Turnover intention of hospital staff in Ontario, Canada: exploring the role of frontline supervisors, teamwork, and mindful organizing.

BACKGROUND: This study contributes to a small but growing body of literature on how context influences employee turnover intention. We examine the impact of staff perceptions of supervisory leadership support for safety, teamwork, and mindful organizing on turnover intention. Interaction effects of safety-specific constructs on turnover intention are also examined. METHODS: Cross-sectional survey data were collected from nurses, allied health professionals, and unit clerks working in intensive care, general medicine, mental health, or the emergency department of a large community hospital in Southern Ontario. RESULTS: Hierarchical regression analyses showed that staff perceptions of teamwork were significantly associated with turnover intention (p < 0.001). Direct associations of supervisory leadership support for safety and mindful organizing with turnover intention were non-significant; however, when staff perceived lower levels of mindful organizing at the frontlines, the positive effect of supervisory leadership on turnover intention was significant (p < 0.01). CONCLUSIONS: Our results suggest that, in addition to teamwork perceptions positively affecting turnover intentions, safety-conscious supportive supervisors can help alleviate the negative impact of poor mindful organizing on frontline staff turnover intention. Healthcare organizations should recruit and retain individuals in supervisory roles who prioritize safety and possess adequate relational competencies. They should further dedicate resources to build and strengthen the relational capacities of their supervisory leadership. Moreover, it is important to provide on-site workshops on topics (e.g., conflict management) that can improve the quality of teamwork and consequently reduce employees' intention to leave their unit/organization.

Agility and Safety Performance among Nurses: The Mediating Role of Mindful Organizing.

This study aimed to assess the impact of workforce agility on private hospital nursing staff's safety behavior with the mediating role of mindful organizing. This study was cross-sectional. A self-administered questionnaire was used to collect data from 369 nursing staff. The structural equation modeling (SEM) technique was used to check the internal consistency, convergent validity, discriminant validity, and hypotheses testing. For mediation analysis, the bootstrapping technique was used. Our findings suggested that workforce agility is the possible predictor of mindful organizing, as all of these dimensions have a positive impact on mindful organizing. Reference to safety performance sub-dimensions, proactivity, adaptability, and resilience had a positive significant impact on (a) safety compliance, and proactivity had a positive impact on (b) safety participation. Further, mindful organizing was also found to be positively associated with safety performance. Evidence for mediation between workforce agility and safety performance was also observed. Proactivity, adaptability, and resilience can enhance safety performance for the nursing staff. Workforce agility can also help the organization to attain mindful organizing, which will help them to achieve operational excellence, whereas in the past, high-reliability organizations were mainly found practicing mindful organizing. This study demonstrated the key impact of workforce agility and mindful organizing on safety behaviors directly and indirectly.