International Journal of Healthcare Sciences ISSN 2348-5728 (Online) Vol. 8, Issue 2, pp: (22-36), Month: October 2020 - March 2021, Available at: www.researchpublish.com
Assessing the effects of job satisfaction, organizational commitment and transformational leadership on turnover intention among newly recruited nurses in Chinese hospitals Arielle Doris Kachie1, Lulin Zhou1 1
Centre for Medical Insurance, Hospital Management, and Health Policy Research 1
School of Management, Jiangsu University, Zhenjiang, China
Abstract: Newly recruited nurses are perceived to enter the health profession with considerable enthusiasm and optimism. Sometimes, these green nurses wish to quit their jobs for a new or better one. This cross-sectional study investigated the complex relationships among job satisfaction, organizational commitment, transformational leadership, and turnover intention among newly recruited nurses in Chinese hospitals. Responses were gathered from 654 newly recruited nurses using an online survey questionnaire. Two statistical tools, namely structural equation model (SEM) and hierarchical regression analysis, were used to analyze the hypothesized relationships. The SEM analysis results revealed that job satisfaction directly influences organizational commitment and turnover intention. The findings also revealed that organizational commitment has a substantial direct impact on turnover intention. Furthermore, the SEM results showed that organizational commitment acts as a partial mediator in the relationship between job satisfaction and turnover intention. Besides, the hierarchical regression analysis outcomes revealed that transformational leadership moderated the relationship between job satisfaction and turnover but could not moderate that of organizational commitment and turnover intention. This research’s findings are a signpost for managers to help beginner nurses adapt to their new working milieu and stay in their job. Keywords: Job satisfaction; organizational commitment; transformational leadership; turnover intention.
I. INTRODUCTION Globally, the public health sector is among the few jobs perceived to be offering employees an appreciable amount of job satisfaction due to the job security it provides. Employees who work for organizations that reward them with some high level of job satisfaction seem to show greater commitment to their employers [1]. Turnover intention is generally unavoidable for most highly experienced professionals. However, it becomes threatening and uncomfortable when newly recruited employees with little to no experience also embark on that same tangent [2]. In 2008, a study found that freshly recruited nurses are prone to leave their jobs in their first eighteenth month of employment, compared to newly recruited employees of other professions [3]. More recently, another study showed that freshly recruited nurses have a high tendency to quit their jobs in the first year of employment [4]. Nurses’ continuous leaving poses a severe threat to the overall general health care system because it creates nurses’ shortages in hospitals [5]. This penury of nurses has a higher tendency of spurring high turnover intentions among nurses [6]. Actual turnover happens when a compensated staff rescinds his or her contract with an employer [7]. Actual turnovers have a negative financial impact, such as the wasteful expenditure of the money allocated for training and talent acquisition [8]. A study conducted on 96 registered nurses who left the health profession during the survey revealed a cost ranging from $62,100 to $67,100 incurred by the hospital on each nurse who quitted her job [9]. This amount is enormous and can render any health facility incapable of developing.
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