Factors That Contribute to Nurse Manager Retention
Mickey L. Parsons, Jana Stonestreet
Disclosures
Nurs Econ. 2003;21(3) * Print * Email
Introduction
The purpose of this study was to describe factors that contribute to a health system's successful retention of nurse managers. This study is the first of a series that will provide the foundation for developing the nursing organization as a "health-promoting organization." The background and significance, theoretical framework, study findings, and executive strategies are discussed. The results and implications are intended to guide executive strategies, including organizational interventions, to build the nursing organization for quality patient care and positive working environments.
Background and Significance
The glue that holds the hospital together are the first-line managers. However, these managers are caught in a crossfire. Torn between multiple needs — patient, the staff, and the administration — nurse managers have been downsized and stretched over multiple units (Curtin, 2001). Nurse managers responsible for multiple units are severely challenged to maintain the needed blend and balance of clinical and business management, which is essential to staff nurse retention. Report after report identifies the importance of the nurse manager in retaining nursing staff (Boyle, Bott, Hansen, Woods, & Taunton, 1999; Corser, 1998; Cullen, 1999; Flannery & Grace, 1999; Fletcher, 2001; Kerfoot, 2000; Leveck & Jones, 1996; Slaughter, 2002; Taunton, Boyle, Woods, Hansen, & Bott, 1997). Further, staff nurses report burnout and dissatisfaction with their jobs and a concern about decreasing quality of care (Aiken et al., 2001; First Consulting Group, 2002).
The data on the nursing shortage portends a health care delivery system in severe crisis. According to the American Hospital Association