THE IMPACT OF SOCIAL CAPITAL (NETWORKS, EXCHANGES AND RELATIONSHIPS) ON THE RETENTION OF MATURE-AGED NURSES IN HOSPITAL SETTINGS

Lee-anne Bye

Background Context and Research ProblemGlobal ageing of the population and predicted

labour shortages (OECD, 2003; Platman, 2004; ABS, 2006; Department of Treasury, 2004)

Significant shortages within specific skill areas (ABS, 2006; Department of Treasury, 2004; OECD, 2003)

Nursing shortages globally and within Australia: 40,000 shortage by 2010 (Levett-Jones & Fitzgerald 2005) predicted to last beyond 2020 (Fitzgerald 2007)

In 2005 two-thirds of the nursing workforce in Australia were classed as Baby Boomers (Schofield &

Beard, 2005) aged from mid-40s to 60 years (Bell & Narz, 2007)

With the average retirement age for women - 47 years in 2007(ABS, 2009)

Current InitiativesCurrent Initiatives

Problems with Current Initiatives

Recruit overseas nurses

Global shortage: American Association of Colleges of Nursing predicted a shortage in US of 100,000 by 2015 (Shader et al 2001)

Train new nurses Insufficient recruits to counter exits: In 2003,4000 new recruits hired and 8,500 new students began studies – 70-90% successful transition (Levett-Jones & Fitzgerald 2005; ABS 2005;Fitzgerald2007)A significant number of new graduates leave industry within 12 months to 5 years (Levett-Jones & Fitzgerald 2005)Costs of recruiting and training (Alexander, Bloom & Nuchols, 1994; Fitzgerald 2007).

Loss of accumulated skills and knowledge (Alexander, Bloom & Nuchols, 1994).

Retain older nurses

Conditioned for early retirement – may not want to continue (Hamilton & Hamilton 2006)

Incomplete understanding of why older workers choose to retire or continue working

Research into Retirement FactorsResearch into retirement has looked at push factors

which push people out of the workplace (organizational factors such as high stress) and pull factors which pull from outside (such as desire to spend time with family) (Shacklock & Brunetto, 2005).

Research and solutions for nurses have sought to address some of the push factors that operate within the organization (eg low pay, lack of autonomy and career advancement) and pull factors (increasing flexibility) (Coomer & Barriball 2007; Davidson et al 1997; Shader et al 2001; Fitzgerald 2007).

What has been neglected is looking at what ‘pull’ factors exist within the workplace – what does work provide?

Meaning of work: work fulfils not only economic, but other basic psychological and social functions (Gill, 1999;

Loscocco & Kalleberg, 2001; Shacklock & Brunetto, 2005) such as meeting relational needs

Many theorists recognise that relationships are a fundamental drive which affects satisfaction in the workplace… (Ducharme & Martin, 2000; Gill, 1999; Hodson, 2004; Holahan & Moos, 1982; Humphrey, Nahrgang, & Morgeson, 2007; Jackson, Walter, Felmingham, & Spinaze, 2006; O'Malley, 2000;Patrickson & Ranzijn, 2004; Shacklock & Brunetto, 2005; Yammarino & Bubinsky, 1987)

…and that can affect decisions to stay (Barnes-Farrell 2003; Shacklock, Brunetto & Nelson 2009; Jackson, et al., 2006)

These findings are replicated for nurses in the general area of job satisfaction (Day,

Minichiello, & Madison 2006; Larrabee et al 2003; Fitzgerald 2007; Cohen 2006)

and the specific area of retention (Tourangeau &

Cranley, 2006; Boumans, de Jong, & Vanderlinden, 2008; AbuAlRub, Omari, & Al-Zaru, 2009; Estryn-Be´har 2007; (Moseley, Jeffers, & Paterson 2008; Shader et al 2001)

Research into Workplace Relationships

Social Capital Theory There are similarities and differences in traditional capital and

social capitalBoth involve an Investment , and mobilisation of Resources, leading to Surplus Value/Gain (Adler & Kwon,2007; Lin 1991)

Social capital relates to the assets that reside in and are available through relationships (Dess & Shaw, 2001)

Resources and benefits can be possessed by Individual or Social Unit (Leana & van Buren, 1999)

Benefits include: status, career mobility, information exchange, innovation, job satisfaction, well-being (Nahapiet & Ghoshal, 1998; Lee, 2008; Haley-Lock, 2007; Adler & Kwon, 2002)

The type of network structure and relationships can vary and produce specific benefits (open/bridging or closed/bonding) (Lee, 2008; Totterdell, Holman, & Hukin, 2008; Flap & Volker, 2001).

Benefit of closed networks: belonging, support, trust (Flap & Volker, 2001)

Benefit of Affective Commitment and Retention largely unexplored in Social Capital literature

Retirement Factors

Research Gaps

Benefits of Workplace

Relationships

Nursing Job Satisfaction/

Retention

Social Capital Theory

Proposed Research

GAP: MOW and

motivations to work

GAP: Not measured using

SCT

GAP: Benefits of Affective

Commitment and

Retention not covered.

Aims and Research QuestionsThe research aims to investigate the

association between workplace relationships and intention to stay in mature-aged nurses in hospital settings.

To what extent does existing social capital in the workplace contribute to the intention to stay of mature-aged nurses in hospital settings?-Does this effect differ according to level of sociability or partner status?

What management practices could improve social capital in a hospital/nursing setting?

Theoretical Frameworkadapted from Lin’s 1991 analysis

EMBEDDED RESOURCES

(closed networks)

-1. Identity/Belonging 2. Trust

3. Support4. Teamwork

SURPLUS VALUE/GAIN

Job Affective Satisfaction Commitment

*Team *Org

SURPLUS VALUE/GAIN

Job Affective Satisfaction Commitment

*Team *Org

INTENT TO STAY

Intervening Variables

Provides access to Resources

Investment in SOCIAL CAPITAL

Level of Sociability

Moderating Variable

will result in

DependentVariable

If mobilised produce

Provides access to

Exchanges

SOCIAL EXCHANGE

THEORY

Exchanges with

Co-workers

IndependentVariables

Moderating Variable

MeasuresPredictors(Ind. Var)

The Need for Relatedness Scale (Richer & Vallerand 1998)Perceived Cohesion Scale (PCS) (Bollen & Hoyle 1990)Workplace Trust Survey (WTS) (Ferres & Travaglione 2003)Social Support Scale (Caplan et al, 1975)Teamwork (Rubin et al 1994)

Moderater Sociability (Totterdell, Holman & Hukin 2008)Organisational Citizenship Behaviour (Williams & Anderson, 1991) Team Member Exchange (Linden, Wayne & Sparrowe, 2000)

Intervenors Job Satisfaction Scale (Johlke & Duham (2000)Affective/Continuance Commitment Scale (Meyer, Allen & Smith 1993)

Dependent Variable

Intent to Turnover (Stay)(Meyer, Allen & Smith (1993)

Significance and Expected Outcomes

Theoretical contribution: Whilst many individual and organizational benefits from social capital have been researched and discussed, the benefits of affective commitment and worker retention has not been explored.

Practical contribution: This research could prove beneficial in the aim to retain older workers in key skills areas such as nursing (within Australia and globally).

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Thank you for listening….◦Questions?