EFFECT OF STAFF'S PERCEPTIONS OF SOCIAL SUPPORT SYSTEMS ON TURNOVER BEHAVIOR.
Contributors: Texas A & M University.
Published: 1996
Number of pages: 298
Subjects: Economics, Labor.; Health Sciences, Nursing.
Description: Excessive turnover is a serious impediment to effective and efficient delivery of medical care due to higher operating costs and a more stressful work climate. In light of current concerns over nursing shortages, turnover among health care facilities in the U.S. had renewed the importance of managerial strategies on staff retention. Therefore, lessons learned in this study may provide valuable insight to other health care providers.

The purpose of this study was to determine the effect of social support on predicting staff turnover in outpatient dialysis facilities, adjusting for individual socio-demographic and facility characteristics. Between March 1991 and May 1992, preliminary interviews were made with each facility administrator, individual staff surveys were administered, and staff turnover status was tracked. The study population (N = 418) response rate was 62.5%. Turnover in this study consisted of those staff who left the organization.

The overall turnover rate of this study population was 18.1%. Staff who were most involved in direct patient care had the highest turnover rates; 27% of LVN/LPNs turnover, followed by 24% of Patient Care Technicians, and 16% of staff RNs. Administrative staff had the lowest turnover (3.7%), followed by head nurses (11.8%), and Non-Patient Care Technicians (12.1%). The multivariate logistic regression indicated that younger age, White, less seniority, LVN/LPN job status, less support for emotional concerns from family and friends, and less supervisor support were predictors of significantly greater likelihood of turnover (p $\le$.05).

While holding other variables constant, the likelihood of turnover: (1) Decreased 7% with each added year of age. (2) Decreased 29% with each additional year of seniority. (3) Was 3.37 times higher among White than minority staff. (4) Was 5.42 times higher among LVN/LPNs than other job categories. (5) Decreased 30% with greater supervisor support. (6) Decreased 39% with greater support for concerns from family/friends. (7) National chain ownership was marginally significant (p =.06); the likelihood of turnover decreased in national chains.

Social support systems significantly influence the likelihood of turnover. One recommendation for future research was to test different types of support measurement to validate turnover. Another direction should differentiate turnover by cause: voluntary, avoidable or unavoidable.
Notes: Source: Dissertation Abstracts International, Volume: 57-06, Section: A, page: 2608.

Thesis (PH.D.)--TEXAS A&M UNIVERSITY, 1996.

School code: 0803.