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image/svg+xml Jakob Voss, based on art designer at PLoS, modified by Wikipedia users Nina and Beao Closed Access logo, derived from PLoS Open Access logo. This version with transparent background. http://commons.wikimedia.org/wiki/File:Closed_Access_logo_transparent.svg Jakob Voss, based on art designer at PLoS, modified by Wikipedia users Nina and Beao Journal of Advanced ...arrow_drop_down
image/svg+xml Jakob Voss, based on art designer at PLoS, modified by Wikipedia users Nina and Beao Closed Access logo, derived from PLoS Open Access logo. This version with transparent background. http://commons.wikimedia.org/wiki/File:Closed_Access_logo_transparent.svg Jakob Voss, based on art designer at PLoS, modified by Wikipedia users Nina and Beao
Journal of Advanced Nursing
Article . 2024 . Peer-reviewed
License: Wiley Online Library User Agreement
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Transforming outcome expectations into retention among hospital nurses: A cross‐sectional study

Authors: Tzu‐Ling Huang; Hao‐Yuan Chang; Min Huang; Alice May‐Kuen Wong; Wen‐Pin Yu; T. C. E. Cheng; Ching‐I Teng;

Transforming outcome expectations into retention among hospital nurses: A cross‐sectional study

Abstract

AbstractAimTo examine the main effects and interaction effects of outcome expectations (e.g., anticipated satisfactory salary and benefits), nurse identity (a sense of membership in the nursing profession), and information‐access efficiency of the electronic medical record system (how the system enables nurses to quickly retrieve the needed information) on nurses' retention.DesignThis study uses a cross‐sectional survey and adopts proportionate random sampling to recruit a representative sample of nurses of a medical centre in Taiwan.MethodsThis study successfully obtained completed questionnaires from 430 nurses during December 2021 to January 2022. Data are analysed by using hierarchical regressions.ResultsPositive outcome expectations and identification as a member in the nursing profession are associated with retention. Information‐access efficiency strengthens the link between outcome expectations and retention, while nurse identity weakens this link.ConclusionOutcome expectations can help retain nurses, particularly those who perceive high levels of information‐access efficiency and possess weak nurse identity. That is, outcome expectations have a complementary role with nurse identity in retaining nurses.Implications for the ProfessionNurse managers should devise means to build positive outcome expectations for nurses. In addition, either strengthening nurses' identification with the nursing profession or improving the information‐access efficiency of the electronic medical system may also help retain nurses.ImpactThis study examined how to transform outcome expectation to nurse retention, offering nurse managers to devise new means to retain nurses.Reporting MethodSTROBE statement was chosen as EQUATOR checklist.Patient or Public ContributionNo patient or public contribution.

Keywords

Adult, Male, Attitude of Health Personnel, Taiwan, Personnel Turnover, Nursing Staff, Hospital, Middle Aged, Job Satisfaction, Cross-Sectional Studies, Surveys and Questionnaires, Humans, Female

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Powered by OpenAIRE graph
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selected citations
These citations are derived from selected sources.
This is an alternative to the "Influence" indicator, which also reflects the overall/total impact of an article in the research community at large, based on the underlying citation network (diachronically).
BIP!Citations provided by BIP!
popularity
This indicator reflects the "current" impact/attention (the "hype") of an article in the research community at large, based on the underlying citation network.
BIP!Popularity provided by BIP!
influence
This indicator reflects the overall/total impact of an article in the research community at large, based on the underlying citation network (diachronically).
BIP!Influence provided by BIP!
impulse
This indicator reflects the initial momentum of an article directly after its publication, based on the underlying citation network.
BIP!Impulse provided by BIP!
2
Top 10%
Average
Average
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