Differences of hospitals’ organisational climates and nurses’ intent to stay: Nurses’ perspectives

Abstract

Abstract This research studied the differences of hospitals’ organisational climates and nurses’ intent to stay at different types of Jordanian hospitals and investigated the relationship between the two concepts, from the point views of nurses. In 2005, using convenience sampling technique, a survey was used to collect the data. A total of 361 nurses were recruited; 190 nurses from governmental hospitals, 107 nurses from teaching hospitals and 64 nurses from private hospitals. Comparisons were performed using the total scores and the individual items of scales. Farley’s Nursing Practice Environment Scale (NPES) was used to assess the organisational climates (Farly, MJ, Nyberg, J (1990) Nurs Health Care11: 532–535). McCain’s Behavioral Commitment Scale (1990) was used to measure nurses’ intent to stay (McCloskey, JC (1990) Image J Nurs Sch22: 140–143). Nurses ‘somewhat disagree’ about the organisational climates of their hospitals. Quality of care and professionalism were the most important variables that influence hospitals’ organisational climates. There were some significant differences between nurses at different types of hospitals in their perceptions about hospitals’ organisational climates. Nurses were neutral in reporting their intent to stay; but there were no statistically significant differences. Although, nurses plan to stay at their jobs for at least 2–3 years and as long as possible, some nurse reported that they will not stay at their jobs to the end of their careers. Nurse administrators have to create supportive organisational climates that would encourage nurses to stay at their jobs to the end of their careers. This would influence positively the quality of patient care and nurses’ professionalism. These outcomes could be achieved if nurse administrators use supportive leadership styles in organisations that are adaptive to change and professionals’ needs.