Generation-specific incentives and disincentives for nurses to remain employed in acute care hospitals
Article first published online: 15 MAY 2012
© 2012 Blackwell Publishing Ltd
Journal of Nursing Management
Special Issue: This issue: Nurses' experience of the working environment Issue editor: Melanie Jasper
Volume 21, Issue 3, pages 473–482, April 2013
How to Cite
TOURANGEAU, A. E., THOMSON, H., CUMMINGS, G. and CRANLEY, L. A. (2013), Generation-specific incentives and disincentives for nurses to remain employed in acute care hospitals. Journal of Nursing Management, 21: 473–482. doi: 10.1111/j.1365-2834.2012.01424.x
- Issue published online: 10 APR 2013
- Article first published online: 15 MAY 2012
- Accepted for publication: 13 March 2012
- intention to remain employed;
- nurse staffing;
- workforce generation cohorts;
Aim This is a report on generation-specific incentives and disincentives selected by acute care nurses that promote and discourage them to remain employed in hospitals.
Background Recent literature indicates that nurse preferences for strategies to promote their retention may differ across generational cohorts. However, current literature is primarily anecdotal with few studies focused on evidence-based generation-specific nurse retention-promoting strategies.
Methods Data were gathered from a cross-sectional survey administered to a random sample of 9904 registered nurses working in Alberta and Ontario, Canada. Two survey items asking nurses to identify preferences for incentives to remain employed and disincentives that encourage them to leave employment were included. Survey items were based on information gathered from previous focus groups exploring determinants of nurse retention.
Results There were statistically significant differences in the rates of selection across generations of nurses for eight of 10 incentives to remain employed and for eight of 15 disincentives. All generational cohorts selected the same two incentives most frequently: reasonable workloads and manageable nurse–patient ratios. Two of the three most frequently selected disincentives were the same across generations: inadequate staffing and unmanageable workloads.
Implications for nursing management Leaders should implement and evaluate strategies that ensure workloads are reasonable and nurse–patient ratios are manageable to promote retention among all generations of nurses in the acute care hospital workforce.