Barry, T., Brannon, D., & Mor, V. (2005). Nurse aide empowerment strategies and staff stability: Effects on nursing home resident outcomes. The Gerontologist 45(3), 309-317, doi: https://doi.org/10.1093/geront/45.3.309

Abstract: Overall facilities with higher retention rates and lower turnover rates for CNAs had lower ulcer rates. This seems to be in part because facilities with higher retention rates and lower turnover rates had CNAs that were more likely to interact socially with the residents. There were outlier cases where low retention facilities did better or high retention facilities did worse, but these could be explained by the quality of CNAs being hired. Different management strategies introduced to the CNAs resulted in changes in the well-being of the residents. The two models tested in this study were the opportunity model, which was represented by an ‘advanced nursing assistant’ position, and the reward model, in which rewards were given to the CNAs. There was a negative correlation between ulcer prevalence and the rewards program.

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Chelsie, M., Figaro, L., Sara, H., Cathryn, K., Kathryn, E., Robert, V., Stephanie, G. (2020). The value of intentional self-care practices: The effects of mindfulness on improving job satisfaction, teamwork, and workplace environments. Archives of Psychiatric Nursing, 35(2), 189-194. https://doi.org/10.1016/j.apnu.2020.10.003. 

Abstract: Job satisfaction is related to nurse burnout due to increasing demands and low resources. Mental, emotional, and physical burnout increase turnover rates, lack of supervision or support, and recruiting and retaining staff.  One in five nurses plan to leave their job within one year. Burnout rates have increased following COVID-19. Project7 Mindfulness Pledge is a set of seven pledges that aim to encourage employees to take initiative on building positive reinforcement and promoting staff engagement. It gives the employees a chance to reflect on their strengths and weaknesses as well as motivates them to look back on where they started. A job enjoyment survey showed higher scores and improved teamwork between RNs after the implementation of Project7.

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Dill, J. S., Morgan, J. C., & Marshall, V. W. (2012). Contingency, employment intentions, and retention of vulnerable low-wage workers: An examination of nursing assistants in nursing homes. The Gerontologist. 53(2), 222-234, doi: https://doi.org/10.1093/geront/gns085

Abstract: CNAs were found to have different rates on intention to stay versus their actual retention rates. Primary breadwinners and people that received federal aid were more likely to have an intent to stay, as were CNA that received greater financial and career rewards, CNAs that reported high quality of care were also more likely to have an intent to stay at their facility. Retention rates were not correlated with the CNAs intent to stay however. The primary factors that seem to drive CNA retention are “contingency factors” and personal characteristics. First time healthcare workers had slightly higher retention rates.

 

Hudson, J. (2016). Retention of nursing staff: Catalyst to quality care in long-term care (Order No. 10102315). Available from ProQuest Dissertations & Theses Global; ProQuest One Academic. (1786293473). Retrieved from http://ulib.iupui.edu/cgi-bin/proxy.pl?url=http://search.proquest.com/dissertations-theses/retention-nursing-staff-catalyst-quality-care/docview/1786293473/se-2?accountid=7398

Abstract: Makes connections between nurse retention and methods that have been researched before. Includes a section in which it talks about what could lead to a low employee retention rate, as well as discusses employee turnover statistics based on the information found in the study. Includes several different findings from studies that all could potentially lead to the increase of a high nurse retention rate. Found that CNAs, RNs, and LPNs, stay with companies for the following reasons; career opportunities, benefits, rate of pay, job security, management, family-friendly policies, and flexibility. These are all methods that have been found to increase the retention of employees. Mentions the importance of a work-personal life balance among the employees, and how training and professional development can also lead to an increase in performance as well as retention. 

 

Hunt McKinney, S. R. (2010). Factors related to registered nurse retention in nursing homes: A national perspective (Order No. 3413216). Available from ProQuest Dissertations & Theses Global; ProQuest One Academic. (746124000). Retrieved from http://ulib.iupui.edu/cgi-bin/proxy.pl?url=http://search.proquest.com/dissertations-theses/factors-related-registered-nurse-retention/docview/746124000/se-2?accountid=7398

Abstract: Aims to identify the best strategies for employee retention in nursing homes specifically. Applies to the scope of our project perfectly, analyzing methods that have previously been used for employee retention, and collecting data from across the country. The methods they tested include; management strategies, features of the work environment, work resources, and organizational attributes. They found that none of these had a direct impact on the retention of employees but things like a career ladder. paid sick days, and attendance rewards programs did. They were sure to mention that these do not have direct causality but there was a relationship between the variables that suggest it would work. 

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Hunt, S. R., Probst, J. C., Haddock, K. S., Moran, R., Baker, S. L., & Anderson, R. A., Corazzini, K. (2012). Registered nurse retention strategies in nursing homes: A two-factor perspective. Health Care Management Review, 37(3), 246-256, Retrieved from: https://journals.lww.com/hcmrjournal/Fulltext/2012/07000/Registered_nurse_retention_strategies_in_nursing.6.aspx?casa_token=lMWLKjfj-VMAAAAA:2R7J2SvVC4meYh_ABAmBOD573QbxHTJTDEK3xZeX0dbNYCRBD9Ee4tNa2FFz3wx65WSrvDT6_FoOKrO9OBVQve8xgDuE doi: 10.1097/HMR.0b013e3182352425 

Abstract: There are many common factors used to study nurse retention in health care environments. The intrinsic motivation factors studied to observe how they affected the retention of registered nurses were recognition programs, conference reimbursement, attendance awards, career ladders, tuition reimbursement, and career development. They were found to produce a large enough effect on the retention rates of registered nurses (RN) to register as moderate RN retention, but not high RN retention. Extrinsic motivation factors such as retirement benefits, paid sick leave, health insurance, Alzheimer’s units, parenteral nutrition services, staffing, leadership tenure, and entry-level wages however were only shown to improve low-retention nursing home environments, except for director of nursing tenure, which was shown to increase moderate retention rate environments as well.

 

Kittles, D. V. (2021). Examining nursing home staff turnover rate in long-term care organizations in the United States (Order No. 28319671). Available from ProQuest Dissertations & Theses Global; ProQuest One Academic. (2504327295). Retrieved from http://ulib.iupui.edu/cgi-bin/proxy.pl?url=http://search.proquest.com/dissertations-theses/examining-nursing-home-staff-turnover-rate-long/docview/2504327295/se-2?accountid=7398

Abstract: Breaks down the nursing assistants’ beliefs about how they see job satisfaction, as well as some of the things that they have seen that lead to a lack of employees, and a lower retention rate in general. Examines whether there was a relationship between employee commitment and high staff turnover, occupation fulfillment, benefits, the work environment, and what types of motivation are seen across nurses in the country. These studies showed that there is an opposite relationship between employee commitment, compensation, fulfillment, the work environment, and motivation. Goes over employee engagement, turnover, retention, motivation, and job satisfaction. 

 

Paxman, E. K. (2002). Come, go, 0RW1S34RfeSDcfkexd09rT2stay1RW1S34RfeSDcfkexd09rT2: Nurse retention in long-term care (Order No. MQ74857). Available from ABI/INFORM Collection; ProQuest Dissertations & Theses Global; ProQuest One Academic. (305482522). Retrieved from http://ulib.iupui.edu/cgi-bin/proxy.pl?url=http://search.proquest.com/dissertations-theses/come-go-i-stay-nurse-retention-long-term-care/docview/305482522/se-2?accountid=7398

Abstract: Inquires about nurses who had been working for long periods of time. Reports that resident-staff relationships are an important part of building a healthy work environment, causing the employees to want to stay. Other things include educational opportunities and having a sense of community in the workplace. They suggest that the nurses' needs be met in order to increase employee retention.  

 

Pillemer, K., Meador, R., Henderson, C., Robison, J., Hegeman, C., Graham, E., & Schultz, L. (2008). A facility specialist model for improving retention of nursing home staff: Results from a randomized, controlled study. The Gerontologist, 48(suppl_1) 80-89, doi: https://doi.org/10.1093/geront/48.Supplement_1.80

Abstract: Turnover rates of CNAs are immensely high, which is concerning given they provide most of the day to day care for residents. By providing specialized training to a senior staff member and giving them the additional role of retention specialist, the nursing homes in the experiment were able to reduce their turnover rate. By placing a senior staff member into this position they are able to use their facility specific knowledge and expertise to select and adapt evidence-based retention programs for practical clinical usage. The program was shown to produce a medium but statistically significant decrease in CNA turnover (10.54%) and an increase in the way the CNA’s rated their facilities.

 

Powers, K., Herron, E. K., & Pagel, J. (2019). Nurse preceptor role in new graduate nurses' transition to practice. Dimensions of Critical Care Nursing: DCCN, 38(3), 131–136. https://doi.org/10.1097/DCC.0000000000000354

Abstract: New graduate nurses are expected to care for multiple patients at once, which greatly differs from their responsibility as a nursing student in which they cared for only one patient. 25% of nurse graduates leave their job after one year of practice. Preceptors include trained and experienced nurses that guide new nurses during their transition to a professional clinical setting. Assigning preceptors for six months resulted in a turnover rate of 14.7%. Preceptors help new nurses adjust to their role by teaching procedures such as blood pressure and IV and introducing them to new equipment and documentation systems. They facilitate relationships with the rest of the staff and help them gain confidence to work on their own.

 

Waltz, L. A., Muñoz, L., Weber Johnson, H., & Rodriguez, T. (2020). Exploring job satisfaction and workplace engagement in millennial nurses. Journal of Nursing Management, 28(3), 673–681. https://doi.org/10.1111/jonm.12981

Abstract: Millennial nurses are taking over the workforce as nurses of older generations are retiring. Strategies used to enhance job satisfaction and engagement consider characteristics of this generation including adaptability, flexibility, and the desire for regular feedback on their work performance. Four major findings were associated with job satisfaction for new nurses. The

findings included positive relationship with coworkers, support and recognition from nurse

leaders, verbal or written praises, and opportunities for professional development. Two factors

that decrease satisfaction include workload and low staff and differences in communication style

between staff.

 

Wang, L., Chen, H., Wan, Q., Cao, T., Dong, X., Huang, X., … Shang, S. (2021). Effects of self-rated workload and nurse staffing on work engagement among nurses: A crosssectional survey. Journal of Nursing Management, 29(5), 1329–1337. https://doi.org/10.1111/jonm.13274

Abstract: Factors that affect nurse engagement include staffing resources, number of nurses and their skill sets, and workload. Nurses with experience less than five years showed that self-rated workload had a stronger impact on work engagement than workload related to low staffing. Self-rated workload is associated with mental, physical, and temporal demand. These are consequences of the job environment, available resources, and demands. Grouping nurses with a range of distinct skills in one team improves work engagement and retention of new employees that experience multiple stresses in the professional work environment.

 

WorkProud., Healthcare: Impact of employee recognition.  (2022). Retrieved from https://workproud.com/healthcare-impact-of-employee-recognition/#:~:text=Recognition%20Impacts%20Culture&text=Engaged%20employees%20deliver%3A,create%20a%20responsible%2C%20autonomous%20workforce  

Abstract: A summary of the benefits that employee recognition can have on healthcare organizations. Gives information about the reasons that healthcare employees tend to leave their organization. Recognition is a cheap way to increase employee engagement and influences innovation, initiative, and ultimately retention rates. 

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