AIM: We sought to examine factors associated with organisational and professional turnover intention among nurse managers. BACKGROUND: Turnover among nurse managers is an ongoing problem in many health care institutions worldwide. While many studies exist that have examined factors contributing to organisational turnover intention, surprisingly, little is known about which factors contribute to nurse managers' decisions to quit the profession. METHODS: This cross-sectional study involved 240 nurse managers working in 17 hospitals in the central Philippines. Five validated standardized scales were used for data collection. RESULTS: The composite scores of the organisational and professional turnover intention measures were 2.75 and 1.97, respectively (Likert range: 1/strongly disagree to 5/strongly agree). Work-Family Conflict (β = 0.127; p < .05) and job satisfaction (β = -0.315; p < .001) were strongly associated with organisational turnover intention. Job stress was correlated with stronger professional (β = 0.200, p < .01) and organisational turnover intentions (β = 0.281; p < .001). CONCLUSION: Nurse managers reported a moderate level of organisational turnover intention and a low level of professional turnover intention. Job satisfaction, job stress, and Work-Family Conflict were identified as significant predictors of organisational and professional turnover intentions. IMPLICATIONS FOR NURSING MANAGEMENT: Turnover intention among nurse managers can be best addressed by exploring organisational measures such as a structured transition programme (e.g. nurse manager orientation, coaching, mentorship or preceptorship), leadership programme for new nurse managers and stress management interventions. Further, through provision of a work- and family-friendly workplace and consistent career growth opportunities, retention of nurse managers may be enhanced.
AIM: We sought to examine factors associated with organisational and professional turnover intention among nurse managers. BACKGROUND: Turnover among nurse managers is an ongoing problem in many health care institutions worldwide. While many studies exist that have examined factors contributing to organisational turnover intention, surprisingly, little is known about which factors contribute to nurse managers' decisions to quit the profession. METHODS: This cross-sectional study involved 240 nurse managers working in 17 hospitals in the central Philippines. Five validated standardized scales were used for data collection. RESULTS: The composite scores of the organisational and professional turnover intention measures were 2.75 and 1.97, respectively (Likert range: 1/strongly disagree to 5/strongly agree). Work-Family Conflict (β = 0.127; p < .05) and job satisfaction (β = -0.315; p < .001) were strongly associated with organisational turnover intention. Job stress was correlated with stronger professional (β = 0.200, p < .01) and organisational turnover intentions (β = 0.281; p < .001). CONCLUSION: Nurse managers reported a moderate level of organisational turnover intention and a low level of professional turnover intention. Job satisfaction, job stress, and Work-Family Conflict were identified as significant predictors of organisational and professional turnover intentions. IMPLICATIONS FOR NURSING MANAGEMENT: Turnover intention among nurse managers can be best addressed by exploring organisational measures such as a structured transition programme (e.g. nurse manager orientation, coaching, mentorship or preceptorship), leadership programme for new nurse managers and stress management interventions. Further, through provision of a work- and family-friendly workplace and consistent career growth opportunities, retention of nurse managers may be enhanced.