 125 useable questionnaires were returned and constituted the data set for this study. Separate ordinary least squares regressions are performed with magnet strength, nurse satisfaction and resident satisfaction used as dependent variables. Nursing homes that demonstrate strong magnet (employer-of-choice) characteristics are more likely to have higher levels of nurse and patient satisfaction, even after controlling for a number of significant factors at the establishment level. Magnet nursing homes are more likely to have progressive participatory decision-making cultures and much more likely to spend considerable resources on job-related training for their nursing staff. The presence of high involvement work practices is not found to be a significant predictor in magnet strength, nurse or resident satisfaction. Merely adopting more high involvement nursing work practices may be insufficient for nursing homes, which desire to become 'employers-of-choice' in their marketplaces, especially if these practices are adopted without a concomitant investment in nurse training or an enhanced commitment to establishing a more democratic and participatory decision-making style involving all nursing staff.Keywords
This publication has 16 references indexed in Scilit:
- Implementation of hospital restructuring and nursing staff perceptions of hospital functioningJournal of Health Organization and Management, 2004
- The Magnetic pullNursing Management, 2004
- A Critical Assessment of the High‐Performance ParadigmBritish Journal of Industrial Relations, 2004
- What Constitutes Effective Leadership?JONA: The Journal of Nursing Administration, 2003
- Impact of human resource management practices on nursing home performanceHealth Services Management Research, 2001
- Nurses’ Reports On Hospital Care In Five CountriesHealth Affairs, 2001
- Shaping Systems to Promote Desired OutcomesJONA: The Journal of Nursing Administration, 1999
- Review of Magnet Hospital ResearchJONA: The Journal of Nursing Administration, 1999
- Environment, Corporate Ideology, and Employee Involvement ProgramsIndustrial Relations: A Journal of Economy and Society, 1991
- The Management HospitalsJONA: The Journal of Nursing Administration, 1990