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PREDICTING NURSES' TURNOVER INTENTIONS BY
DEMOGRAPHIC CHARACTERISTICS, PERCEPTION OF HEALTH,
QUALITY OF WORK, AND WORK ATTITUDES
Mahmoud Al-Hussami, D.Sc., Ph.D., Epidemiologist
Department Head and Assistant Professor, The University of Jordan
Muhammad Darawad, RN, PhD
Assistant Professor, Faculty of Nursing, University of Jordan, Amman-Jordan.
Ali Saleh, RN, Ph.D
Assistant Professor ,Faculty of Nursing, University of Jordan, Amman-Jordan.
Ferial Ahmed Hayajneh, RN, PhD
Associate Professor, The University of Jordan, Faculty of Nursing
Abstract:
Aim: The purpose of this paper is to examine the impact of demographic variables, organizational
commitment levels, perception of health, and quality of work on turnover intentions.
Methods: A self-reported cross-sectional survey design was used to collect data from Jordanian
registered nurses who were working between June 2011 and November 2011.
Results: the findings showed strong effects of the quality of work, perception of health, and
normative organizational commitments on turnover intentions.
Conclusion: This study sheds the light on the important work outcomes in healthcare organizations.
Increasing nursing quality of work and normative organizational commitment are good strategies for
reducing turnover intentions.
Key Words: Nurses; Turnover Intentions; Work Attitudes
Introduction
Nursing turnover is a major problem that makes management of nursing workforce a
challenge for nursing leaders. The ultimate goal of nursing turnover research is to improve the quality
of patient care, which is a major concern of healthcare administrators and policy makers. Turnover of
healthcare staff negatively influence health care costs 1. It was estimated that minimum cost of
healthcare staff turnover loss of more than five percent of the total annual operating budget including
hiring, training, and productivity loss1.
As many other countries, Jordan experienced a national nursing shortage 2, 3. Al-Maaitah and
Shokeh 2 estimated a projected nursing shortage of female registered nurses (RNs) of 2,572 in 2012,
while there will be a surplus of male RNs of 2,026 in the same year. On the other hand, Al-Maaitah
and Shokeh 2 reported the calculated turnover rate from the years of 2003 to 2007 as of 32.1% among
nurses with PhD, MSN, BSC, Midwifery, and Associate Degree. The highest nursing turnover of the
five degrees was reported for BSN nurses (35.9%). Other researchers4 studied 21 Jordanian hospitals
to identify RNs turnover rate. Out of the total sample of 2126 RNs 779 nurses (36.6) left their
positions during study period.
The situation of nursing shortage in Jordan would be worsening especially if the trend of
nursing turnover rate continues as before. So, there is a need to identify factors that affects turnover
and turnover intentions. Identifying such factors may help nursing administrators and policy makers
to retain nursing staff. Critical review of Jordanian nursing literature revealed a lack of research
studies concerning nursing turnover especially in identifying factors that may lead nurses to leave
their positions.
Turnover intention seems to be affected by a number of variables. Several studies examined
the effect of demographic characteristics such as age, gender, and marital status on nurses’ intention
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to leave their organizations. Younger nurses were found to have higher level of turnover intention 5-9.
Other researchers reported higher level of turnover intention among specific age groups such as 25-44
10
, and 30-44 11. Also, literature suggests different demographic characteristics among nurses who
were planning to leave their organizations including male nurses 5, 11, 12, single nurses 5, and highly
educated nurses 9. Mrayyan 13 examined the predictors of nurses’ intent to stay in Jordanian hospitals.
Mrayyan 13 found age to be positively associated with nurses’ intent to stay (P<0.001).
For decades, the concept of commitment was the area of research interest for many
researchers in the field of organizational behaviors. Morrow 14 described organizational commitment
as one of the different forms of work commitment. Other researchers described organizational
commitment as a complex and multifaceted construct, and conceptualized it into three components
including; affective, continuance, and normative commitment 15, 16-17
Meyer, Stanley, Herscovitch, and Topolnytsky 17 conducted a meta-analysis to assess the
relationships of the three components of commitment, affective, continuance, and normative with
different work related behaviors. Meyer et al. found that the three components of organizational
commitment were negatively associated with turnover intentions. In addition, one of the
recommendations of the meta-analysis conducted by Meyer et al. is the need to examine the concept
of organizational commitment across cultures to get in depth understanding of the concept globally.
Up to our knowledge, there is no literature evidenced the effects of organizational
commitment on turnover intentions among Jordanian nurses. Researchers examined the effects of
organizational commitment on nurses’ turnover intentions in different countries such as United States
8, 18
, Canada 19, Taiwan 20, 21, and Australia 22. The consistent negative relationship between
organizational commitment and nurses’ turnover intention was evidenced through those studies 8, 18-22.
A well state of physical and psychological health of nurses is a perquisite for providing a
quality of nursing care. Several studies examined the effect of aspects of employees’ physical health
on turnover (low back pain and disability) were significant predictors of elderly healthcare
professionals' turnover in Denmark 23, and nurses who reported higher levels of musculoskeletal
problems of the neck/ shoulder or knees, were more expected to leave nursing in Sweden 24. In
addition, studies from different countries reported that higher levels of nursing turnover intention was
associated with higher level of stress 25-27, nurse burnout 11, and emotional exhaustion 28. In Jordan,
researchers examined the effects of job stress on nurses’ intent to stay at work in 206 nurses 29.
Abualrub and Al-Zaru 29 found that job stress was negatively associated with nurses’ intent to stay.
Underpayment of nurses is a major cause of Jordanian nurses' migration especially to Arab
Gulf region. This was evidenced by the continuous claims by Jordanian Nursing Council to improve
nursing work conditions and to increase nurses’ salary. In her discussion regarding nursing shortage in
Jordan, AbuAlRub 3 emphasized that one of the causes of moving students away from nursing is the
lower social status of nursing evidenced by low salary. Internationally, inconsistent results were found
regarding the relationship between pay and nursing turnover intentions. Several studies reported direct
or indirect negative effects of pay on nurses’ intention in different countries such as China 10, UK 12, 30,
and Canada 19. In contrast, other research studies highlighted that pay had not a significant
relationship with nursing turnover intention in Singapore 25 and Australia 26.
Nursing quality of work is a complex phenomenon 31. Researchers found quality of work to
be a factor that can helps in decreasing nursing turnover intention 6, 22, 27, 32-36. Other researchers
reported significant negative relationships between nursing turnover intention and different areas of
nurses' quality of work such as satisfaction with control and responsibility, scheduling, extrinsic
rewards 5, supervision 9, and workload, extent to which the nurses liked to work, and colleagues 18
Reviewing Jordanian nursing literature revealed a dearth of literature regarding the
relationship between satisfaction of work related issues and turnover intention. Abu AlRub, Omari,
and Al-Zaru 37 examined the relationships between social support, quality of work and intent to stay
among Jordanian nurses. The results revealed that nurses with higher level of quality of work,
reported higher levels of intent to stay at work. On other hand, Al-Ma'aitah, et al. 38 found that
negative predictors of turnover intentions among female nurses regarding satisfaction work related
issues were kind of work they did, physical work conditions, and career future, while negative
predictors of turnover intentions among male nurses were satisfaction with hospital identification and
career future.
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Purpose
The purpose of this paper is to examine the impact of demographic variables, organizational
commitment levels, perception of health, and quality of work on nursing turnover intentions.
Research Question
What are the multiple correlations between a set of five predictors (age, quality of work,
perception of health, organizational commitment, and pay) and the outcome, the nurses’ turnover
intentions?
Study Design
A self-reported cross-sectional survey design was used to collect data from Jordanian
registered nurses who were working between June 2011 and November 2011. The use of self-reported
questionnaire eliminates the effect of a researcher on participants which allows them more freedom to
answer the questions honestly and openly 39.
Setting and Population
Jordan healthcare system is divided into governmental, military, university, and private
institutions. In the governmental sector, the Ministry of Health operates 27 hospitals, accounting for
37% of all hospital beds; the Military Royal Medical Services run 11 hospitals, providing 24% of all
beds; the University Hospitals account for 3% of total beds; and the Private Sector provides 36% of
all hospital beds, distributed among 60 hospitals. Only those hospitals with a capacity of 300 beds and
above and having medical, surgical, emergency room, and critical care units were approached.
Therefore, 11 hospitals including; 6 governmental, 2 university, and 2 private were eligible settings
for the current study.
Sample
Participants were randomly selected from eight hospitals in three clusters of Jordanian
hospitals that are stratified as governmental, university, and private hospitals using simple random
sampling technique. Two hundred and thirteen registered nurses (RN) accepted to participate out of
three hundred RNs invited in the study. Participants were recruited from the population of RNs' who
met the eligibility criteria. The eligible subjects were RNs from both genders who have acquired a
Bachelor, or Master’s degree in nursing with at least one year of experience in acute healthcare
settings.
Power Calculation
The statistical software G*Power V.3 40 showed that the required sample size was 159
nurses. This figure was arrived at by using compromised β= 0.80, ά=0.05(2-tailed) and effect size=0.3
(medium effect). Although these figures were needed, more numbers included (213) to produce
significant and reliable findings and to compensate for incomplete questionnaires.
Instrument
A self-administered questionnaire was used in English language to collect the data about
Jordanian nurses' turnover intention. Questionnaire of 57 items was subjected to validation process by
researchers and expert nurses (n=15) that assessed the level of comprehensiveness, clarity, avoidance
of ambiguity, and content validity. This involved circulating the draft items until there was consensus
on content, order, and wording. As a result, four items were modified as not properly understood by
three evaluators.
A pilot study was then conducted using this questionnaire among a sample of 20 nurses after
an access to nurses was sought from the director of nursing in university hospitals. Fifteen completed
questionnaires were received. Some items were re-worded to add more clarity and then the
questionnaire was revised to combine similar items and to remove misleading or repeated items. Thus,
the questionnaire was produced whose content validity was assessed by expert panel consists of four
expert nurses who are nurses managers and having 5 years of experience in nursing; two PhD holders
who have published work on management and leadership. The reliability of the final questionnaire
was assessed using internal consistency (Cronbach's alpha test) (α=0.87, 0.76, 0.74, 0.90, 82,
respectively for organizational commitment, perception of health, perception of feeling regarding pay,
quality of work, intention to leave the organization). The nurses who have been involved in the pilot
study had reported no corrections with the wording, length, and format of the questionnaire and they
were not included as part of the main study.
The questionnaire was divided into six parts: Part one included professional and situational
related characteristics such as; gender, age, marital status, years of experience, yearly income, and
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working area. Age, years of experience, and yearly incomes were measured as ratio variables.
However, gender, marital status, and working area were measured as dichotomous variables. Part two
measured organizational commitment by a 23 item index called Organizational Commitment
Questionnaire (OCQ) developed by Meyer, Allen, and Smith 41 with an estimated Cronbach’s alpha
.85 42. The participants were asked to indicate their agreement on a seven Likert scale from strongly
disagree to strongly agree. Part three measured nurses' perception of health by two items taken from
the health related items used by Dalton and Mesch 43. These items are: "The job I have now probably
affect my physical health." "The job I have now probably affects my mental health." The scales
ranged from 1 = very badly, to 5 = very positively.
Part four measured perception of feeling regarding pay by two items from Eisenberger et al.’s
44
Survey of Perceived Organizational Support” (SPOS) scale. This 36-item instrument was developed
to measure employees’ perceptions of organizational support. The two-selected items are specifically
designed to explore employees’ perceptions of their feelings regarding fairness in pay and measured
on a seven-point Likert scale (1 = strongly disagree, to 7 = strongly agree).
Part five, the quality of work was measured by a 20 item index called Minnesota Satisfaction
Questionnaire (MSQ) short-form, developed by Weiss et al. 45 with an estimated Cronbach’s alpha .91
46-49
. The MSQ, a self-reported instrument consists of 20 items that sample job satisfaction on 20 scale
areas, is an often used and widely researched job satisfaction measure. It was derived from the
Minnesota Studies in Vocational Rehabilitation and measured on a on a seven-point Likert scale (1 =
strongly dissatisfied, to 7 = strongly satisfied). Part six, the dependent variable, intention to leave the
organization was measured by three items following Mobley et al. 50 definition. The respondents were
asked to indicate their agreement with the following three items on a seven-point scale: "I think a lot
about leaving the organizations." "I am actively searching for an alternative to this organization." "As
soon as it is possible, I will leave the organizations."
Ethical considerations
Ethical approval was sought and granted from the Research and Ethics Committee at Faculty
of Nursing/ University of Jordan and the research and Ethics Committee at each hospital involved in
the study. Furthermore, detailed information about the objectives of the study was contained through
the questionnaire cover letter, and returning the questionnaire was considered an implied consent.
Participants were instructed that participation is voluntary and information provided will be kept
anonymous, that is, no names or other identifiers will be collected on any of the instruments used.
Data will be kept in the researchers' office for five years under lock and key. After this period of time,
all data will be shredded.
Data collection methods
A detailed explanation of the aims and procedure of the study was given to the nurse
administrators, head nurses, and charge nurses at participating hospitals. A list of an estimated number
of available nurses was prepared from the selected hospitals one day before hospital visit. At the time
of data collection, questionnaires were distributed and handed to nurses by the researchers and by
assistance of the departments’ managers and the charge nurses at all shifts. Each questionnaire had a
cover letter explaining the nature of the study, aims, the way of completion, and a return envelop. Self
completed questionnaires were then handed over together in a large envelope to the researchers.
Data analysis
Based on a 57-item questionnaire, nurses’ responses were summed up in total scores of the
organizational commitment, perception to health, perceptions of feelings regarding pay, quality of
work, and turnover intention, where then calculated in mean scores and standard deviations.
Furthermore, correlation between items was measured using Pearson’s test. Additionally, hierarchical
multiple regression analysis was used to estimate the probability of recorded variables. All statistical
procedures was performed using the Statistical Package for the Social Sciences (SPSS-17) and
produced at ά=0.05 significance level (2-tailed).
Results
Of the original sample (300), 213 participants returned the questionnaires giving a response
rate of 71%. The study population ranged from 22 to 52 years old, 57.7% females (n = 123) and
42.3% males (n = 90). For the purpose of describing the years of nursing experience for the study
sample it was recoded from continuous into categorical variable and varied from less than two years
(25%), between 2-6 years (50%), and more than 6 years (25%). The majority of the study sample
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(82%) was employed at the baccalaureate level and 18% were employed at the masteral level. Among
the respondents, 53.1% (n = 113) were single, 45.5% (n = 97) were married, and 1.4% (n = 3) were
divorced.
Table 1 presents correlations of the study variables. Correlations between turnover intention
and normative commitment and quality of work were significantly negative (r = -0.200, p ≤ .01; r = 0.193, p≤ 01, respectively). However, the correlations between turnover intention and age, experience,
income, affective commitment, continuous commitment, income, and pay were not statistically
significant. On the other hand, the perception of pay and age, experience, income, affective
commitment, continuous commitment, normative commitment, quality of work, and perception of
health was all significantly positive (table 1). Moreover, the quality of work and the levels of
organizational commitment were strongly significantly positive.
Table 1. Pearson Correlations of Turnover Intention (N= 213)
Age
Exp
Inco Affect Cont
Norm
Qua
Heal
Pay
Turn
Age
1
Experience .92**
1
Income
.69** .77**
1
Affective
.45** .46** .38**
1
Continuous .50** .50** .40** .59**
1
Normative .44** .46** .40** .63** .69**
1
Quality of
.44** .43** .31** .50** .47** .62**
1
Work
Perception
.16*
.14*
.06
.27**
.17*
.27**
.28**
1
of Health
Perception .23** .22** .14*
.23** .33** .48**
.41** .28**
1
of Pay
Turnover
¯ .05
¯ .06
¯ .01
¯ .03
¯ .10 ¯ .20** ¯ .19** ¯ .134 -.11
1
Intention
* Correlation is significant at α=0.05 (2-tailed), ** Correlation is significant at α=0.01 (2-tailed)
The demographic variables (income, age, and years of experience) were entered in the first
model, and R2 change was 0.01, which was not significant (p = 0.570). The addition of the affective
commitment and continuous commitment did not make any significant changes (R2= 0.01, P= 0.99,
R2= 0.017, P= 0.41, respectively). In the fourth model, the addition of the normative commitment
added 4% to the variance. Also, the single variables in model five and model seven added 4% and
0.2%, respectively, to the variance. Thus, the only statistically significant variables were normative
commitment, perception of health, and quality of work (Table 2).
Table 2 Seven-step multiple hierarchal regression analysis of predictors of turnover
Model 1
Model 2
Model 3
Model 4
Model 5
Model 6
Model 7
Variables
β p-value β p-value β p-value β p-value β p-value β p-value
β
p-value
Age
.067 .710 .067 .712 .085 .641 .068 .701 .044
.623
Experience
-.213 .298 -.213 .302 -.195 .344 -.166 .413 -.166
.623
Income
.106 .333 .106 .335 .107 .559 .121 .262 .123
.237
Affective Commitment
.000 .999 .052 .211 .159 .093 .048
.117
Continues Commitment
-.115 .211 .029 .778 .048
.591
.803
.048 .786
.086
.803 -.167 . 404 -.155
.162 .147 .171
.126
.192
.050 .220
.150
.632
.050 .623
.054
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Normative Commitment
-.315 .003 -.359 .001 -.341 .003 -.272
.019
Perception of Health
.196 .006 .202 .006 .215
.003
Perception of Pay
-.036 .648 -.008
.919
Quality of Work
-.200
.031
R2
.010 <0.570 .010 <0.999 .017 <0.211 .059 <0.003 .093<0.006 .094 <0.648
.111 <031
Adjusted R2
-.005
-.010
-.007
.031
.062
.058
.075
R2 Change
0.00
.00
.01
.04
.03
.00
0.02
Discussion
It was found in the literature that younger nurses had higher level of turnover intention 5-9. On
the other hand, Mrayyan 13 found age to be positively associated with nurses’ intent to stay. The
findings of this study were inconsistent with previous research reports. It was expected that nurses
throughout their years should have higher salaries and promotions that prevent them to leave their
jobs. In contrast, the present study found that age had no effects on turnover intention and this could
be related to study sample. The study sample did not include older nurses (22-52 years old) compared
to previous studies. For instance nurses' age ranged from 20-65 years old in Simon et al. study 6, and
22-61 years old in Delobelle et al. study 9.
The present study showed that the quality of work is the clearest and most consistent
determinant of turnover intention. The findings here thus support the notion that quality of work plays
a critical role in the employee's decision to leave the organization 51. Although nurses’ perceptions of
health was not found to be associated with turnover intention in this study, it showed a predictive
power to turnover intention when it was entered in regression analysis with other independent
variables. Study findings showed the positive perception of health to be a predictor of increased level
of turnover intention. One explanation might be that when nurses perceive their health positively, they
will be more able to obtain better job offers and leave their organizations.
Commitment levels are considered the main predictor of turnover intention. Sage 52 found in
that regard organizational commitment was strongly related to the aggregated duration of voluntary
absence. According to the literature 53, 54 the work-related commitments can increase performance,
reduce turnover, and benefit both the employee and the organization. Among the three components of
commitment, findings showed that normative commitment was the only negative predictor of nurses’
turnover intention. Since normative commitment reflects an individual's feeling of responsibility to
remain in the organization 16, this is considered a logical finding. In this study, normative commitment
had the least predictive power of turnover intention among the significant predictors of turnover
intentions. Despite that organizational commitment is considered an important factor related to
turnover intention 8, 17-22, the findings of the present study did not show a relationship between
affective neither continuous commitment and turnover intention.
Pay was found not a significant predictor of turnover intention evidenced by study data. The
relationship between pay and turnover intention is not apparent and that is supported by inconsistent
findings of previous literature 10, 12, 19, 25, 26, 30. Based on the findings of this study, it seems that pay is
not a motivator for Jordanian nurses to leave their organizations.
A few limitations of this study should be noted. First, all variables in this study were
measured with self-reports, thus the problem of common method was unable to recall events
happened in the past. Concerning the condition of nurses during the data collection procedure, nurses
were found to be very busy during their shifts, and the data collectors reported the need to visit the
same unit many times to find nurses who are able to get 20 minutes to answer the questions of the
study instruments.
It is true that this study is not the first study to address turnover intentions. Though, it is the
first to address the relationship of work attitudes with turnover intention in Jordan. The gained
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knowledge of this study is more relevant to nursing because the study asked nurses themselves to state
their perception from different views. Also, this study asked the nurses to report their turnover
intentions, unlike most of the nursing turnover studies that only report the official turnover rates.
Doing so should give nursing administrators an insight about nurses’ future decisions, and respite
them sometime to take steps before nurses’ turnover intention develops to be actions toward leaving
nursing.
This study came to fill out a significant gap in the nursing literature regarding the nurses’
turnover intention particularly in countries other than the western countries. Measuring turnover
intentions among the Jordanian nurses was identified as another gap in the nursing literature that
needed to be filled out. Also, this study filled out the gap and evaluated the turnover intentions among
Jordanian nurses in the three healthcare sectors.
To expand the current findings, there are some possible moderators for future research. For
example, Lee and colleagues' 55 meta-analysis found negative relationship between commitment levels
and turnover intention. Employees are more likely to leave their work because of lower professional
identity or family support. Furthermore, it is recommended to replicate this study among nurses in
Jordan and other developing countries but with a larger sample size.
Implications for Practice
Nursing administrators are highly required to set the policies that are capable to accomplish
nurses’ desires of more contribution, and particularly when it comes to their quality of work and work
attitudes. Setting job motivations seemed to be the most important step for the nursing administrators
to start with as many nurses may leave their organizations. Healthcare policy makers, particularly in
Jordan, need to know that without immediate actions, more nurses will be leaving the profession, and
the previous turnover rates will be dangerously replaced. More respect to nurses’ desires of
contributing to the work attitudes and quality of work, more incentives and other retaining strategies,
and obtaining a periodic feedback from the nurses are only examples of those immediate actions that
are required with necessity.
Conclusion
The findings of this study shed lights on the important work outcomes in healthcare
organizations. Increasing nursing quality of work and organizational commitment are good strategies
for reducing turnover intentions. This paper illustrated the usefulness of such research as well as
proposing directions for future work.
Acknowledgements
The authors express their appreciation to all registered nurses who participated in this study.
Also thanks extended to the University of Jordan for funding this research.
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