Page 229 - Hospital Authority Convention 2017

Service Enhancement Presentations

F7.7 Committed and Happy Staff 13:15 Room 421

Turnover Intention: Experiences of Nurses Working Live
Yee WS, Chan SKL
Nursing Services Division, Pamela Youde Nethersole Eastern Hospital, Hong Kong HOSPITAL AUTHORITY CONVENTION 2017
Introduction
Nursing manpower is a crucial determinant of patient outcomes. New graduates of Generation Y nurses comprising 50%
of the workforce in current healthcare arena. Their new perspectives on career planning, job security and role commitment
are frequently studied recently and it is known that Generation Y nurses are much different than previous generation. The
challenge of retaining Generation Y nurses is still a hot issue. No one would deny that the traditional retention strategies
and management style on the Generation Y nurses are no longer feasible. A decision, therefore, has been made to begin
structured EXIT interview to frontline nurses by Nursing Services Division (NSD) of Pamela Youde Nethersole Eastern Hospital
so as to gain insights into the reasons of leaving the hospital , and eventually disseminate information across departments
and act on responses from departing nurses.
Objectives
(1) To explore the underlying issues affecting their decision on resignation; and (2) to understand stabilising and destabilising
experiences in nurse working environment.
Methodology
A qualitative approach with purposive sampling was adopted. A face-to-face semi-structured EXIT interviews were conducted
to nurses, who resigned within our hospital by NSD on a voluntary basis. The interviews were recorded and transcribed into
verbatim data and coded. Inductive content analysis had been done.

Results
35 frontline nurses (31 registered nurses and four enrolled nurses) were interviewed. Over 80% of the nurses considered
leaving their workplace and made decision in less than six months. All of them are known as Generation Y nurses. It is not
surprising that they view their experiences, career expectations and needs is different than those of previous generation.
Almost all quitters highlighted that they are sensitive to management attitudes and skills.
Destabilising experiences which boosted nurses’ decision on leaving include: (1) Inadequate team engagement by firstline
supervisor and ward manager. First-line supervisor and ward manager were unable to give positive coaching attitude and
constructive feedback regularly. (2) Perceived work stress from heavy work demand which affected personal work-life
balance.
Stabilising experiences for revitalising nurse retention include: (1) Managers or supervisors provided intangible emotional
support and their wish to spend time on understanding their learning needs could postpone the intention and decision of
resignation. (2) Clear and foreseeable individual training and development plan – preceptorship and support programme
should apply to nurses without clinical experiences in our hospital (i.e. central recruitment, scattered recruitment and
after clinical rotation). Every nurse working in a new clinical area should have a recognisable preceptor with consistent
preceptorship period over 50% of contact time among their clinical duties. (3) Supportive co-worker relationship. (4)
Professional incentives from gaining recognition from care recipients and relatives, so as to acquire sense of accomplishment
manifesting their nursing goals. Wednesday, 17 May

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