Literature Search on Worker Recruitment and Retention · Recruitment and Retention Efforts December 2004 The National Library of Medicine (NLM) conducted several literature searches

Literature Search on Recruitment and Retention Efforts

December 2004

The National Library of Medicine (NLM) conducted several literature searches to help the Council onLinkages Between Academia and Public Health Practice (Council) begin to build the evidence base ofresources related to successful worker recruitment and retention strategies.

Searches were conducted of several different databases. The name of the database is located at the frontof each section and in the header of each page. At NLM’s request, please do not copy theseabstracts and post them on any other website. You may copy the bibliographic citations.

The Council would like to thank NLM and, in particular, Catherine Selden and Marj Cahn for compilingthese resources.

CONTENTS

HSRPROJ CITATIONS – PROJECTS IN PROGRESS ...............................................................................2

ERIC CITATIONS – EDUCATION ..............................................................................................................10

CINAHL CITATIONS – NURSING ..............................................................................................................13

PUBMED CITATIONS – RECRUITMENT AND RETENTION....................................................................15

PUBMED CITATIONS – RETENTION........................................................................................................34

http://www.phf.org/Link/RR-Strategies.htm

HSRProj Citations – Projects In ProgressNational Library of Medicine

Do not post these abstracts on another website Page 2

HSRProj Citations – Projects in Progress18 records, 12/20/04

1. Cohen, Harvey J. Project Title: Centers ofExcellence Program.. PerformingOrganization: University of Washington.SUPPORTING AGENCY: John A. HartfordFoundation. Period of Performance: 1999-2005. Available from: HSRP99400230

ABSTRACT: In 1988, the Foundation initiated itsfirst Centers of Excellence (CoE) program,the Academic Geriatrics RecruitmentInitiative, to address the critical shortage ofgeriatric faculty in U.S. medical schools.This program was renewed in 1997, thepurpose unchanged: to increase productionof faculty knowledgeable in geriatrics andaging through support for institutions whichcombine robust scientific and clinicalresources in geriatrics with a demonstratedcapacity to attract excellent trainees. Whileeach institution retains many of its fellows inits own geriatric faculty positions, there areclear signs that medical centers across thenation have attracted increasing numbers ofCoE program alumni. Common objectivesacross CoE sites under this grant includetraining stipends for research-intensivegeriatric fellows and research and/or pilotproject support for junior faculty, both withinand outside of geriatrics. Other objectives,which vary across the sites, include thedevelopment of enhanced educationalcapacity for geriatric faculty whose careersemphasize clinical teaching, and thedevelopment of infrastructure to facilitategeriatric research activities of geriatricfellows and faculty. Additional funds to theUniversity of Washington are directed atenhancing geriatric capacity of faculty whoteach at remote locations.SUBJECT HEADINGS: Aged/*FellowshipsandScholarships/Geriatrics/*Education/*Manpower/Human/*Leadership/PilotProjects/Research Support/Support, Non-U.s. Gov't/United States

2. Ellenbecker, Carol H. Project Title: Jobretention among home healthcare nurses.Performing Organization: University ofMassachusetts Boston, College of Nursingand Health Sciences. SUPPORTINGAGENCY: Agency for Healthcare Research

and Quality (AHRQ). Period ofPerformance: 2003-2006. Available from:HSRP20041255

ABSTRACT: Predicted severe nursing shortagesand an increasing demand for home healthservices has made the retention ofexperienced, qualified nursing staff a priorityfor home healthcare agencies. Althoughmany studies have examined nurseshortage, job satisfaction, and retentionamong nurses in hospital settings, little isknown about the variables that affect nurseretention in home healthcare. The purposeof this study is to identify the variables thataffect job retention among home healthcarenurses. The specific aims for this study areto: 1. examine the relationship of jobsatisfaction to intent to stay and jobretention, 2. examine the relationship ofindividual nurse characteristics to intent tostay and job satisfaction, and 3. test atheoretical model of the direct and indirecteffects of job satisfaction, individual nursecharacteristics, and intent to stay on jobretention for home healthcare nurses. Datawill be collected from a representativeregional sample of home healthcare nursesby self-report on a mailed surveyquestionnaire. The analysis will examine therelationship between overall job satisfaction,individual characteristics and intent to stayand retention. The theoretical model beingtested by the proposed study is anintegration of the findings of empiricalresearch related to job satisfaction andretention, models of nurse retentionproposed by Alexander, et al. (1998) andTauton, et al. (1997), and components ofNeal's (1999) theory of home healthcarenursing practice. The theoretical modelproposes that the intrinsic characteristics ofjob satisfaction (autonomy, professionalgrowth, group cohesion and characteristicsof organization), the extrinsic characteristicsof job satisfaction (stress, job flexibility,salary and benefits and perception ofopportunities elsewhere) and the individualcharacteristics (age, tenure in homehealthcare nursing practice) are directly andindirectly related to intention to stay in homehealthcare nursing practice and that



intention to stay is directly related toretention. Knowledge of variables thatcontribute to job retention in home care willprovide the information necessary tomaintain nursing staff and assure access toquality home healthcare services.SUBJECT HEADINGS: Health CareSurveys/Home CareServices/*Manpower/Human/*JobSatisfaction/*Models,Theoretical/Nurses/*Supply &Distribution/*Personnel Turnover/Support,U.s. Gov't, P.h.s./United States

3. Halter, Jeffrey B. Project Title: Centers ofExcellence Program. PerformingOrganization: University of Michigan.SUPPORTING AGENCY: John A. HartfordFoundation. Period of Performance: 1999-2005. Available from: HSRP99400520

ABSTRACT: In 1988, the Foundation initiated itsfirst Centers of Excellence (CoE) program,the Academic Geriatrics RecruitmentInitiative, to address the critical shortage ofgeriatric faculty in U.S. medical schools.This program was renewed in 1997, thepurpose unchanged: to increase productionof faculty knowledgeable in geriatrics andaging through support for institutions whichcombine robust scientific and clinicalresources in geriatrics with a demonstratedcapacity to attract excellent trainees. Whileeach institution retains many of its fellows inits own geriatric faculty positions, there areclear signs that medical centers across thenation have attracted increasing numbers ofCoE program alumni. Common objectivesacross CoE sites under this grant includetraining stipends for research-intensivegeriatric fellows and research and/or pilotproject support for junior faculty, both withinand outside of geriatrics. Other objectives,which vary across the sites, include thedevelopment of enhanced educationalcapacity for geriatric faculty whose careersemphasize clinical teaching, and thedevelopment of infrastructure to facilitategeriatric research activities of geriatricfellows and faculty. Additional funds to theUniversity of Washington are directed atenhancing geriatric capacity of faculty whoteach at remote locations.SUBJECT HEADINGS: Aged/*FellowshipsandScholarships/Geriatrics/*Education/*Manpower/Human/*Leadership/Pilot

Projects/Research Supporat/Support, Non-U.s. Gov't/United States

4. Howes, Candace. Project Title: Examiningthe effects wage and benefit differentialshave on recruitment, retention, and hours ofwork among the home care workforce.Performing Organization: ConnecticutCollege. Supporting Agency: RobertWood Johnson Foundation (RWJF). Periodof Performance 2004-2005.

ABSTRACT: While many states have enacted so-called "wage pass-throughs" to increasewages for frontline workers, there has beenno real evaluation of the effect of wageenhancements on retaining quality workers.Under this project, funds will support astudy of the impact of wage and benefitdifferences and other factors on therecruitment and retention of California's In-Home Support Services workers. Theproject will compare home care workers inthree California counties who have receivedwage and job benefit increases to workersin two control counties with lower wagesand no benefits to determine the extent towhich higher wages and benefits help toattract and keep various types of employeesin the field..SUBJECT HEADINGS: California/Comparative Study /*Health Benefit Plans,Employee /Home Care Services /economics/*manpower /Home Health Aides/economics /*supply & distribution /JobSatisfaction /*Personnel Selection/*Personnel Staffing and Scheduling/*Personnel Turnover /Research Support,Non-U.S. Gov't /Salaries and FringeBenefits /*statistics & numerical data/Workload /Cost /Finance /Quality of Care

5. Kemper, Peter. Project Title: Evaluation ofBetter Jobs, Better Care: Building a StrongLong-Term Care Workforce. PerformingOrganization: Pennsylvania StateUniversity, Department of Health Policy andAdministration. Supporting Agency:Robert Wood Johnson Foundation (RWJF).Period of Performance: 2003-2007.Available from: HSRP20042255

ABSTRACT: The Foundation's program, BetterJobs, Better Care: Building a Strong Long-Term Care Workforce, is designed to createchanges in policy and practice that will leadto the recruitment and retention of high-



quality direct care workers in both nursinghomes and home- and community-basedsettings. This grant supports the evaluationof the demonstration component of theBetter Jobs, Better Care program. Theprogram demonstration provides grants andtechnical assistance to coalitions ofproviders, workers, consumers, and policymakers to improve the quality of jobs oflong-term care (LTC) direct care workers(DCWs), improve recruitment and retention,and strengthen capacity to meet futuredemand. This evaluation is designed toachieve two goals: (1) to document andanalyze the effect of the coalition activitieson state- and market-level outcomes andprovider-level change, and articulate thesuccesses and challenges encountered;and (2) to assess the effects of state-levelcoalition activities and provider-levelpractice changes on DCWs' jobs. Theevaluation team will use site visits,documentation review, a managementinformation system for DCW data, andsurveys at the provider level to gatherinformation..SUBJECT HEADINGS: Aged /*HealthPersonnel /Housing for the Elderly/*manpower /Human /Job Description/Long-Term Care /standards /NursingHomes /*manpower /Outcome Assessment(Health Care) /*Personnel Selection/Professional Competence /ProgramEvaluation /*Public Policy /ResearchSupport, Non-U.S. Gov't /United States/Evaluation /Technical Assistance

6. Kosniewski, Karen. Project Title: Study onrecruitment, training, and retention of olderworkers in long-term care. PerformingOrganization: Operation ABLE of Michigan.Supporting Agency: Robert WoodJohnson Foundation (RWJF). Period ofPerformance: 2003-2005. Available from:HSRP20041539

ABSTRACT: Funds will support a study to identifythe most effective methods for recruiting,training, and retaining older adults forparaprofessional jobs in the long-term careindustry. Research will explore thechallenges, incentives, unique trainingneeds, and preferred working conditions forthis group, as well as employers' willingnessto meet these needs. Results will help toidentify recruitment, training, and retention

strategies that will attract older workers tothe field..SUBJECT HEADINGS: Aged /*Aging/Education /Human /Long-Term Care/*manpower /Middle Aged /*PersonnelSelection /*Personnel Turnover /ResearchSupport, Non-U.S. Gov't /*StaffDevelopment /United States /Workplace/Health care providers /Public policy /Qualityof care

7. Leipzig, Rosanne M. Project Title: Centersof Excellence Program. PerformingOrganization: Mount Sinai Medical Center.SUPPORTING AGENCY: John A. HartfordFoundation. Period of Performance: 1999-2005. Available from: HSRP99400660




8. Lipsitz, Lewis A. Project Title: Centers ofExcellence Program. PerformingOrganization: Hebrew RehabilitationCenter for Aged. SUPPORTING AGENCY:John A. Hartford Foundation. Period ofPerformance: 1999-2005 Available from:HSRP99400690


9. Lipson, Debra , Stein, Natasha, Mosely,Nancy, Stone, Robyn. Project Title: BetterJobs/Better Care. PerformingOrganization: Institute for the Future ofAging Services (IFAS). SupportingAgency: Robert Wood Johnson Foundation(RWJF). Period of Performance: 2002-2006. Available from: HSRP20044050

ABSTRACT: This research and demonstration

program seeks to bring about changes inlong-term care policy and practice that helpreduce high vacancy and turnover ratesamong direct care staff across the spectrumof long-term care settings and improveworkforce quality. The program will fundgrants for Workforce ImprovementDemonstration and Applied Research andEvaluation. Workforce ImprovementDemonstration Grants will involve the keystakeholders in long-term care providers,workers and consumers working in concertwith state and local officials to develop andimplement policy changes and providerpractice interventions at the state orregional level that support the recruitmentand retention of a quality direct careworkforce. Grantees will address a broadrange of long-term care, health care, labor,education, and welfare policy and practiceissues that affect the quality of the directcare worker's job. Applied Research andEvaluation Grants are intended to generatepractical, empirically-based knowledgeabout the strategies and practices thatseem to work best to attract and retain ahigh-quality direct care workforce. Grantswill be solicited in four areas: federal andstate long-term care policy interventions;the organization, management, and cultureof the workplace; job preparation andongoing education and training of directcare workers; and approaches to expandingthe pool of available workers.SUBJECT HEADINGS: Aged /Allied HealthPersonnel /*supply & distribution /CareerMobility /*Health Policy /Human /*JobSatisfaction /Long-Term Care /*manpower/Organizational Culture /*PersonnelTurnover /Quality Control /United States/Workplace

10. Malotte, C Kevin. Project Title: Retentionand productivity of community healthleaders. Performing Organization:California State University, Long Beach.Supporting Agency: Centers for DiseaseControl and Prevention (CDC) . Period ofPerformance: 2002-2005. Available from:HSRP20025124

ABSTRACT: California State University, LongBeach and University of Southern Californiaare collaborating with two programs: VIDAProject in the San Fernando Valley; and thePartnership for the Public's Health (PPH)project in Long Beach. Both of these



projects involve community residents whohave volunteered to be "health leaders" inan effort to improve community health.These "health leaders" have been trained toprovide health education, linkages tocommunity health programs and healthinsurance programs, and advocacy. Acommunity-based, participatory researchstudy will be conducted to: 1) evaluate theimpact of monetary vs. non-monetaryincentives on retention, participation,productivity, and satisfaction with a group ofcommunity volunteer health leadersparticipating in the PPH history" of healthleader retention, participation, andsatisfaction among VIDA health leaderscompared to the PPH health leaders withwhom incentives will be manipulated; 3)develop, implement, and evaluate acommunity-wide participatory interventiondesigned to increase knowledge abouthealth-related activities among traditionallyhard-to-reach or underserved residentsthrough the facilitation of home and/orcommunity-based educational sessionspresented by the health leaders; and 4)evaluate the level of community awarenessabout the availability of local resources,health leader educational sessions, andprogram recognition generated throughoutreach and distribution of role-model storypublications through the PPH project overtime in the target Long Beach communitiesand in comparison to the VIDA project..SUBJECT HEADINGS: California/Community Health Services /*manpower/*Community-Institutional Relations /HealthEducation /Human /Knowledge/*Leadership /Medically Underserved Area/*Public Health /Support, U.S. Gov't, P.H.S./Voluntary Workers

11. Pillemer, Karl. Project Title: Study of amodel to improve retention of certifiednursing assistants in nursing homes.Performing Organization: CornellUniversity Gerontology Research Institute.SUPPORTING AGENCY: Robert WoodJohnson Foundation (RWJF). Period ofPerformance: 2003-2005. Available from:HSRP20041535

ABSTRACT: This project will study the concept ofusing retention specialists (case managerswho act as a point for problems amongfrontline workers) in nursing homes in New

York and Connecticut, and examine howthey affect the retention and job satisfactionof certified nursing assistants, as well astheir contribution to improved humanresource policies. The study will alsoexplore factors that promote or hinder theeffective use of retention specialists.Results will be used to improve employeeretention in nursing homes and explore howthe model can be adapted to other long-term care settings. The project director isKarl Pillemer, Professor and Director,Cornell University Gerontology ResearchInstitute.SUBJECT HEADINGS:Connecticut/Human/JobSatisfaction/*Models, Theoretical/NewYork/Nurses' Aides/*Supply &Distribution/NursingHomes/*Manpower/OrganizationalPolicy/*Personnel Turnover/ProgramEvaluation/Support, Non-U.s. Gov't/Healthcare providers/Cost/Finance

12. Reuben, David B. Project Title: Centers ofExcellence Program. PerformingOrganization: University of California, LosAngeles. SUPPORTING AGENCY: John A.Hartford Foundation. Period ofPerformance: 1999-2005. Available from:HSRP99401040

ABSTRACT: In 1988, the Foundation initiated itsfirst Centers of Excellence (CoE) program,the Academic Geriatrics RecruitmentInitiative, to address the critical shortage ofgeriatric faculty in U.S. medical schools.This program was renewed in 1997, thepurpose unchanged: to increase productionof faculty knowledgeable in geriatrics andaging through support for institutions whichcombine robust scientific and clinicalresources in geriatrics with a demonstratedcapacity to attract excellent trainees. Whileeach institution retains many of its fellows inits own geriatric faculty positions, there areclear signs that medical centers across thenation have attracted increasing numbers ofCoE program alumni. Common objectivesacross CoE sites under this grant includetraining stipends for research-intensivegeriatric fellows and research and/or pilotproject support for junior faculty, both withinand outside of geriatrics. Other objectives,which vary across the sites, include thedevelopment of enhanced educationalcapacity for geriatric faculty whose careers



emphasize clinical teaching, and thedevelopment of infrastructure to facilitategeriatric research activities of geriatricfellows and faculty. Additional funds to theUniversity of Washington are directed atenhancing geriatric capacity of faculty whoteach at remote locations.SUBJECT HEADINGS: Aged/*FellowshipsandScholarships/Geriatrics/*Education/*Manpower/Human/*Leadership/PilotProjects/Research Support/Support, Non-U.s. Gov't/United States

13. Roberto, Karen A. Project Title: NursingHome Employees: Community Ecology andRetention. Performing Organization:Virginia Polytechnic Institute and StateUniversity. SUPPORTING AGENCY:National Institute on Aging (NIA). Period ofPerformance: 2001-2002. Available from:HSRP20021439

ABSTRACT: Studies of retention among nursinghome employees report varying rates;however, the story is consistent; turnover,particularly among nursing services, is high.Turnover negatively affects continuity andquality of care and is costly for a serviceindustry already facing economicchallenges. To date, authors of numerouscommentaries and descriptive studies havefocused their attention on factors related tostaff turnover. What has yet to emerge fromthis literature is a rigorous and valid processto determine the reasons motivating suchattrition to guide the development andimplementation of successful facility-basedintervention strategies. The overall goal ofthis pilot study is to determine the feasibilityof using an ecological-community capacitymodel, an approach that accounts forindividual, family, and community influenceson retention in the long term careworkplace, to identify key relationshipsamong and between multiple variables thatinfluence retention of nursing homeemployees. The sample for this pilot studywill be the approximately 125 employees ofone long-term care facility. Multiple methodswill be used to collect data in support of theproposed assessment model includingstructured, self-report questionnaires to thenursing, dietary, and housekeeping staff,semi-structured interviews with keyadministrators, and a review of writtenpersonnel documents. Primary research

questions guiding the study are: (1) Whatindividual, family, and community variablesare most descriptive of nursing homeemployees? (2) What are the relationshipsbetween individual, family, and communityfactors and retention-related outcomes(such as job satisfaction and retentionintentions)? (3) What relationships existbetween individual, family, and communityfactors and retention itself (direct effects),aside from their relationships with theretention-related outcomes (indirecteffects)? (4) What is the relationshipbetween retention-related outcomes andactual retention? Using the information andinsights garnered from this pilot study, ourlong-term goal is to use the assessmentmodel in the development of interventionstrategies for building community capacitywithin the nursing home environment.SUBJECT HEADINGS: DataCollection/Family Relations/Human/JobSatisfaction/*Models, Theoretical/NursingHomes/*Manpower/Standards/NursingStaff/*Supply & Distribution/*PersonnelTurnover/Pilot Projects/Quality of HealthCare/Residence Characteristics/Support,U.s. Gov't, P.h.s./UnitedStates/Workplace/human ecology/nursinghome/patient care personnel attitude/healthcare personnel/model design/development/psychological model/geriatricnursing/employment /unemployment/jobsatisfaction/adult human (19+)/familystructure /dynamics/humansubject/interview/questionnaire/statistics/biometry/social model/nursing carequality/motivation/interpersonalrelations/social behavior/clinical research

14. Sager, Mark A. Project Title: Improving thequality of care and the retention of directcare workers in community based long-termcare. Performing Organization: Universityof Wisconsin, Madison. SupportingAgency: John A. Hartford Foundation.Period of Performance: 1999-2002.Available from: HSRP99401070

ABSTRACT: In 1998, a special Institute residingwithin the medical school of the Universityof Wisconsin-Madison was created with themission of improving the availability ofservices and the quality of care provided topersons affected by dementias. Because ofthe large number of elders with dementiawho require long-term care, one of the



Institute's first actions was to convenepanels of national and local experts toprovide direction for efforts to overcomebarriers to improving quality in long-termcare. In response to their observations andsubsequent investigation, the Institutedeveloped a Worker Education, Trainingand Assistance (WETA) program, whichinvolves a series of educational programsand worker recognition, together withmodest salary increases and other benefits.This award is to implement and evaluate theWorker Education, Training and Assistance(WETA) program, which is designed toimprove nurse's aide retention and jobsatisfaction, and patient and familysatisfaction and perceptions about quality oflong-term care. The project will focus on theresidential care and home care industries.The project also involves a detailedevaluation plan, with a before and aftercomparison of turnover rates for the homes,a variety of measures of worker and patientsatisfaction, and qualitative observationaldata.

SUBJECT HEADINGS: Aged /Dementia /*therapy/Education /Housing for the Elderly/standards /Human /Long-Term Care/*standards /Nursing Homes /manpower/Program Evaluation /*Quality of HealthCare /Research Support, Non-U.S. Gov't/Salaries and Fringe Benefits /United States

15. Stein, Stephanie Sue. Project Title:Caring communities for people needinglong-term care. Performing Organization:Milwaukee County Department on AgingSUPPORTING AGENCY: Robert WoodJohnson Foundation (RWJF). Period ofPerformance: 2004-2008. Available from:HSRP20043214

ABSTRACT: The Foundation's program,Community Partnerships for Older Adults, isan initiative to assist communities inbuilding comprehensive long-term caresystems that include a range of social andhealth services to support vulnerable olderadults and help them age successfully. Thislocal partnership of public, private, andnonprofit long-term care and supportiveservices providers and interest groups,older adults, family caregivers, civic leaders,and others will utilize a model of collateralleadership initiated in the project'sdevelopment phase and four distinct

workgroup components. These componentsare: (1) increasing awareness withinMilwaukee County of long-term care; (2)fostering new models of collaborationamong older adult service providers andlong-term care stakeholders to improvecaregiver retention rates and develop thecapacity of agencies to meet efficiently andeffectively the needs of older adults; (3)developing the Layton Boulevardneighborhood, creating a visible corridor ofaging excellence; and (4) ensuringSherman Park's older adults feel safe in andconnected to their neighborhood.SUBJECT HEADINGS:Aged/Aging/Caregivers/Education/HealthServices for theAged/Manpower/*Organization &Administration/*Standards/Human/*Interinstitutional Relations/Long-TermCare/Manpower/*Organization &Administration/*Standards/PersonnelTurnover/Quality of Health Care/SocialSupport/Support, Non-U.s. Gov't/Wisconsin/Medicare/Nursing

16. Stone, Robyn I. Project Title: AnExamination and Evaluation of Recruitmentand Retention Practices in California's Not-For-Profit Long Term Care Industry.Performing Organization: Institute for theFuture of Aging Services. SupportingAgency: California Endowment. Period ofPerformance: 2001-2002.

ABSTRACT: This project seeks to find successfulrecruitment and retention strategies offrontline workers in the CAHSA not-for-profitlong-term care facilities.SUBJECT HEADINGS: Aged /California/Human /Long-Term Care /economics/*manpower /*Personnel Selection/*Personnel Turnover /*Private Sector/Program Evaluation /Research Support,Non-U.S. Gov't

17. Wiener, Josh , Stone, Robyn. Project Title:Frontline Workers in Long-Term Care.Performing Organization: Urban Institute incollaboration with the Institute for the Futureof Aging Services, Urban Institute, HealthPolicy Center, 2100 M Street NW,Washington, DC 20037. SUPPORTINGAGENCY: Office of the Assistant Secretaryfor Planning and Evaluation (ASPE),Department of Health and Human Services(DHHS). Period of Performance: 2000-



2002. Available from: HSRP20021032ABSTRACT: The project will assess the

magnitude of the current labor shortagecrisis; identify the policy levers that mayaffect the nature and size of the workforce;identify successful training, recruitment andretention models; analyze policy options;identify data gaps; and develop a researchand demonstration strategy and next stepsfor implementation.SUBJECT HEADINGS: Aged/DataCollection/Health Policy/Human/Long-TermCare/*Manpower/*PersonnelSelection/*Personnel Turnover/ProgramEvaluation/Support, U.s. Gov't,P.h.s./United States

18. Wiener, Joshua M. Project Title:Developing strategies to recruit and retainfrontline workers in long-term care.Performing Organization: Urban Institute,2100 M Street, N.W., Washington, DC20037, Supporting Agency: Robert WoodJohnson Foundation (RWJF). Period ofPerformance: 2000-2002. Available from:HSRP20011145

ABSTRACT: Paraprofessional workers are thebackbone of the formal long-term caresystem, providing the bulk of paid in-homeand nursing home care. Problems withrecruiting and retaining qualified workersare becoming an increasing concern withsome terming the difficulty of attractingthese workers a crisis, and estimates ofturnover among these workers topping 90percent. There are several challenges indeveloping and maintaining these frontlineworkers, including poor wages and benefits,the nature of the work, and limited trainingand advancement opportunities. This grantsupports a series of activities designed toraise awareness of the key issues related tothe paraprofessional workforce, identifypromising innovations in the field, and formrecommendations for next steps in researchand demonstration for public and privatefunders to help move forward on this issue.Deliverables include an environmental scan,a series of background papers, expertmeetings, and a final report ofrecommendations. The report will bebroadly disseminated..SUBJECT HEADINGS: Allied HealthPersonnel /*supply & distribution /standards/Human /Long-Term Care /*manpower

/*Personnel Selection /ProfessionalCompetence /Program Development/Research Support, Non-U.S. Gov't/Salaries and Fringe Benefits /United States

ERIC Citations – EducationNational Library of Medicine


ERIC Citations – Education8 Citations, 12/21/04

1. Mentoring, Networking and Supervision:Parallelogram, Vortex, or Merging Point?

ERIC #: EJ489701 Full-Text: No Full TextAvailable in ERICAuthor: Hernandez, Mary N. Publication Type:Reports - Evaluative,Journal ArticlesPublication Date: 1994-00-00 Journal Name:Reference LibrarianJournal Citation: n45-46 p15-22 1994Abstract:Discussion of recruiting and hiring minorities inacademic libraries focuses on steps needed forthe retention of these minorities. Highlightsinclude literature search strategies; mentoringsystems; networking within and outside theorganization; and supervision, includingimmediate feedback. (Contains 20 references.)(LRW) 2. Recruiting & Retaining Women: A Self-Assessment Guide for Law Enforcement.ERIC #: ED450246 Full-Text:Author: Harrington, Penny E. Publication Type:Guides - Non-ClassroomPublication Date: 2000-00-00

Abstract:This document presents information, guidelines,and resource materials to help law enforcementadministrators address issues related torecruiting and retaining women in lawenforcement. Its 14 chapters contain thefollowing sections: statement of the problem;legal issues; possible solutions, model policies,and practices; expert assistance, referencematerials, contact persons, and other useful... 3.Solving Teacher Shortages through LicenseReciprocity. A Report of the SHEEO Project.ERIC #: ED452767 Full-Text: No Full TextAvailable in ERICAuthor: Curran, Bridget,Abrahams,Camille,Clarke, Theresa Publication Type:Reports - EvaluativePublication Date: 2001-02-00 Journal Name:N/AAbstract:This study examined state teacher licensurerequirements and the extent to which there is

reciprocity of these credentials across statelines. Receiving states often do not recognizeout-of-state teacher licenses. True teacherlicense reciprocity is rare. For national leadersinterested in facilitating the portability of teacherlicenses, suggestions are offered to ensure thatonly qualified teachers... 4. An Examination of Factors Associated withthe Successful Institutional Hiring of HispanicFaculty in Texas Community Colleges.

ERIC #: ED473869 Full-Text: No Full TextAvailable in ERICAuthor: Martinez, Santos, Jr. Publication Type:Dissertations/Theses - Doctoral DissertationsPublication Date: 2002-08-00 Journal Name:N/AAbstract:This study identifies factors associated with thesuccessful hiring of Hispanic faculty in Texas. Itfocuses on institutional, environmental, andrecruitment factors in its examination of hiringpatterns in Texas community colleges, whereHispanics continue to be severelyunderrepresented among faculty. Collegeadministrators and Hispanic faculty weresurveyed to obtain information related to the... 5. ERIC #: ED472993Title: Instructional Personnel. Revised. Trendsand Issues.Authors: Brown, Kara S.Descriptors: Educational Quality ElementarySecondary Education Faculty DevelopmentProfessional Recognition TeacherCompetencies Teacher Effectiveness TeacherImprovement Teacher Shortage Teachers Publication Date: 2002-00-00Pages: 12Pub Types: ERIC Publications; Reports -DescriptiveAbstract: This article discusses how risingstudent enrollment and a projected wave ofteacher retirements will affect the teacher corps.It describes the possible shortage of teachers inthe upcoming years as a problem more ofspecialization than outright shortage. Math andscience teachers and special-educationteachers will be hardest to find, as will be



teachers from minority groups. Some possibleremedies to these difficulties include linkingteacher standards with salaries, creatingnational recruitment initiatives, and expandingteacher-education programs in high-need fields.The paper focuses on teacher quality and itsvital importance in education. High-qualityteachers must have basic skills, must passlicensure tests, and must possess experience.Finding high-quality teachers begins with thehiring process. The best hiring systems identifythe teacher skills most wanted in the classroomand validate the selection process to ensure it iseffective. Once hired, teachers must be givenprofessional development to help them excel inthe classroom and encourage them to remain ateaching professional. School leaders shouldsee staff development as an ongoing processand should enable teachers to become self-directed in a culture that values professionalcollegial interaction. (Contains 16 references.) 6. ERIC #: ED471874Title: Effective Teacher Hiring: A Guide toGetting the Best.Authors: Peterson, Kenneth D.Descriptors: Elementary Secondary EducationEmployment Interviews Personnel SelectionTeacher Employment Teacher PlacementTeacher Qualifications Teacher RecruitmentTeacher Selection Publication Date: 2002-00-00Pages: 123Pub Types: Books; Guides - Non-ClassroomAbstract: Student learning depends on qualityinstructors. An innovative, multi-tieredframework for selecting such instructors ispresented in this book. The program issufficiently flexible to use in both small and largeschool systems, but rigorous enough to ensurethat only the best available candidates areultimately chosen. By allocating responsibilitiesto three mutually accountable groups--theTeacher Selection Task Force, SelectionCommittee, and Screening Team--thisframework provides for checks and balances atevery turn and guarantees to students andparents a voice in the process. In addition tostep-by-step instructions for implementing thehiring program, the book offers lists of hiring do'sand don'ts; resume and portfolio assessmentstrategies; sample recruitment flyers, contracts,and interview questions; and a discussion of

legal issues related to hiring. Appendix A listsWorld Wide Web resources, Appendix Bdescribes participant rights and the law inteacher hiring, and Appendix C presentspossible interview questions. (Contains 116references.) (RT) 7. ERIC #: ED467592

Title: Keeping Competitive: Hiring, Training, andRetaining Qualified Workers.http://www.uschamber.com/cwp/publications/reports/cwparchivepublications.htmAuthors: Cheney, ScottDescriptors: Community Programs CompetitionCooperative Planning Definitions DemonstrationPrograms Employer Attitudes EmployerEmployee Relationship EmploymentOpportunities Employment PracticesEmployment Projections EmploymentQualifications Futures (of Society) Job Skills JobTraining Labor Force Development LaborMarket Labor Needs Labor Turnover MeetingsModels Needs Assessment Organization Size(Groups) Partnerships in Education PersonnelSelection Private Sector Public SectorRecruitment School Business RelationshipSmall Businesses Publication Date: 2001-09-00Pages: 21Pub Types: Numerical/Quantitative Data;Reports - ResearchAbstract: The Center for Workforce Preparation(CWP), a nonprofit affiliate of the U.S. Chamberof Commerce, initiated the WorkforceAcademies demonstration project to helpbusinesses remain successful in a competitive,tight economy. More than 1,800 businessmembers of the 6 chambers engaged with theWorkforce Academies demonstration in 2001were surveyed to identify their currentperspectives and challenges related to hiring,training, retaining, and advancing qualifiedemployees. The following were among the keyfindings: (1) being able to recruit qualifiedworkers and having a well-trained workforce arecritical to the U.S. economy's continuedsuccess; (2) small and mid-sized employers areespecially unlikely to have the resources toproperly address the critical issues of hiring,training, retaining, and advancing qualifiedemployees; and (3) local chambers ofcommerce are in a unique position to assist

http://www.uschamber.com/cwp/publications/reports/cwparchivepublications.htm

http://www.uschamber.com/cwp/publications/reports/cwparchivepublications.htm



such employers and serve as intermediaries inthe local marketplace. Next, the participatingchambers of commerce conducted a series ofworkforce academies, which are 1-day forums toinform and catalyze business, workforce, andother community leaders on workforce issues.Next, roundtables were held to allow businessleaders to formulate specific recommendationsand actions to resolve workforce issues. Thedemonstration project has documentedworkforce academies' value in improving localworkforce development systems. (Contains 12figures.) (MN) 8. ERIC #: ED467748

Title: Mentoring and Supporting New Teachers.Issues Brief.Authors: Curran, Bridget Goldrick, LiamDescriptors: Beginning Teacher InductionBeginning Teachers Elementary SecondaryEducation Faculty Development InserviceTeacher Education Mentors TeacherImprovement Teacher Persistence Publication Date: 2002-01-09Pages: 13Pub Types: Reports - Evaluative

Abstract: This paper explains the importance ofnew teacher induction programs to helpbeginning teachers successfully transition to theclassroom and remain in teaching. Such

programs use different activities to orient,support, train, and assess teachers within theirfirst 3 years of teaching. Activities includeorientation, mentoring, staff development,regular sessions with other new teachers, andformative and summative assessments.Elements of effective induction programs andpolicies include promoting universal participationfor new teachers; using experienced teachers asmentors, earmarking funding, providing clearstandards, and having a subject-specific focus.Mentoring and release time are considered twoof the most critical components of inductionprograms. Research shows that inductionprograms are effective in reducing new teachers'attrition rates and can make a significantdifference in the kind of teachers produced andthe learning experiences their students have. Italso shows that it is more cost effective toprovide teacher induction programs that reduceteacher attrition than to fund recruitment andhiring initiatives to replace departing teachers.More than 30 states have initiated new teacherinduction programs. California and Connecticutoffer model programs. Recommendations forstate policymakers include collecting and usingdata, providing adequate and consistent funding,and building program evaluation into statepolicy. (Contains 48 references.) (SM)

CINAHL Citations – NursingNational Library of Medicine


CINAHL Citations – Nursing3 Citations, 12/21/04

1. TI: Thoughts on nurse shortagesAU: Tabone-SSO: Texas-Nursing (TEX-NURS) 1999 Oct;73(9): 4-5, 10-1 (12 ref)SI: T06920000NLI: 0436240SB: Nursing (N); USA (US)PY: 1999AB: We've had them in the past and some saywe're headed toward another now. Author Tabonesays it is time to set a clear course for headingthem off once and for all. Copyright (c) 1999, Texas Nurses Association.Reprinted with permission.MJ: *Nursing-Shortage; *Foreign-Nurses;*Salaries-and-Fringe-BenefitsMN: Texas-References:Aiken, L. (1989). The hospital nursing shortage: Aparadox of increasing supply and increasingvacancy rates. The Western Journal of Medicine,15 (1),87-92.American Association of Colleges of Nursing.(1999, January). Nursing school enrollments lagbehind demand for RNs AACN survey shows.[Press Release Posted on the World Wide Web].Retrieved 6/11/99 from the World Wide Web:http://www.aacn.nche.edu/Media/NewsReleases/enrl98wb.html.Brewer, C.S. (1997). Through the looking glassthe labor market for registered nurses in the 21stcentury. Nursing and Health Care Perspectives,18 (5), 260-269.Buerhaus, P.I., Staiger, D.O. (1996). Managedcare and the nurses workforce. Journal of theAmerican Medical Association, 276 (18), 1487-1493. \\ Buerhaus, P. I., Staiger, D.O. (1999). Trouble inthe Nurse Labor Market? Recent Trends andFuture Outlook Health Affairs, 18 (1), 214-222.Glaessel-Brown, E. (1998). Use of immigrationpolicy to manage nursing shortages. image:Journal of Nursing Scholarship, 30 (4), 323-327.Granado, V. (1998). Making do with fewer nursesin the United States, 1945-1965. Image: Journalof Nursing Scholarship, 30 (2), 147-149.HR Live JWT Specialized Communications. (1997December). The U.S. nursing shortage the newrealities in the nurse supply. [Report posted on theWorld Wide Web]. Retrieved from the World Wide

Webhttp://www.hrlive.com/reports/rnshortage.html. \\ Immigration Nursing Relief Advisory Committee.(1995). Report to the Secretary of Labor on theImmigration Nursing Relief Act of 1989.Washington, DC: United States GovernmentPrinting Office.Moore, J.D. (1998). The Nurse Rush: Providersspare no expense for suddenly scarce workers.Hospital and Health Networks, 12 34-36.Sampson, N.H. (1997). Acting associateadministrator for health professions, healthresources and services administration's testimonystatement before the Subcommittee onImmigration and Claims, Committee on judiciary,House of Representatives, Washington, DC.Texas Nurses Foundation, (1988). Texas NursingShortage: Situation and Solutions. Report of theTexas Nurses Foundation Nursing Shortage TaskForce. Austin, Texas. \\URLP: http://www.cinahl.com/cgi-bin/refsvc?jid=343&accno=2000014309DT: journal-articleLA: EnglishNM: 21946802PMID: 11949107SN: 0095-036XUD: 200002AN: 2000014309RR: 20030131XREC: ABSTRACT (AB); REFERENCE (RF);FULLTEXT (TX)XURL: URL-PUBLISHER (URLP)

2. TI: Workforce issues. Asset protection:maintaining and retaining your workforceAU: Hensinger-B; Minerath-S; Parry-J; Robertson-KAA: Nurse Retention Consultant, University ofMichigan Health Systems, 261 Corrie Rd, AnnArbor, MI 48105; [email protected]: Journal-of-Nursing-Administration (J-NURS-ADM) 2004 Jun; 34(6): 268-72 (13 ref)SI: J32120000NLI: 1263116SB: Core-Nursing (C); Double-Blind-Peer-Reviewed (DP); Editorial-Board-Reviewed (EB);Expert-Peer-Reviewed (XP); Nursing (N); Online-or-Print (OP); Peer-Reviewed (P); USA (US)PY: 2004SA: Nursing-Administration (NA)

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CINAHL Citations – NursingNational Library of Medicine


MJ: *Nursing-Staff-Hospital; *Personnel-Retention-Methods; *Preceptorship-Administration; *Staff-Development-AdministrationMN: Anniversaries-and-Special-Events;Education-Nursing-Continuing; Mentorship-;Michigan-; Needs-Assessment; Organizational-Objectives; Personnel-Loyalty; Personnel-Turnover; Program-EvaluationSH: Methods-; Administration-References:Michaels E, Axelrod B, Handfield-Jones H. A newgame plan for C players. Harv Bus Rev 2002;80(1):85-94.Faruggio B. Nursing recruitment and retentionstrategies: "a system's approach" [slide nos. 47and 56]. Part I. Presented at a teleconference;November 14, 2001.Sherman D, Alper W, Wolfson A. The retentiondilemma: why productive workers leave -- sevensuggestions for keeping them. Hay GroupWorking Paper. Jersey City, NJ: The Hay Group;2001.Craig E, Kimberly J, Bouchikhi H. Can loyalty beleased? Harv Bus Rev 2002; 80(9):24. \\Gilmartin R, Hesselbein F, Smith F et al. All in aday's work. Harv Bus Rev 2001; 79(11):55-66.Morse G. Why we misread motives -- we thinkother people are more mercenary than they reallyare. Harv Bus Rev 2003; 81(1):18.The Advisory Board Company. Hardwiring RightRetention, Best Practices for Retaining a HighPerformance Workforce. Washington, DC:Advisory Board Company; 2001.Burke RJ. The ripple effect: it's time for healthcare leaders to address staff concerns followingrestructuring. Nurs Manage 2002; 33(2):41-42. \\ Nursing Executive Center. Becoming a ChiefRetention Officer. 1-87. Washington DC: TheAdvisory Board Company; 2001.Shader K, Broome M, Broome C, West ME, NashM. Factors influencing satisfaction and anticipatedturnover for nurses in an academic medicalcenter. J Nurs Adm 2001; 31(2):210-216.Neuhauser P. Building a high-retention culture inhealthcare: fifteen ways to get good people tostay. J Nurs Adm 2002; 32(9):470-478.Tichy N. The Cycle of Leadership: How GreatLeaders Teach Their Companies to Win. NewYork: Harper Business Publishers; 2002. \\ Erbin-Roesemann MA, Simms L. Work locus ofcontrol: the intrinsic factor behind empowermentand work excitement. Nurs Econ 1997; 15(4):183-190.URLP: http://www.cinahl.com/cgi-bin/refsvc?jid=217&accno=2004158314

DT: journal-article; tables-chartsLA: EnglishSN: 0002-0443UD: 20040924AN: 2004158314XREC: REFERENCE (RF)XURL: URL-PUBLISHER (URLP)

3. TI: Retention and recruitment. K-12:encourage children to consider careers innursingAU: Pinkerton-SAA: Consultant, Creative HealthcareManagement, Minneapolis MN;[email protected]: Nursing-Economics (NURS-ECON) 2002Jul-Aug; 20(4): 198, 194 (3 ref)DD: https://www.cinahl.com/cgi-bin/jrlgetarticle?neco2004SI: N34777000NLI: 8404213SB: Blind-Peer-Reviewed (BP); Core-Nursing (C);Nursing (N); Peer-Reviewed (P); USA (US)PY: 2002AB: Some nursing organizations are implementingcreative programs to recruit young people intonursing. The Nursing Shortage Consortium ofSouth Florida has supported such programs asthe Future Nurse's Club, and image and bestpractices task forces. SA: Nursing-Administration (NA)MJ: *Career-Planning-and-Development-In-Infancy-and-Childhood; *Career-Planning-and-Development-In-AdolescenceMN: Nursing-Shortage; Child-; Adolescence-SH: In-Infancy-and-Childhood; In-AdolescenceReferences:American Organization of Nurse Executives.AONE eNews update. 2002a, March 1.American Organization of Nurse Executives.AONE eNews update. 2002b, March 8.UM's Dean Horner named to health trust.Advance for Nurses 2002; 3(6): 9.URLP: http://www.cinahl.com/cgi-bin/refsvc?jid=374&accno=2002115228DT: journal-articleLA: EnglishSN: 0746-1739UD: 20020920AN: 2002115228XREC: ABSTRACT (AB); REFERENCE (RF)XURL: DOCUMENT-DELIVERY (DD); URL-PUBLISHER (URLP)



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PubMed Citations – Recruitment and RetentionNational Library of Medicine

Do not post these citations on another website Page 15

PubMed Citations – Recruitment and Retention38 References, 12/04/04, 12/21/04

1. Ainsworth D. Southern Derbyshire AcuteHospitals NHS Trust, Derby.Recruitment and retention. The DerbyTheatre Project experience. Br J PerioperNurs. 2003 Oct;13(10):416-8. (English).

ABSTRACT: The National Theatre Project wasset up in March 2001 by the ModernisationAgency to improve the patient and carerexperience, improve employee satisfaction,optimise theatre utilisation and reducecancelled operations. This is the secondarticle in the series where David Ainsworth,manager of a pilot site project in Derby,describes issues around the TheatreProject. This month the focus is onrecruitment, retention and staff morale.SUBJECT HEADINGS: *Attitude of HealthPersonnel/Benchmarking/Burnout,Professional/prevention &control/psychology/GreatBritain/Human/*Job Satisfaction/NursingAdministration Research/Nursing Staff,Hospital/*psychology/*supply &distribution/Operating RoomNursing/*manpower/PersonnelLoyalty/PersonnelSelection/*methods/Personnel TurnoverNOTES: PUBLICATION TYPE: JournalArticle

2. Akroyd D, Wilson S, Painter J, Figuers C.College of Education and Psychology,North Carolina State University, Raleigh27695.Intrinsic and extrinsic predictors of worksatisfaction in ambulatory care and hospitalsettings. J Allied Health. 1994Summer;23(3):155-64. (English).

ABSTRACT: This study assessed the ability ofselected intrinsic and extrinsic variables topredict allied health practitioners' worksatisfaction in ambulatory care and hospitalsettings. A total of 413 occupational andphysical therapists in Virginia, NorthCarolina, and South Carolina provided datavia a mailed survey. Multiple regressionanalyses examined the predictive power ofselected intrinsic and extrinsic variablesupon therapists' work satisfaction in theambulatory care and hospital setting. Theregression model for therapists in

ambulatory care settings was a betterpredictor of work satisfaction than themodel for therapists in the hospital setting.Results indicated that respondents' intrinsicorientation toward their work, and theirperception of the general workingconditions in the organization were two ofthe strongest predictors of their worksatisfaction in the ambulatory care andhospital setting. The findings provideinformation that can be useful indeveloping recruitment and retentionstrategies in both work settings.SUBJECT HEADINGS: Adult/Allied HealthPersonnel/*psychology/AmbulatoryCare/manpower/ComparativeStudy/Female/Human/*JobSatisfaction/Male/OccupationalTherapy/*psychology/OccupationalTherapy Department,Hospital/manpower/Physical TherapyDepartment, Hospital/manpower/PhysicalTherapyTechniques/*psychology/Questionnaires/Regression Analysis/Salaries and FringeBenefits/South Carolina/WorkplaceNOTES: PUBLICATION TYPE: JournalArticle

3. Amodeo AR. Partnership for the Public'sHealth/Public Health Institute, 555 12thStreet, 10th Floor, Oakland, CA 94607-4046, USA. [email protected]: developing and retaining apublic health workforce for the 21stcentury: readiness for a paradigm shift tocommunity-based public health. J PublicHealth Manag Pract. 2003 Nov-Dec;9(6):500-3. (English).

ABSTRACT: The Partnership for the Public'sHealth work in supporting partnershipsbetween local health departments andcommunity-based organizations hasoffered important insights into thedifficulties of changing public healthpractice to a more community-basedmodel. Keys to these difficulties areworkforce issues: availability,appropriateness of initial training,recruitment, retention, and issues ofcontinuing education. These challenges



and some positive examples arediscussed.SUBJECT HEADINGS:California/*Community HealthPlanning/Employment/Human/Institute ofMedicine (U.S.)/InterinstitutionalRelations/Local Government/*ProfessionalCompetence/Program Development/PublicHealth/*education/Public HealthAdministration/*manpower/standards/Social Change/Staff Development/United StatesNOTES: PUBLICATION TYPE: JournalArticle

4. Andrews DR. University of Central Florida,Orlando, USA.Lessons from the past: Confronting pastdiscriminatory practices to alleviate thenursing shortage through increasedprofessional diversity. J Prof Nurs. 2003Sep-Oct;19(5):289-94. (English).

ABSTRACT: A critical shortage of nurses hasfocused attention on the currentdemographics of practicing nurses. Datafrom the most recent analysis of thenursing workforce reveals that only 4.9percent of practicing nurses are AfricanAmerican as compared with 12.1 percentof the general population. This disparity ofrepresentation has implications asresources are established from which thefuture workforce might be drawn. Efforts toachieve parity require recognition of thelingering effects of past social injustice anddetermination of strategies to overcomecurrent barriers in education and practice.Strategies designed to encourage anincrease in ethnic participation includeefforts directed to recruitment, retention,graduation, and practice.SUBJECT HEADINGS: *AfricanAmericans/education/psychology/*CareerChoice/*CulturalDiversity/Forecasting/Human/NursingStaff/*psychology/*supply &distribution/trends/PersonnelSelection/*methods/trends/*Prejudice/Social Justice/United States NOTES:PUBLICATION TYPE: Journal ArticlePUBLICATION TYPE: ReviewPUBLICATION TYPE: Review, TutorialNUMBER OF REFERENCES: 22

5. Beggs C. The Ontario Northern OutreachProgram in physical therapy. PhysiotherCan. 1988 Mar-Apr;40(2):80-5. (English).

ABSTRACT: The Northern Outreach Program(NOP) in Ontario, Canada was initiated in1980 by the Health Sciences Faculties atThe University of Western Ontario and theOntario Ministry of Health. Objectives ofthe NOP are to contribute to developmentof health services and health manpower inNorthern Ontario and to develop supportiveresearch programs. NOP Coordinators areappointed to their respective faculties fromeach of the following disciplines:Communicative Disorders, Library Science,Nursing, Occupational Therapy, andPhysical Therapy (PT). PT coordinatorsidentify needs and opportunities fordevelopment of PT service and manpowerin the North, collaborating with DistrictHealth Councils and health professionals.Programs are developed considering theareas of service, manpower, education,and research. Programs includeworkshops, consultations, student clinicalplacements, and access to libraryresources. An external evaluation of theNOP was carried out and ongoingevaluation of the PT program is based onfeedback from program participants. TheNOP has been effective in supportingdevelopment of PT services in NorthernOntario, decreasing professional isolationand also serves as a model for otherprograms. Alternatives for recruitment andretention of manpower and researchopportunities must continue to bedeveloped to ensure optimal delivery ofhealth care to underserviced areas.SUBJECT HEADINGS: Academic MedicalCenters/*organization &administration/Allied HealthPersonnel/*supply & distribution/Education,Continuing/Health ServicesAccessibility/*Medically UnderservedArea/Ontario/Physical TherapyTechniques/education/*manpower/RuralPopulation NOTES: PUBLICATION TYPE:Journal Article

6. Bellman L. The Bayswater Institute,London, & The Department of GeneralPractice & Primary Care, Guy's, King's & StThomas' School of Medicine, [email protected] evaluation research of ascheme to support inner city recruitmentand retention of GPs. Fam Pract. 2002Dec;19 (6):685-90. (English).



ABSTRACT: BACKGROUND: The GPAssistant/Research Associate schemedeveloped in the Guy's, King's and StThomas' School of Medicine, London, aimsto attract and recruit young GPs (GPAssistants) and develop their commitmentto work in local inner city practices.Continuing professional development forboth young and established GPs is a keyfeature of the scheme. OBJECTIVES: Theobjectives of the whole-system evaluationresearch were to explore the perspectivesof 34 stakeholders in the academicdepartment, the practices and the PCGs,and to investigate the experiences of 19GP Assistants who have participated in thescheme. METHODS: Qualitative methodsincluded semi-structured interviews, non-participant observations in the practices,audio-taped meetings and personaljournals. Data collection also includedreviewing documentation of the scheme,i.e. the previous quantitative evaluationreport, publications and e-mails. The multi-method approach enabled individual, groupand team perspectives of the scheme andtriangulation of the data through comparingdialogue with observations anddocumentary evidence. Thematic analysiswas undertaken to elicit the complexexperiences of the GP Assistants.RESULTS: Wide-ranging findings includedenthusiastic support for the continuation ofthe scheme. The GP Assistants' personaland professional development was clearlyevident from the themes 'eye opener', newknowledge, managing multiple roles,feeling vulnerable, time constraints andempowering processes. Seven of the GPAssistants have become partners and tenchose to remain working in local practices.Significant challenges for managing andleading the scheme were apparent.Greater co-operation and collaborativeworking between the academic departmentand the practices is required.CONCLUSION: The scheme provides ahighly valued visible means of support forGPs and could act as a model for a careerpathway aimed at enhancing recruitmentand retention of GPs. The scheme is alsoat the forefront of national initiatives aimedat supporting single-handed practices andhelping GPs with their continuingprofessional development. An integratedapproach to change, education, research

and development is advocated to enablerecruitment and retention of GPs, theiracademic development, and to underpinthe evolution of PCTs as learningorganizations.SUBJECT HEADINGS: Adult/CareerMobility/Human/Interviews/London/Physicians, Family/*supply &distribution/Professional PracticeLocation/Urban HealthServices/*manpower NOTES:PUBLICATION TYPE: Evaluation StudiesPUBLICATION TYPE: Journal Article

7. Bernstein J, Paine LL, Smith J, Galblum A.Department of Maternal and Child Health,Boston University School of Public Health,Massachusetts 02118, [email protected] MCH Certificate Program: a new pathto graduate education in public health.Matern Child Health J. 2001 Mar;5(1):53-60. (English).

ABSTRACT: OBJECTIVE: The purpose of theMCH Certificate Program was threefold: todevelop a new educational initiative inresponse to national and local demands forincreased MCH workforce capacity, toeliminate key financial and nonfinancialbarriers to advanced MCH academicpreparation, and to improve rates ofrecruitment and retention of students fromminority communities, thus enhancing thequality of MCH services available to theregion. METHODS: An MCH CertificateProgram, designed for clinicians (e.g.,nurses, occupational therapists andnutritionists) and public health practitionersas a bridge to graduate programs in publichealth, combined a competency basedcurriculum with skills workshops,leadership seminars, mentoring, smallgroup activities, and an interactive teachingformat. RESULSTS: Students from the firsttwo cohorts (n = 45) report an expansion ofcore public health knowledge (issues,policies, and strategies), enhanced self-confidence, and efficacy. Half haveexperienced job changes that representincreased responsibility, leadership, andprofessional advancement. A third areenrolled in or have completed a formalprogram of graduate study in MCH.CONCLUSIONS: This innovative MCHCertificate Program, now in its fourth year,is a new approach to increasing workforce



capacity and a successful model ofinstruction for adult learners. It has thepotential for adaptation to a variety ofeducational settings and MCH populations,and helps to expand the continuum of MCHtraining experiences in schools of publichealth.SUBJECT HEADINGS:Boston/*Certification/Child/*ChildWelfare/Curriculum/Education,Graduate/*standards/Female/Human/*Maternal Welfare/Minority Groups/*Models,Educational/Pregnancy/ProgramEvaluation/PublicHealth/*education/*manpower/SchoolAdmission Criteria/Support, U.S. Gov't,P.H.S./United States NOTES:PUBLICATION TYPE: Evaluation StudiesPUBLICATION TYPE: Journal Article

8. Best ML. Washington Hospital Center,Washington, D.C., USA.Avoiding crisis: right-sizing staffing for thefuture. Clin Leadersh Manag Rev. 2002Nov-Dec;16(6):428-32. (English).

ABSTRACT: Workforce issues, especiallyrecruitment and retention of qualifiedlaboratory staff, are major strategic issuesthat will continue to face laboratorymanagers over the next 10 years. Majorfactors affecting the laboratory labormarket in the next decade includeincreased health-care and laboratorytesting needs of an aging population, thegraying of the laboratory workforce as babyboomers retire, and new technologydevelopment. At least two of these factorswill increase the demand for qualifiedlaboratory professionals. Vacancy rates forlaboratory professionals are increasing at asignificant rate and will continue over thenext 10 years. Planning will requirecreativity in staff recruitment and retentionstrategies and in human resources.Laboratorians no longer will have theluxury of using medical technologists fornonspecialized testing assignments andwill need to develop more creativerecruiting approaches using fewer highlyqualified testing personnel. This articleproposes a staffing deployment model thatwill use medical technologist education andskills more appropriately, will improveretention of medical technologists, and willalleviate the shortage of medicaltechnologists by reducing dependence on

them as routine laboratory testingpersonnel.SUBJECT HEADINGS: Aged/HealthManpower/trends/Health Services NeedsandDemand/trends/Human/Laboratories/*manpower/PersonnelManagement/*trends/Personnel Staffingand Scheduling/*organization &administration/trends/PlanningTechniques/PopulationDynamics/Technology,Medical/education/manpower/UnitedStates NOTES: PUBLICATION TYPE:Journal Article

9. Casady WM, Dowd TA. Valley LutheranMedical Center, Banner Health System,Mesa, Ariz., [email protected] retention and recruitment: "one greatdepartment". Radiol Manage. 2002 Sep-Oct;24( 5):18-25. (English).

ABSTRACT: The projected demand forhealthcare workers during the next tenyears has been the impetus for manyorganizations to develop more creativestrategies to ensure adequate staffinglevels in the future. In order to keep pacewith service demands, the diagnosticimaging department at Valley LutheranMedical Center (VLMC) in Mesa, Ariz., hasbeen growing as well. Since November of1999, the number of core FTEs increasedfrom 54.5 to 96. As a result, efforts to retainthe current employees became just ascritical as efforts to recruit staff for the newpositions that were created to support theexpanded services. In February 2001, anAHRA seminar was held in Phoenix, whichincluded a day-long session called"Workforce 2001: Recruitment, Selection,Retention of Quality Employees." Thepresenter, Clint Maun, C.S.P., emphasizedthe need to provide "passionateorientation" for new employees,encouraged team-based selection of newemployees, and reminded the audiencethat new employees decide within the firstthree days whether or not they will staywith an organization, regardless of howlong it actually takes to leave. Maun alsodescribed to the group a model for creatingteam effort called "One Great Unit" (OGU),which uses a "12-Week Plan" for engagingstaff. For the diagnostic imaging



department at VLMC, this concept wasremodeled so that, instead of focusing onone modality (unit) in the department, thefocus was on the whole department. Thefirst step to creating "One GreatDepartment" was to establish an OversightCommittee that would help define the focusof the 12-Week Teams. Five, front-lineemployees were recruited who representeda cross-section of the imaging department.To assist in the implementation, thedirector of learning and innovation at VLMCagreed to facilitate the first two meetings.The first 12-Week Team was calledtogether in May 2001. The operationalobjective addressed was "improvingcommunication inter- and intra-departmentally." Each member volunteeredto take one issue to investigate. Forinstance, the team identified that unitsecretaries used an outdated resourcedocument for ordering radiology exams.The 2001 goal was to limit voluntaryemployee turnover to less than 15 percent,an aggressive goal considering that in2000 the turnover rate was 40 percent. InJanuary 2002, the 2001 turnover rate was14.5 percent (Bravo!). While weaccomplished our goal, there are manychallenges ahead. The Arizona market isso volatile that we cannot afford to rest onany previous success.SUBJECT HEADINGS: Arizona/DiagnosticImaging/Human/Organizational CaseStudies/OrganizationalObjectives/*Personnel Loyalty/*PersonnelSelection/*Personnel Turnover/RadiologyDepartment, Hospital/*manpower NOTES:PUBLICATION TYPE: Journal Article

10. Coleman B. Hospital of St. Raphael, NewHaven, Conn.Advanced nursing apprenticeship program:a strategy for retention of experiencedcritical care nurses. Heart Lung. 1990May;19(3):236-42. (English).

ABSTRACT: Most hospitals are franticallyplanning recruitment strategies to attractnew nurses for intensive care units. Thedirect cost associated with orientation ofone of these nurses is estimated at greaterthan $2000, plus 6 months' to 1 year'ssalary per nurse. An interim strategy ofusing registered nurses to fill a full-timeposition for 1 year can cost upwards of$75,000 a year. Germane to the

acclimatization of these nurses to theintensive care unit is the nurturing role ofexperienced nurses during the orientationand in assuring continuity of high-qualitypatient care. By virtue of their position,experienced nurses also model leadershipbehavior, and they are exposed to manyday-to-day stresses that may leave themfrustrated and feeling a lack ofaccomplishment. These factors, coupledwith the scarcity of educationalopportunities designed specifically forexperienced nurses and a perceivedabsence of challenges, can lead toburnout. In this article I will describe aninnovation in practice that uses the clinicalnurse specialist role to stimulate andchallenge experienced nurses. Theprogram taught, supported, and nurturedunit-based change initiated by experiencednurses.SUBJECT HEADINGS: Burnout,Professional/etiology/psychology/CareerMobility/Education, Nursing,Continuing/Human/InserviceTraining/economics/*manpower/organization & administration/Intensive CareUnits/*manpower/JobDescription/Leadership/*NurseClinicians/Nursing Staff,Hospital/*education/psychology/supply &distribution/PersonnelManagement/*methods/PersonnelSelection/*methods/Risk Factors/Set(Psychology)/Socialization/Support, Non-U.S. Gov't NOTES: PUBLICATION TYPE:Journal Article

11. Crandall LA, Dwyer JW, Duncan RP. J.Hillis Miller Health Sciences Center,University of Florida, Gainesville 32610.Recruitment and retention of ruralphysicians: issues for the 1990s. J RuralHealth. 1990 Jan;6(1):19-38. (English).

ABSTRACT: This paper briefly describes anumber of structural and economicchanges in the profession of medicine andin the rural medical care delivery systemthat have occurred since about 1970.Changes in the national physician supply;in the training, work, and practicecharacteristics of physicians; in thedemographic characteristics of physicians;in the medical resources available in ruralcommunities; and in federal and statesupport for the provision of medical



services are noted. Four conceptualmodels that underlie physician recruitmentand retention programs for small towns andrural communities are described. Theseinclude affinity models, which attempt torecruit rural persons into training or fosterinterest in rural practice among trainees;economic incentive models, which addressreimbursement or payment mechanisms toincrease economic rewards for ruralpractice; practice characteristics models,which address technical, collegial, referral,and other structural barriers to ruralpractice; and indenture models, whichrecruit temporary providers in exchange forscholarship support, loan forgiveness, orlicensure. Examples of applications of eachmodel are provided and the effects ofchanges in the medical care system on theeffectiveness of each model are assessed.Finally, it is argued that elements of anoptimal model for the recruitment ofphysicians to rural practice include thepromotion of medical careers among ruralhigh school students, the provision offinancial and cultural support for theirtraining, the development of technical andcollegial support systems, and the limiteduse of indenture mechanisms to meet theneeds of the most impoverished or isolatedrural settings.SUBJECT HEADINGS: CareerChoice/Hospitals, Rural/manpower/Models,Theoretical/*PersonnelManagement/PersonnelSelection/methods/*Physician IncentivePlans/Physicians, Family/*supply &distribution/*ProfessionalPractice/*Professional PracticeLocation/Rural Population/Support, Non-U.S. Gov't/United States NOTES:PUBLICATION TYPE: Journal ArticlePUBLICATION TYPE: ReviewPUBLICATION TYPE: Review, TutorialNUMBER OF REFERENCES: 72

12. Cvach KC, Lyndon A. St. Joseph MedicalCenter, Towson, MD 21204, [email protected] a cost-containment initiative producedrecruitment and retention. MCN Am JMatern Child Nurs. 2003 Nov-Dec;28(6):391-6. (English).

ABSTRACT: The Maryland Perinatal EducationConsortium (MPEC), a 12-hospitaleducation initiative, provides basic didactic

education for perinatal nurses. The MPECcore curriculum integrates patient-specificcultural and age-related considerations forboth the novice and experienced perinatalnurse. While the primary goal fordeveloping the consortium was tomaximize use of the nurse educator's timeby pooling educational resources betweenparticipating hospitals, member hospitalshave discovered that it also resulted inadvantageous positioning for recruitmentand retention of nursing staff. MPEC'spooled turnover rate of 14% is below thenational average of 16%, resulting inimportant cost savings and additional stafffor participating hospitals. This articledescribes the development of the MPECand uses the Nursing Executive Center'smodel of turnover costs to describe thecost savings and retention impact forvarious-sized hospitals achieved throughMPEC's multihospital collaboration in staffdevelopment.SUBJECT HEADINGS: Cost Control/Cost-Benefit Analysis/EconomicCompetition/Human/Infant,Newborn/InserviceTraining/*economics/manpower/*methods/Maryland/NeonatalNursing/*economics/*education/manpower/Nursing Staff,Hospital/economics/*education/supply &distribution/PersonnelSelection/methods/ProgramEvaluation/Quality Control/Societies,Nursing/organization & administrationNOTES: PUBLICATION TYPE: JournalArticle

13. Daniels LA, Suttle E. Results of a physicaltherapy manpower survey adaptable toother areas of health care. Hosp Top. 1986May-Jun;64(3):28-32. (English).

ABSTRACT: The Northwest Area HealthEducation Center used mailed surveys todocument and describe physical therapypersonnel in a 17-county area in northwestNorth Carolina. These surveys providebaseline information for examining andresponding to trends in health manpowerrecruitment, retention, distribution, andeducation. While this project wasconducted in the field of physical therapy, itprovides a model that can be adapted toother allied health professions. Themethodology, results, and recommended



actions are discussed.SUBJECT HEADINGS: Area HealthEducation Centers/Catchment Area(Health)/Health Manpower/Human/NorthCarolina/Physical TherapyTechniques/*manpower/QuestionnairesNOTES: PUBLICATION TYPE: JournalArticle

14. Healton C, Haviland L, Weinberg G,Messeri P, Aidala A, Stein G, Jessop D,Jetter D. Columbia University School ofPublic Health, New York, NY 10032, USA.Stabilizing the HIV/AIDS workforce:lessons from the New York Cityexperience. Am J Prev Med. 1996 Jul-Aug;12(4 Suppl):39-46. (English).

ABSTRACT: The Ryan White Title I PersonnelNeeds Study described here is anevaluation of the human resource needs ofHIV/AIDS service agencies in New YorkCity. The research presented here wasconducted in collaboration with researchersfrom the Medical and Health ResearchAssociation and the New York CityDepartment of Health and the Planning andEvaluation Committee of the New York CityHIV Health and Human Services PlanningCouncil. The assessment is divided intotwo components. The first component is asurvey of 100 key informants from HIV/AIDS service agencies. The secondcomponent is a detailed staffing survey of70 personnel directors of HIV/AIDS serviceagencies. HIV/AIDS service directorsperceived staff recruitment as a moredifficult process than staff retention,regardless of agency type. Vacancy ratesat the surveyed agencies varied byprofessional category; they were especiallyhigh in the category of nurse practitioners(13%) and outreach/education workers(15%). Agencies stressed that incentivesthat would positively affect recruitment andretention should be tailored to address theconcerns of varied health care and socialservice professionals. In addition, agencieswere not routinely able to provide someincentives deemed effective such as highersalaries, housing subsidies, and smallercaseloads. To reduce recruitment andretention problems, agency informantsrecommended a variety of incentiveprograms including malpractice insurancefor physicians, flexible hours for full-timeemployees (including case managers,

nurses, physician's assistants), smallercaseloads, and a decrease in theproportion of staff time devoted to directclient contact. Overall health care trendsincluding truncated federal budgets, stateMedicaid cutbacks, and the rapidconversion to managed care all affect thequality of patient care and of the worksetting for health care and social serviceproviders serving persons with AIDS.Medical Subject Headings (MeSH): AIDS,health personnel, employment supported,employee workload, staff attitude.SUBJECT HEADINGS: *AcquiredImmunodeficiency Syndrome/EmployeeIncentive Plans/*HIV Infections/*HealthManpower/statistics & numericaldata/Human/New York City/*PersonnelManagement/PersonnelSelection/Personnel Staffing andScheduling/Personnel Turnover/Support,U.S. Gov't, P.H.S./*Workload NOTES:PUBLICATION TYPE: Journal Article

15. Heid IM, O'Fallon JR, Schwenk NM,Gabriel SE. Cancer Center Statistics Unit,Mayo Clinic Rochester, MN 55905, USA.Increasing the proportion of women inacademic medicine: one institution'sresponse. Mayo Clin Proc. 1999 Feb;74(2):113-9. (English).

ABSTRACT: OBJECTIVE: To increase genderdiversity among the physician consultingstaff (PCS) at a major medical center.DESIGN: Because the proportion of femalePCS at academic medical centers in theUnited States has not increasedcommensurately with increases in theproportion of female graduates fromAmerican medical schools, a modeling andgraphing technique was developed toanalyze this problem and recommendsolutions for one large academic medicalcenter. MATERIAL AND METHODS:Personnel data, by gender and year from1980 through 1994, were collected for allPCS at Mayo Clinic Rochester (MCR).These data were compared with similardata from other US academic medicalcenters and were used to develop modelsto predict the proportion of female PCS atMCR yearly until 2005, assuming varioushiring and resignation patterns. Noveltechniques were developed to illustrate andcompare the models. Model-basedpredictions were compared with national



projections, and a realistic target proportionof female PCS was defined on the basis ofassumptions about the proportion of femalegraduates from medical school andinternship programs during the next 10years as well as probable hiring, retention,and resignation rates at MCR. To identifyissues critical to recruitment, retention, andprofessional growth of female PCS atMCR, we used factor analysis to assessresponses to a confidential questionnairesent to all female faculty members.RESULTS: In 1994 and 1995, theproportion of female PCS was 25% at USacademic medical centers but only 15% atMCR, and the rate at which this proportionincreased from 1980 through 1994 at MCRwas also lower than the national rate.Model-based predictions demonstrated thatgradually (1.5% per year) increasing thefemale percentage of new recruits from26% in 1995 to 40% in 2005 would achievethe targeted 25% female PCS in 13 years.Questionnaire responses from 119 (68%)of the 175 female PCS at MCR identified 6important recommendations for recruitmentand retention of female PCS: surveyresignees and candidates who declinepositions; appoint more qualified women topolicy-making committees; requiresensitivity and diversity training for all staff(especially leaders); develop explicit,gender-sensitive criteria for selectingdepartment and division chairs; compareMayo gender and diversity data withnational data at the department or divisionlevel; and develop mechanisms formentoring junior female staff members.CONCLUSION: We developed usefulmethods for analyzing the PCS genderdistribution, defined feasible hiringstrategies, and identified specificrecommendations to enhance theprofessional experience of female PCS.These methods can provide a model forother institutions seeking to optimizegender diversity among their staff.SUBJECT HEADINGS: Academic MedicalCenters/*manpower/Factor Analysis,Statistical/Faculty, Medical/*statistics &numericaldata/Female/Human/Male/Minnesota/Models, Statistical/Physicians, Women/*supply &distribution/Questionnaires/SexDistribution/United States NOTES:PUBLICATION TYPE: Journal Article

16. Huttner CA. Abbott Northwestern Hospital,Minneapolis, MN 55407.Strategies for recruitment and retention ofcritical care nurses: a cardiovascularprogram experience. Heart Lung. 1990May;19(3):230-6. (English).

ABSTRACT: Recruitment and retention of criticalcare nurses to care for increasing numbersof complex patients is a challenge in themidst of a national nursing shortage.Strategies to address the shortage beginwith implementation of a professionalpractice model that builds on a meaningfulnursing philosophy. This model becomesthe basis for development andimplementation of multiple strategies that"proactively" involve staff nurses. Criticalcare new graduate internships, patient careassistant programs, creative care deliverymodels, and unit clinical committees aresome of the strategies that have resulted inpositive outcomes.SUBJECT HEADINGS: Coronary CareUnits/*manpower/organization &administration/Economics,Nursing/EducationalStatus/Human/Inservice Training/Models,Theoretical/Nursing Staff,Hospital/education/psychology/*supply &distribution/Nursing Theory/OrganizationalCulture/Patient Advocacy/PersonnelManagement/*methods/PersonnelSelection/*methods/*Philosophy,Nursing/Professional Practice/Salaries andFringe Benefits NOTES: PUBLICATIONTYPE: Journal Article

17. Hyde JC, Fottler MD. Birmingham VAMC,AL 35233.Determinants of physician vacancy rates inrural hospitals. J Rural Health. 1994Winter;10(1):38-48. (English).

ABSTRACT: This study examines thedeterminants of physician vacancy rates inrural hospitals from the perspective of therural hospital administrator. Data oncommunity characteristics, hospitalcharacteristics, and hospital recruitmentstrategies are examined for 50 ruralhospitals in Kentucky using questionnaireand archival data. Physician vacancy ratesin this sample were quite high (mean of 37percent). Results indicate lower physicianvacancy rates in hospitals with a chainaffiliation. In addition, the "job shopping"



model for physicians decisions on where topractice (Johnson, 1978) is supported.Hospitals that target physician candidateswith more work experience display lowerphysician vacancy rates. Generally,hospital characteristics were moresignificant predictors of physician vacancyrates than were community characteristics.Implications for rural hospital physicianrecruitment/retention strategies arediscussed.SUBJECT HEADINGS: CareerChoice/Data Collection/EvaluationStudies/Health ServicesResearch/Hospitals,Rural/*manpower/statistics & numericaldata/Kentucky/Medical Staff,Hospital/statistics & numerical data/*supply& distribution/PersonnelSelection/*methods/Professional PracticeLocation/statistics & numericaldata/Socioeconomic Factors NOTES:PUBLICATION TYPE: Journal Article

18. Lorimer K. Community Wound Care,Victorian Order of Nurses, Ottawa, Ontario,Canada.Continuity through best practice: designand implementation of a nurse-ledcommunity leg-ulcer service. Can J NursRes. 2004 Jun;36(2):105-12. (English).

ABSTRACT: The design of the new service wasintended to facilitate continuity. The resultsafter the first year of the new servicerevealed that care was both more effectiveand more efficient for all types of leg ulcers(Harrison, Graham, Friedberg, & Lorimer,2003). Healing rates had dramaticallyimproved, the frequency of nursing visitsdecreased, and supply costs declined. Withthe new service, comprehensivestandardized assessments are made atbaseline on all new admissions for homeleg-ulcer care, and reassessments areregularly scheduled if the condition doesnot improve. With the evidence-basedprotocol, all providers and sectors of careare "working from the same script."Specific information is obtained on theclient's health history, leg-ulcer history,preferences, and social context. Continuityis further facilitated through implementationof the primary nurse model, whereby oneprovider is responsible for developing thecare plan and for subsequent evaluationand revision. Management continuity is

advanced through health-carereorganization, with the development of anexpert, dedicated nursing team, aconsistent approach to training and skilldevelopment, improved coordination, aninterdisciplinary approach for referral andconsultation, and continuous qualityimprovement measures for education andpractice audit. A number of strategiestailored to the new service have beenhighly effective. Strategic alliances amongthe researchers, home-care authority,nursing agency, nurses, and physicians areessential to the success of both design andimplementation. Ongoing interdisciplinaryand intersectoral communication expeditesthe referral process and helps to resolveissues as they develop. The majority ofphysicians have been very supportive ofthe use of the protocol and the evidence-based service. Surveys of care recipientshave been mostly positive. Nurses whohave been surveyed concerning thesupports to implementation of theevidence-based service have indicated thefollowing supports: ongoing education,nursing knowledge, a supportive clinicalleader, support from two specialistphysicians (a dermatologist and a vascularsurgeon), a dedicated nursing team,positive outcomes (improved healingrates), and regional home care and agencysupport. The greatest challenge has beenestablishing and maintaining the dedicatednursing team. Continuity is served whennurses are assigned exclusively to the leg-ulcer team, where they can continue tobuild expertise and skills.The nursingagency was initially reluctant to embracethe concept of a dedicated team, as itviewed wound care as a general function ofall nurses. Many of the nurses trained inleg-ulcer care fulfilled a number of otherspecialized nursing functions.This hadresource implications for the nursingagency, as other nurses needed training invarious other specialized skills. Thereshould be a balance between the size ofthe population being served and the size ofthe team, in order to maintain efficiencyand sufficient exposure to skilfulassessment and management of leg-ulcercare. During the first year of the leg-ulcerservice a number of nurses were lost fromthe team for various reasons, including:outside opportunities for career



advancement, the physical demands of thistype of care, retirement, moving from thearea, and lack of job security. In addition,the volume of nursing visits was decreasedbecause of Ontario government cutbacksin the area of home-care services. Newstaff members on the team were laid off inthe context of a unionized environment.The lack of long-term security and thereality of lower wages in the communitysector have played havoc with recruitmentand retention. A recently formed committeeat the nursing agency on continuity of care,with representation from nursing,management, and administration, hasidentified a number of further barriers tocontinuity. These include fluctuatingcaseloads, difficulty attracting nurses to thecommunity sector, and a unionizedenvironment in which senior nursesdisplace junior nurses on low-caseloaddays. Strategies aimed at overcoming thebarriers to continuity have been identifiedand are being implemented. Ourexperience confirms the need for evidence-based planning in order to understand theneeds of the population with leg ulcers,current practices, and the organization ofcare prior to the restructuring of servicedelivery. The extensive needs assessmentindicated the need for broad systemchanges in addition to adjustments inclinical care in order to meet best-practiceguidelines. Despite ongoing barriers, theservice model has improved continuity anddramatically increased the effectivenessand efficiency of leg-ulcer care in onecommunity.SUBJECT HEADINGS:Benchmarking/Community HealthServices/manpower/*organization &administration/*standards/Continuity ofPatient Care/*organization &administration/*standards/Human/LegUlcer/*nursing/ProgramEvaluation/Specialties,Nursing/organization & administrationNOTES: PUBLICATION TYPE: JournalArticle

19. Owen SV. University of Michigan MedicalCenter, Ann Arbor 48109-0294.Empowering part-time nurses in thetreatment of depressed inpatients. JPsychosoc Nurs Ment Health Serv. 1992Aug;30(8):17-22. (English).

ABSTRACT: 1. With the consistent number ofpart-time nurses in the workforce, hospitalswould benefit by more actively integratingthem into professional nursing practice. 2.Empowering part-time nurses by affordingthem the opportunity to provide primarycare has the potential to effectively usepart-time personnel, decrease the workloadfor full-time staff, offer more flexibility inscheduling, and result in savings forhospitals in terms of nursing recruitmentand retention. 3. This program hassuccessfully developed and implemented amodel of primary nursing that places threepart-time nurses on a team capable ofhandling two to three primary patients. Thesuccess of this model has been attributedto excellent communication, trust in oneanother's professional skills, and nursingexpertise.SUBJECT HEADINGS: DepressiveDisorder/*nursing/psychology/*Hospitalization/Human/*Nurse-PatientRelations/*Nursing, Team/Patient CarePlanning/*Power (Psychology) NOTES:PUBLICATION TYPE: Journal Article

20. Pennington K, Scott J, Magilvy K.Arapahoe Community College, Division ofMath, Health, Science, and Engineering,Littleton, Colo, [email protected] role of certified nursing assistants innursing homes. J Nurs Adm. 2003 Nov;33(11):578-84. (English ).

ABSTRACT: OBJECTIVE Pilot study to examinethe experiences of the certified nursingassistants (CNAs) in Colorado nursinghomes. BACKGROUND DATA: CNAsprovide 80% to 90% of the care toresidents in nursing homes. Their reportedturnover rate is as high as 400% in somestudies, and the potential pool of CNAs isdwindling. As the demand for CNAsincreases, their experiences must beunderstood to effectively addressrecruitment and retention issues.METHODS: Minimally structured interviewsof 12 CNAs in 6 Colorado nursing homesand observations of care provided wereconducted. Atlas/Ti software was used as adata management tool for analyzing andcoding data. RESULTS: The overridingtheme that emerged from the interviewswas "we love our jobs." Three patterns ofthought and behavior emerged: attributes



of the CNA, working conditions of the CNA,and future success of the CNA and thenursing home. CONCLUSIONS: Issuesimportant to CNAs revolved around basicmotivational factors, such as jobenrichment opportunities, personal growthopportunities, recognition, responsibility,and sense of achievement. Leadershipmust become creative and build on thatbase, providing CNAs with job mobility, jobenrichment opportunities, recognition, andincreased job responsibility, producingpositive outcomes not only for the CNA butalso for the resident and the facility.SUBJECT HEADINGS: Adult/Attitude ofHealth Personnel/CareerMobility/*Certification/Colorado/Female/Health Knowledge, Attitudes,Practice/Human/JobSatisfaction/Leadership/Male/MiddleAged/Models, Nursing/Motivation/NeedsAssessment/*Nurse's Role/Nurses'Aides/education/*organization &administration/*psychology/NursingHomes/*manpower/Nursing MethodologyResearch/Personnel Selection/PilotProjects/QualitativeResearch/Questionnaires NOTES:PUBLICATION TYPE: Journal Article

21. Pullan SE, Lorbergs KA. Law and MentalHealth Program, Centre for Addiction andMental Health, 1001 Queen Street West,Toronto, Ontario, Canada M6J [email protected] & retention. A successfulmodel in forensic psychiatric nursing. JPsychosoc Nurs Ment Health Serv. 2001Sep;39(9):18-25. (English).

ABSTRACT: 1. The recruitment and retention offorensic psychiatric nurses in this highlycompetitive environment has beenidentified as a critical issue. 2. In responseto the need to expand services, thedevelopment, implementation, andevaluation of an innovative model that hasdemonstrated success in the recruitmentand retention of nurses for this highlyspecialized area of practice are described.3. The successful recruitment and retentionof forensic psychiatric nurses may befacilitated by developing and implementingstrategies that integrate the goals andobjectives of the organization with theneeds of individual nurses.SUBJECT HEADINGS: Forensic

Psychiatry/*manpower/HospitalUnits/manpower/organization &administration/Hospitals,Psychiatric/manpower/Human/InserviceTraining/Job Description/*Models,Organizational/Nursing Staff/*supply &distribution/Ontario/OrganizationalObjectives/*Personnel Loyalty/PersonnelSelection/*organization &administration/PsychiatricNursing/*manpower/SecurityMeasures/Substance Abuse TreatmentCenters/manpower NOTES:PUBLICATION TYPE: Journal Article

22. Richardson A, Douglas M, Shuttler R,Hagland MR. Level 2 AnaestheticDepartment, Freeman Hospital, Newcastleupon Tyne Hospitals NHS Trust, [email protected] care staff rotation: outcomes of asurvey and pilot study. Nurs Crit Care.2003 Mar-Apr;8( 2):84-9. (English).

ABSTRACT: Staff rotation is defined as areciprocal exchange of staff between twoor more clinical areas for a predeterminedperiod of time. The rationale for introducinga 'Critical Care Nurse Rotation Programme'includes important issues such asimproving nurses' knowledge and skills,providing development opportunities,networking, the ability to recruit and retainnurses and the provision of a moreversatile and flexible workforce. To gain theunderstanding of nurses' views andopinions on critical care rotationprogrammes, evidence was collected bymeans of questionnaires involving 153critical care nurses and by undertakingsemi-structured interviews with four nurses.On the basis of the responses, a pilot ofthree Critical Care Nurse RotationProgrammes was introduced. Anevaluation of the pilot project assessedparticipants, supervisors and senior nurses'experience of rotation and revealed verypositive experiences being reported. Thebenefits highlighted included improvingclinical skills and experience, improvinginterdepartmental relationships, heightenedmotivation and opportunities to network.The disadvantages focused on theoperational and managerial issues, such asdifficulties maintaining supervision andproviding an adequate supernumerary



period. Evidence from the survey and pilotstudy suggests that in the future, providingrotational programmes for critical carenurses would be a valuable strategy forrecruitment, retention and developing theworkforce.SUBJECT HEADINGS: *Attitude of HealthPersonnel/CriticalCare/*manpower/Human/InserviceTraining/*organization &administration/Personnel Staffing andScheduling/*organization &administration/PilotProjects/Questionnaires/Time FactorsNOTES: PUBLICATION TYPE: JournalArticle

23. Shannon CK. WVU Department of FamilyMedicine, PO Box 9152, Health SciencesCenter, Morgantown, WV 26506, [email protected] community development approach torural recruitment. J Rural Health. 2003;19Suppl:347-53. (English).

ABSTRACT: Programs designed to empowerrural communities for health care providerrecruitment have usually focused on thehealth care sector without aggressivelyaddressing broader communitydevelopment issues. The RecruitableCommunity Project (RCP) in West Virginiaincludes community education on recruitingand also assessments of andrecommendations to rural communities onbroad-based community development,aiming to enhance communities' recruitingpotential. The project providesmultidisciplinary university-based planningassistance programs for smallcommunities, involving collaborativecommunity visits. The project also uses aproject manager as a "communityencourager" who participates in communityeducation and in the formulation ofsustained community recruiting efforts.From August 1999 through August 2001, 7underserved rural communities completedthe RCP organizational processes andhosted planning assistance teams.Members of community recruitment boardsgave high marks to the RCP process, itsplanning assistance teams, and itsusefulness in establishing community tiesto state and academic agencies. Sinceworking with the RCP, the 7 communitieshave recruited 27 providers, success

possibly stimulated by their RCPinvolvement (data current as of September2002). This model of community trainingand development to empower ruralcommunities to better recruit healthprofessionals shows early promise. Thismodel could be broadened to include morecollaboration of community developmentand health science disciplines programs forrecruitment and retention efforts.SUBJECT HEADINGS: Community HealthPlanning/*organization &administration/Health Planning TechnicalAssistance/Health ServicesAccessibility/Human/*MedicallyUnderserved Area/Organizational CaseStudies/OrganizationalInnovation/PersonnelSelection/*organization &administration/Physicians, Family/*supply& distribution/Pilot Projects/*ProfessionalPractice Location/Rural HealthServices/*manpower/Support, Non-U.S.Gov't/West Virginia NOTES:

PUBLICATION TYPE: Journal Article

24. Stokoe U. Harvard School of Public Health,Cambridge, MA.Physician recruitment and retention incommunity health centers. J Ambul CareManage. 1992 Jan;15(1):21-8. (English).

ABSTRACT: The common denominator for theproblems of recruitment and retention ofphysicians is the lack of finances. There isconsiderable overlap between the etiologyof and possible solutions to the twoproblems. Funding may not be available toaddress the financial situation immediately,so other avenues have to be explored. It ispossible for both these issues to beaddressed by a single model involving thedevelopment of a centralized recruitingagency. CHCs would be promoted andmarketed more efficiently, and physicianswould be selected who are more likely toconsider community medicine a long-termcareer choice.SUBJECT HEADINGS: Attitude of HealthPersonnel/Boston/Community HealthCenters/*manpower/Income/*JobSatisfaction/Personnel Selection/statistics& numerical data/PersonnelTurnover/*statistics & numericaldata/Physician IncentivePlans/Physicians/*psychology/statistics &numerical data/Questionnaires/Support,



Non-U.S. Gov't NOTES: PUBLICATIONTYPE: Journal Article

25. Urbina C, Hickey M, McHarney-Brown C,Duban S, Kaufman A. Department ofFamily and Community Medicine,University of New Mexico School ofMedicine, Albuquerque 87131.Innovative generalist programs: academichealth care centers respond to theshortage of generalist physicians. J GenIntern Med. 1994 Apr;9(4 Suppl 1):S81-9.(English).

ABSTRACT: Academic health care centersincreasingly are exploring innovative waysto increase the supply of generalistphysicians. The authors review successfulinnovations at representative academichealth centers in the areas of recruitmentand admissions, undergraduate medicaleducation, residency training, and practicesupport. Lessons learned focus on thoseareas that have demonstratedimprovements in the number and quality ofphysicians trained in family practice,general pediatrics, and general internalmedicine. Successful recruitment ofgeneralism-oriented applicants requiresidentification and tracking of rural, minority,and other special groups of students at thehigh school and college levels. Academichealth care centers that provide early,sustained, community-based, ambulatoryexperiences for medical students andresidents encourage trainees to maintainand choose generalist careers. Finally,academic health care centers that link withcommunity providers and with stategovernment encourage the retention ofgeneralist physicians through continuingeducation and teaching networks.SUBJECT HEADINGS: Academic MedicalCenters/*organization &administration/Adult/Curriculum/*Education, Medical/FamilyPractice/*education/manpower/Human/InternalMedicine/*education/manpower/InternshipandResidency/Pediatrics/*education/manpower/Physicians, Family/*supply &distribution/School AdmissionCriteria/United States NOTES:PUBLICATION TYPE: Journal ArticlePUBLICATION TYPE: ReviewPUBLICATION TYPE: Review, Tutorial

NUMBER OF REFERENCES: 48

26. Allen CD, Newton PD, Newton JT.Department of Dental Public Health andOral Health Services Research, GKTDental Institute, London, UK.Recruitment and retention of dental nursesand dental hygienists in general practice.Prim Dent Care. 2003 Jul; 10(3):65-8.Available from: 12929334 (eng).

ABSTRACT: PURPOSE OF STUDY: To explorethe recruitment and retention of dentalnurses and dental hygienists working ingeneral dental practice in West Kent, andto identify training needs. BASICPROCEDURE: Questionnaire survey of195 general dental practices in West Kent.MAIN FINDINGS: Problems with turnoverof staff were reported by 19% of practices.Some 49% of practices reported difficultiesin recruiting dental nurses, 6% hadexperienced difficulties recruiting dentalhygienists, and 15% had difficultiesrecruiting both nurses and hygienists. Themedian length of service for both dentalnurses and dental hygienists was fiveyears. Approximately 39% of practices hadadvertised single posts three or moretimes. Difficulties in recruiting were relatedmore strongly to ensuring the right personfor the job, than to a shortage of applicants.PRINCIPAL CONCLUSIONS: Difficulties inthe recruitment and retention of dentalnurses and dental hygienists were reportedby dental practices in West Kent. Theseare likely to be exacerbated by therequirement that all dental nurses beregistered with the General Dental Council.SUBJECT HEADINGS: DentalAssistants/education/*supply &distribution\DentalHygienists/education/*supply &distribution\England\General Practice,Dental/manpower\Humans\PersonnelSelection\PersonnelTurnover\Questionnaires NOTES:PUBLICATION TYPE: Journal Article

27. Anderson P, Pulich M. College of Businessand Economics, University of Wisconsin-Whitewater, USA.Retaining good employees in tough times.Health Care Manag (Frederick). 2000Sep;19(1):50-8. Available from: 11183653(eng).



ABSTRACT: Retention of valued employees isessential to maintaining high levels ofquality service and efficiency inconsideration of the tight labor supply andan increasingly competitive health caremarket. Health care organizations thatdesire to become "employers of choice"must devise strategies and innovativeprograms which will satisfy a spectrum ofboth work and personal needs. Suchinitiatives include tangible rewards such ascompetitive compensation and benefits,and, more important, valued intangibleslike quality of work life programs. In a moreattractive environment, employees willmake a long-term commitment.SUBJECT HEADINGS:Communication\EconomicCompetition\HealthPersonnel/*psychology\Humans\InserviceTraining\Job Description\*JobSatisfaction\*Personnel Loyalty\PersonnelSelection\Personnel Turnover\Salaries andFringe Benefits\United States NOTES:PUBLICATION TYPE: Journal Article

28. Cossman JS. Mississippi State University,USA.Mississippi's physician labor force: currentstatus and future challenges. J Miss StateMed Assoc. 2004 Jan;45(1):8-31. Availablefrom: 14752973 (eng).

ABSTRACT: The literature review indicates thatchanges in Medicaid/Medicarereimbursement, large numbers ofuninsured patients, the legal climate, andlargely rural and chronically ill populationscreate a challenging environment forphysicians practicing in Mississippi. As alargely rural state, many Mississippiansfind medical care to be physically distant,with most care being concentrated in acouple areas of the state. Given thesefactors, the legal climate in Mississippi andthe top relocation decision factors,Mississippi will be further challenged inrecruiting and retaining the numbers ofgeneral practitioners and specialistsnecessary to provide care to the state'spopulation. The challenges that physiciansare facing have led to challenges for healthpolicy makers, in that physicians aredifficult to recruit to Mississippi and, oncehere, difficult to retain as practitionersthroughout their career. Four datasets wereused in conjunction to analyze the

demographic characteristics ofMississippi's physicians, including the agestructure disaggregated by several othervariables. Ultimately, the results wereextended to impacts of recruitment,relocations, and retirement decisions ofphysicians who participated in the MSMDS.Briefly, demographic results indicate thatMississippi has a largely white physicianpopulation serving a nearly 40% minoritypopulation in Mississippi. The underrepresentation of women within the medicalprofession in Mississippi means thatwomen in the state might find it unusuallychallenging to find a female physician,particularly in rural areas where access tophysicians is more limited in the first place.Mississippi has a high concentration ofAfrican-American patients with a lowAfrican-American physician presence. Theproportion of physicians who are female ison the rise nationwide and withinMississippi, largely due to increasingenrollments of women in medical schools.Though variations exist within the groups ofphysicians identified as generalists,Mississippi is only slightly more likely thanthe nation to have specialists, rather thangeneralists (see Table Seven). Agestructure analysis indicates that Deltaphysicians are older than physicianselsewhere in the state, that urbanphysicians are younger than ruralphysicians, and that our physician laborforce is more highly concentrated betweenthe ages of 35 and 54 than in the nation asa whole. Analyses concerning the future ofthe physician labor force indicate that anear majority of Mississippi's practicingphysicians received their MD degree atUMC, but younger physicians are morelikely to have been educated out-of-statethan older physicians. Those who receivedtheir degrees elsewhere and chose topractice in Mississippi are more likely to bespecialists (60%) than generalists (40%).Those physicians practicing in the statewho were educated in-state are nearlyequally as likely to be generalists (47%) asthey are to be specialists (53%).Additionally, those approaching retirementare more likely to be generalists, yet thestate is recruiting more generalists fromrecent medical school classes than in thepast. Variations in intentions to recruit,relocate, and retire exist. However, most of



the substantively important variation isacross age groups and time in practice.There is little relevance of specialty orlocation within the state when examiningvariation in recruitment, relocation orretirement plans. Given the findings, policyresearch recommendations focus onimproving the retention of UMC's graduatesfor practice in the state, improving retentionof active physicians, increasing therecruitment of physicians from out of state,and easing difficulties associated withworking part-time as a step towardretirement. With these changes in policy, itis possible that Mississippi can thwart aphysician workforce shortage; however,without changes, with more physiciansrelocating, retiring early, or opting out ofpracticing in the state, the extant physicianshortage will become more severe.Furthermore, without the data collectionefforts mentioned here, there will be nomeans to assess whether policy changesare actually impacting the physician laborforce.SUBJECT HEADINGS: Adult\AfricanContinental Ancestry Group/statistics &numerical data\AgeDistribution\Aged\Asian ContinentalAncestry Group/statistics & numericaldata\Data Collection\Databases\Delivery ofHealth Care/legislation &jurisprudence/*trends\Demography\Employment/*organization &administration/*trends\EuropeanContinental Ancestry Group/statistics &numericaldata\Female\Humans\Male\Malpractice/legislation & jurisprudence/trends\MiddleAged\Mississippi\PersonnelSelection/statistics & numericaldata\Physicians/statistics & numericaldata/*supply & distribution/trends\SexDistribution\Specialism/statistics &numerical data NOTES: PUBLICATIONTYPE: Journal ArticlePUBLICATION TYPE: ReviewPUBLICATION TYPE: Review, TutorialNUMBER OF REFERENCES: 32

29. Donner GJ, Wheeler MM. Faculty ofNursing, University of Toronto.Discovery Path: a retention strategy formid-career nurses. Can J Nurs Leadersh.2001 Jan-Feb;14(1):27-31. Available from:15487311 (eng).

ABSTRACT: As health care administrators,policymakers, nursing organizations, andnurses begin to deal with the reality of alooming (and to an increasing extent,existing) serious shortage of nurses both inCanada and globally, recruitment andretention issues are again in the news.Much attention has been directed towardstwo responses: (a) attracting young peopleinto the profession and helping themintegrate into and identify with nursing as alifelong career, and (b) developingsustainable retention strategies to ensurethat nurses remain in nursing. Onepopulation that requires particular attentionis the mid-career group of nurses. Thosenurses, in their late 30s and 40s with 15and more years of experience, have theprofessional memory that employers counton, the expertise that patients and clientsrequire, and the experience and wisdomthat young nurses depend on for coaching,mentoring, and support. Retentionstrategies targeted to these mid-careernurses require a diverse set of activitiesthat are focused on those nurses' specificstage of personal and professionaldevelopment and that recognize theirunique needs. The purpose of this article isto describe a program that targets mid-career nurses, predominantly women who,having spent much of their careers andlives caring for others-children, parents,patients-are beginning to question theirown futures. The goals of the program andthe experiences of one group of nurses inthe program, as well as the results of atwo-year follow up with them, will bediscussed. Recommendations for futureretention strategies will also be offered.SUBJECT HEADINGS: Adaptation,Psychological\Age Factors\*Attitude ofHealth Personnel\Career Choice\CareerMobility\Education, Nursing,Continuing/organization &administration\Follow-UpStudies\Goals\HumanDevelopment\Humans\*JobSatisfaction\*NursingStaff/education/psychology\PersonnelSelection/*organization &administration\PersonnelTurnover\ProgramEvaluation\Questionnaires\SelfAssessment (Psychology)\SelfPsychology\Self-Help Groups/*organization



& administration\StaffDevelopment\VocationalGuidance/*organization & administrationNOTES: PUBLICATION TYPE: EvaluationStudiesPUBLICATION TYPE: Journal Article

30. Egan J. Asnuntick Community College,Enfield, Connecticut, USA.Riding the wave: what health care canlearn from other industries. Clin LeadershManag Rev. 2002 Nov-Dec;16(6):408-11.Available from: 12506833 (eng).

ABSTRACT: Many staffing challenges face 21stcentury health-care employers. If a risingtide lifts all ships, then tidal surges andcurrents also affect all ships. Recruitmentand retention represent two major humanresources issues facing employers.Economic downturns, the rising cost ofpostsecondary education, competition forthe best graduates, reduced desire toaccept relocations, forced overtime andshift work, and the graying of the workforceare some of the challenges faced byemployers. Another challenge is the lack ofloyalty in today's business world.Corporations and nonprofits both showreduced loyalty to employees, who, in turn,limit their willingness to remain loyal to oneemployer. Competition for a shrinking poolof workers results in employees beingmore selective about where to begin theircareers and being less loyal once theyarrive. These factors negatively affectproductivity and make it increasinglyimperative for employers to understandhow best to recruit and to retain the mosttalented workers they can find. Health careand other industries should be prepared forthe surging tides of change.SUBJECT HEADINGS: *Diffusion ofInnovation\Economic Competition\HealthManpower\Humans\Industry/manpower/*organization & administration\PersonnelLoyalty\PersonnelManagement/*methods\PersonnelSelection\Personnel Staffing andScheduling/*organization &administration\Stress, Psychological\UnitedStates NOTES: PUBLICATION TYPE:Journal Article

31. Erlen JA. Center for Research in ChronicDisorders, School of Nursing, andProfessor, University of Pittsburgh, PA,

USA.Wanted-nurses. Ethical issues and thenursing shortage. Orthop Nurs. 2004 Jul-Aug;23(4):289-92. Available from:15379181 (eng).

ABSTRACT: The persistent nursing shortage ischallenging the values and beliefs of thenursing profession and causing nurses toask how they can fulfill their ethicalresponsibilities to patients when there arean insufficient number and amaldistribution of nurses. Nurses areexpressing job dissatisfaction, experiencingmoral distress, and wondering about theirinability to provide quality patient care. Inthis article, the author addresses thecommitment to care for patients and theethical dilemma with which nurses aregrappling: caring for self versus caring forothers. Recommendations for possibleaction include reenvisioning the professionof nursing, empowering nurses, providingsupport, and restructuring the workenvironment. Taken together, these actionshave the potential to reduce the moraldistress that nurses are experiencing andto enable them to honor their commitmentto patient care.SUBJECT HEADINGS: *Ethics,Nursing\Humans\Leadership\Nursing/*manpower\*Personnel Staffing andScheduling\*Quality of Health Care\UnitedStates NOTES: PUBLICATION TYPE:Journal Article

32. Gallon SL, Gabriel RM, Knudsen JR.Northwest Frontier Addiction TechnologyTransfer Center, Oregon Health andScience University, Department of PublicHealth and Preventive Medicine, 3414Cherry Avenue, Suite 100, Salem, OR97303-4984, USA.The toughest job you'll ever love: a PacificNorthwest Treatment Workforce Survey. JSubst Abuse Treat. 2003 Apr;24(3):183-96.Available from: 12810139 (eng).

ABSTRACT: The training, recruitment, andretention of the most qualifiedprofessionals for the substance abusetreatment workforce is a crucial underlyingstrategy in the improvement of client care.Conducted in the year 2000, this survey ofsubstance abuse treatment agencydirectors and clinical staff in the PacificNorthwest of the United States providesthe first empirical estimates of issues



surrounding these goals and points to theneed for more aggressive strategies if aquality workforce is to be maintained andimproved. Results of the survey indicatethat there is an average of 25% turnoverper year among treatment agency staff,and that the vast majority of this turnover isvoluntary and stays within the treatmentprofession. Agency management anddirect service staff differ in theirperceptions of the recruitment andretention approaches currently in place intheir agencies.SUBJECT HEADINGS: DataCollection\*HealthOccupations/economics/statistics &numerical data\Humans\JobSatisfaction\Northwestern UnitedStates\Personnel Selection\PersonnelTurnover/*statistics & numericaldata\Questionnaires\RegressionAnalysis\Research Support, U.S. Gov't,P.H.S.\Staff Development\SubstanceAbuse TreatmentCenters/economics/*manpower\Substance-Related Disorders/*therapy NOTES:PUBLICATION TYPE: Journal Article

33. Georges CA, Bolton LB, Bennett C.Department of Nursing, Lehman College,City University, New York, USA.Quality of care in African-Americancommunities and the nursing shortage. JNatl Black Nurses Assoc. 2003Dec;14(2):16-24. Available from: 15011940(eng).

ABSTRACT: The National Black NursesFoundation commissioned a researchproject to determine the effect of thenursing shortage on African-Americancommunities. The W.K. Kellogg Foundationfunded the project as part of a multiphaseproject aimed at identifying issues relatedto the nursing shortage among ethnicpeople of color communities anddeveloping policy recommendationsaround the supply of nurses to serve thosecommunities. The study was conductedover a six-month period by the nursingresearch investigative team at Cedars-Sinai Medical Center and Burns and AllenResearch Institute in Los Angeles,California. One hundred (N=100) nurseleaders from communities across theUnited States participated in the research.Each leader completed a questionnaire

regarding the existence of the nursingshortage in their community and the effectof the shortage on access to services,clinical quality and the retention andrecruitment of nurses. Leaders werequeried on nurse vacancy and turnoverwithin their communities, incidence ofadverse events and the ability ofinstitutions to meet the demands fornursing and health services in theircommunities. Forty-five percent of theorganizations in the study were reported tobe single facilities and 55% consisted ofintegrated health systems. Respondentsidentified five major issues resulting fromnurse vacancies in their communities:closure of acute care beds or clinicalservices, delays in providing treatment topatients, inability to retain nurses due toincreased workload and decreased nursesatisfaction, diminished capacity to addresschronic health problems in theircommunities and increased incidence ofadverse patient events. African-Americannurse leaders reported higher rates ofnurse vacancy and turnover; higherincidence of adverse events and greaterdifficulty providing access to health carethan was reported in the literature. Nursevacancy and turnover rates are higher thanreported national averages. The studysuggests the need for further research atthe community level in addition to acutecare settings to ameliorate the potentialadverse effects of nursing work forceshortages on the health of African-American communities. Further researchexamining the effectiveness ofinterventions at increasing the supply,improving the retention of nurses at alllevels and the effect of increased supplyand the utilization of nurses in African-American communities should beconducted. The study reported in thisedition of the Journal of the National BlackNurses Association is the first in a series ofreports on the nursing shortage and itseffect on access to care, the recruitmentand retention of ethnic nurses in thepipeline and leadership and policystrategies required to assure the availabilityof a qualified work force to meet currentand future health care demand.SUBJECT HEADINGS: *AfricanAmericans/ethnology/statistics & numericaldata\Attitude of Health Personnel\Career



Choice\Crowding\Forecasting\HealthPolicy\Health ServicesAccessibility/organization &administration\Humans\Leadership\NeedsAssessment\NurseAdministrators/psychology\NursingAdministration Research\NursingStaff/*supply & distribution\PersonnelSelection/organization &administration\Personnel Staffing andScheduling/*organization &administration\PersonnelTurnover/statistics & numericaldata/trends\*Quality of HealthCare\Questionnaires\Rural HealthServices/manpower\Students,Nursing/statistics & numerical data\UnitedStates\Urban Health Services/manpowerNOTES: PUBLICATION TYPE: JournalArticle

34. Harding ML. Recruitment and retention.Foreign legion. Health Serv J. 2003 Oct2;113(5875):37-8. Available from:14565107 (eng).

SUBJECT HEADINGS: CulturalDiversity\Emigration andImmigration\Europe\Foreign ProfessionalPersonnel/*supply &distribution\Humans\London\PersonnelSelection/*methods\Physicians,Family/*supply & distribution\PrimaryHealth Care/*manpower\Refugees\Salariesand Fringe Benefits\State MedicineNOTES: PUBLICATION TYPE: JournalArticle

35. Hart LG, Salsberg E, Phillips DM, LishnerDM. Rural Health Research Center,University of Washington, Seattle 98195-4696, [email protected] health care providers in the UnitedStates. J Rural Health. 2002;18 Suppl:211-32. Available from: 12061515 (eng).

ABSTRACT: One of the most recalcitrantproblems of the rural health landscape isthe uneven distribution and relativeshortage of medical care providers.Despite considerable efforts by federal andstate governments over the past threedecades to address these problems, ruralprovider distribution and shortage issueshave persisted. The purpose of this articleis to identify the challenges for rural healthresearch and policy regarding health

provider supply in the first decade of the21st century. While the emphasis in thisarticle is on physicians, workforce concernspertaining to nurses, nurse practitioners,and physician assistants are brieflydescribed. Physician supply, geographicand specialty distribution, age, gender,quality of care, recruitment and retention,training, productivity and income,reimbursement and managed care, federaland state ameliorative programs, safetynet, and telehealth are discussed. Alsohighlighted are issues concerning ruralhealth care workforce research, methods,and data as well as a series of policy-relevant questions. Solutions to rural healthpersonnel problems can only besuccessfully addressed throughmultifaceted approaches. No vision of thefuture of rural health can come to fruition ifit does not promote stable, rewarding, andfulfilling professional and personal lives forrural health care providers.SUBJECT HEADINGS: Adult\Allied HealthPersonnel/economics/supply &distribution\Dentists/economics/supply &distribution\Female\Health CareSurveys\HealthManpower/economics/*statistics &numerical data\Health Policy\HealthServices Needs and Demand/statistics &numerical data\Humans\Male\MiddleAged\Nurses/economics/supply &distribution\PersonnelSelection\Physicians/economics/supply &distribution\Professional PracticeLocation/*statistics & numericaldata\Quality of Health Care\Rural HealthServices/*manpower/statistics & numericaldata\United States NOTES: PUBLICATIONTYPE: Journal Article

36. Heinz D. Brooke Army Medical Center, SanAntonio, TX, USA.Hospital nurse staffing and patientoutcomes: a review of current literature.Dimens Crit Care Nurs. 2004 Jan-Feb;23(1):44-50. Available from: 14734900(eng).

ABSTRACT: An aging nursing workforce,decreased enrollment in nursing schools,financial constraints in healthcare, hospitalrestructuring and reengineering, andconsistent challenges in nursingrecruitment and retention have contributedto shortages within the hospital-based



nursing workforce. The effects of theseshortages have been thought to beassociated with various adverse patientoutcomes. This article reviews currentresearch studies and presentsrecommendations for ongoing nursingpractice.SUBJECT HEADINGS: HospitalMortality\Humans\Length of Stay\NursingStaff, Hospital/*supply &distribution\Outcome Assessment (HealthCare)\Personnel Staffing andScheduling/*organization & administrationNOTES: PUBLICATION TYPE: JournalArticlePUBLICATION TYPE: ReviewPUBLICATION TYPE: Review, TutorialNUMBER OF REFERENCES: 22

37. Kleinman CS. Health SystemsAdministration Programs, Seton HallUniversity, College of Nursing, SouthOrange, New Jersey, USA.Leadership: a key strategy in staff nurseretention. J Contin Educ Nurs. 2004 May-Jun;35(3):128-32. Available from:15195785 (eng).

ABSTRACT: Nursing administrators arechallenged to recruit and retain staff nursesin the midst of increasing job vacanciesand staff nurse turnover rates averaging21%. The prevailing issues related to staffnurse recruitment and retention in thecurrent healthcare environment are brieflyreviewed as introductory content. Thearticle outlines the case from nursingadministration literature that effectiveleadership styles of nurse managers andnurse administrators enhance staff nurseretention. As nurse administrators continueto struggle with staff nurse recruitment andretention, evidenced-based strategies arediscussed that address leader preparationand organizational leadership structureincluding advanced education, leadershiptraining, and shared leadership models.SUBJECT HEADINGS: Attitude of HealthPersonnel\Evidence-Based Medicine\JobSatisfaction\*Leadership\NeedsAssessment\NurseAdministrators/education/*organization &administration\Nursing AdministrationResearch\*Nursing Staff/organization &administration/psychology\PersonnelSelection/*organization &administration\*Personnel Turnover

NOTES: PUBLICATION TYPE: JournalArticlePUBLICATION TYPE: ReviewPUBLICATION TYPE: Review, TutorialNUMBER OF REFERENCES: 25

38. Lanser EG. Attracting and keepingemployees. Healthc Exec. 2002 Mar-Apr;17(2):70-1. Available from: 11892461(eng).

SUBJECT HEADINGS: *HealthManpower\Humans\*PersonnelLoyalty\PersonnelManagement/*methods\*PersonnelSelection\United States NOTES:PUBLICATION TYPE: Journal Article

PubMed Citations – RetentionNational Library of Medicine


PubMed Citations – Retention171 Citations, 12/22/04

1. Accorinti KL, Gilster SD, Dalessandro JL. AloisAlzheimer Foundation, Cincinnati, OH, USA.Staff programs focus on reducing turnover.Balance. 2000 Sep-Oct;4(5):12-4, 28. PMID:11143015 .SUBJECT HEADINGS: Data Collection\HealthPersonnel/psychology\Humans\JobSatisfaction\Long-Term Care/organization &administration\NursingHomes/*manpower/organization &administration\PersonnelManagement/*methods\*PersonnelTurnover\United States NOTES: PUBLICATIONTYPE: Journal Article

2. Adolf BP. Life cycle benefits. Empl Benefits J.1993 Mar;18(1):13-20. PMID: 10124131 .

ABSTRACT: Life cycle benefits are designed to meetthe needs of employees throughout the stages oflife. Many employers in both the public andprivate sectors are finding that this approach tobenefits makes sense from a number ofperspectives.SUBJECT HEADINGS: Absenteeism\Child DayCare Centers\Child, Preschool\*FamilyHealth\Family Leave/statistics & numericaldata\Financing, Personal/statistics & numericaldata\FocusGroups\Humans\Industry/organization &administration\Life Change Events\ParentalLeave/statistics & numerical data\PersonnelStaffing and Scheduling\Salaries and FringeBenefits/*economics/statistics & numericaldata\United States NOTES: PUBLICATIONTYPE: Journal Article

3. Albaugh JA. Center for Urology, NorthwesternMemorial Hospital, Chicago, IL, USA.Keeping nurses in nursing: the profession'schallenge for today. Urol Nurs. 2003 Jun;23(3):193-9. PMID: 12861736 .

ABSTRACT: Urologic nurses and the nursingprofession face incredible challenges in caringfor patients and their families after a trend of thecontinued decline in nursing school enrollment,the nursing shortage, and increasing staff nursedissatisfaction with the current workplaceenvironment. Is it possible to retain staff nursesduring this current crisis? Many factors contributeto nurse dissatisfaction and subsequent turnoverand burn out. In light of the current nursingshortage, it is essential and cost effective toretain nurses in their specific jobs and within theprofession. There is no single, simple reason orsolution for professional staff nurse turnover.

Some of the current contributing factors to staffnurse dissatisfaction and satisfaction will bediscussed in an effort to discern ways to promotestaff nurse retention.SUBJECT HEADINGS: Attitude of HealthPersonnel\Forecasting\Humans\*JobSatisfaction\Needs Assessment\Nurse'sRole\Nursing Staff/education/psychology/*supply& distribution\PersonnelSelection/*methods\*PersonnelTurnover\Salaries and FringeBenefits\Specialties,Nursing/education/organization &administration\UnitedStates\Urology\Workplace/psychology NOTES:PUBLICATION TYPE: Journal ArticlePUBLICATION TYPE: ReviewPUBLICATION TYPE: Review, TutorialNUMBER OF REFERENCES: 30

4. Alshallah S. Robert C. Byrd Health SciencesCenter, West Virginia University, Morgantown,USA. [email protected] satisfaction and motivation: how do weinspire employees? Radiol Manage. 2004 Mar-Apr;26( 2):47-51. PMID: 15098904 .

ABSTRACT: Productivity is defined as the efficient andeffective use of resources with minimum wasteand effort to achieve outcome. We live in a worldthat has limited resources. The health careindustry faces this limitation more than any otherindustry. With these challenges facing healthcare administrators, the concept of productivity,job satisfaction and motivation become veryimportant. Employee satisfaction and retentionhave always been an important issue forphysicians, medical centers and businesses ingeneral. Conventional human resourcestheories, developed some 50 years ago byMaslow and Herzberg, suggest that satisfiedemployees tend to be more productive, creativeand committed to their employers. People areessential to productivity. The success ofproductivity improvement strategy is dependenton employee commitment, job satisfaction, skills,and motivation. Maslow's theory consists of a 5-level pyramid: physiologic or basic survival;physical and mental safety; sense of belonging;accomplishment, creativity, and growth; and self-actualization. Herzberg's theory suggests thereare 2 groups of factors: hygiene (which satisfy)and motivation. The terms "job satisfaction" and"motivation" have, in my experience, becomeused interchangeably. There is a difference. Jobsatisfaction is an individual's emotional responseto his or her current job condition, while



motivation is the driving force to pursue andsatisfy one's needs. Maslow and Herzberg'stheories can be easily applied to the workplace.Managers can help employees achieve overalljob satisfaction, which, with the employee'sinternal motivation drive, increase performanceon the job.SUBJECT HEADINGS: Academic MedicalCenters/*organization &administration\AdministrativePersonnel\Efficiency\*Efficiency,Organizational\Feedback\Humans\Interprofessional Relations\*Job Satisfaction\*Models,Psychological\*Motivation\PersonnelManagement/*methods\Radiology/education/organization & administration\Self Efficacy\StaffDevelopment\Stress, Psychological\WestVirginia NOTES: PUBLICATION TYPE: JournalArticle

5. Anderson P, Pulich M. College of Business andEconomics, University of Wisconsin-Whitewater,USA.Recruiting good employees in tough times.Health Care Manag (Frederick). 2000Mar;18(3):32-40. PMID: 10915339 .

ABSTRACT: In tough hiring times, health careemployers must develop a fresh approach totheir recruitment techniques and practices inorder to capture a desired segment of the labormarket. While some of these techniques andpractices are new, many are a variation ofconventional ones. Successful organizations willsimultaneously use a variety of methods, thusenabling them to recruit good employeescontinually. A tight labor market requires thatorganizations become creative recruiters.SUBJECT HEADINGS: CompetitiveBehavior\Health Personnel/*trends\PersonnelSelection/*methods/*trends NOTES:PUBLICATION TYPE: Journal Article

6. Anderson P, Pulich M. College of Business andEconomics, University of Wisconsin-Whitewater,Wisconsin, USA.Retaining good employees in tough times. Part I:What do employees want? Health Care FoodNutr Focus. 2001 Jan;17(5):12. PMID: 11155573SUBJECT HEADINGS: Humans\*JobSatisfaction\*Personnel Loyalty\United StatesNOTES: PUBLICATION TYPE: Journal Article

7. Anderson P, Pulich M. Retaining goodemployees in tough times. Part III: Five morestrategies for retention. Health Care Food NutrFocus. 2001 Mar;17(7):10-2. PMID: 11252386 .SUBJECT HEADINGS: Food Service,Hospital/manpower\HealthPersonnel/*psychology\Humans\*JobSatisfaction\*Personnel Loyalty\Quality ofLife\Salaries and Fringe Benefits\StaffDevelopment\United States NOTES:

PUBLICATION TYPE: Journal Article

8. Aronson KR, Sieveking N, Laurenceau JP, BelletW. Children, Youth, and Families Consortium,The Pennsylvania State University, UniversityPark 16802-6500, USA. [email protected] satisfaction of psychiatric hospitalemployees: a new measure of an old concern.Adm Policy Ment Health. 2003 May;30(5):437-52. PMID: 12940685 .

ABSTRACT: The authors report on the factor structureof an employee satisfaction questionnairedesigned for use with psychiatric hospitalemployees. The actions and attitudes ofmanagement were, by far, the single mostprominent factor. This factor captures the extentto which management respects workers,operates with honesty and integrity, promotesefficiency, and has open lines of communicationwith employees. By surveying employees aboutthe 15 items of this factor, psychiatric hospitalmanagers can obtain a sense of their employees'overall satisfaction. Hospitals must hire and trainmanagers who can convey the qualitiesrepresented in this satisfaction factor. It is alsoimportant for hospital managers to recognize thatemployee satisfaction is strongly related to howemployee complaints are handled, howemployees perceive the quality of patient care,and the extent to which employees believe thehospital serves the greater community.SUBJECT HEADINGS: *Attitude of HealthPersonnel\Caribbean Region\Factor Analysis,Statistical\Health Services Research\Hospitals,Psychiatric/*manpower/organization &administration\Humans\InterprofessionalRelations\*Job Satisfaction\Personnel,Hospital/*psychology\Psychometrics\Questionnaires\Salaries and Fringe Benefits\United StatesNOTES: PUBLICATION TYPE: Journal ArticlePUBLICATION TYPE: Multicenter Study

9. Ball MJ. First Consulting Group, USA.The IT staffing crisis. Health Manag Technol.1998 Aug; 19(9):66, 65. PMID: 10182554SUBJECT HEADINGS: Humans\InformationManagement/*manpower\Inservice Training\JobSatisfaction\MedicalInformatics/education/*manpower\Morale\Personnel Loyalty\*Personnel Staffing andScheduling\United States NOTES:PUBLICATION TYPE: Journal Article

10. Barney SM. [email protected] our workforce, regaining our potential.J Healthc Manag. 2002 Sep-Oct;47(5):291-4.PMID: 12325251SUBJECT HEADINGS:Employment/psychology\Humans\Interprofessional Relations\JobSatisfaction\*Leadership\Medical Staff,Hospital/psychology\Organizational



Objectives\*Personnel Administration,Hospital\*Personnel Loyalty\PersonnelSelection\Personnel Turnover\United StatesNOTES: PUBLICATION TYPE: Journal Article

11. Battersby ME. Extremely affordable workermagnets. Optometry. 2000 Jul;71(7):463-5.PMID: 15326901.

SUBJECT HEADINGS:Humans\Optometry/*economics\PersonnelLoyalty\PersonnelSelection/*methods\ProfessionalPractice/*economics\Salaries and FringeBenefits/economics\United States NOTES:PUBLICATION TYPE: Journal Article

12. Beasley M. Establishing & maintaining a cross-training program. Food Manage. 1995Nov;30(11):44. PMID: 10153172SUBJECT HEADINGS: FoodServices/*organization & administration\InserviceTraining/*organization & administration\*JobDescription\Personnel Selection\United StatesNOTES: PUBLICATION TYPE: Journal Article

13. Bednar B. A reduction in the nursing labormarket and its impact on the renal industry.Nephrol News Issues. 1999 Oct;13(10):27-32.PMID: 10827672 .

ABSTRACT: Nurses, especially those with specializedtraining such as nephrology, are looking moreand more endangered. A cursory review of theclassified ads supports the likelihood of anothernursing shortage with the reappearance of keywords such as, "relocation assistance,""incentive pay," and "hiring bonus." It is nowcommonplace to see hiring bonuses rangingfrom $3,000-$6,000. This article will investigatethe definition of occupational shortages, possiblecauses of the nursing shortage, futureimplications, and strategies to be considered.SUBJECT HEADINGS:Forecasting\Humans\Job Satisfaction\ManagedCarePrograms/manpower\*Nephrology\PersonnelSelection/*methods/*trends\Personnel Staffingand Scheduling/*trends\PersonnelTurnover/statistics & numerical data\Specialties,Nursing/*manpower\United States NOTES:PUBLICATION TYPE: Journal Article

14. Benders J, van de Looij F. Department ofBusiness Administration, University of Nijmegen,Netherlands.Not just money: quality of working life asemployment strategy. Int J Health Care QualAssur. 1994;7(6):9-15. PMID: 10138977 .

ABSTRACT: Scarcities of qualified personnel arebecoming a common phenomenon in TheNetherlands. At the same time, increasing wagesto secure an adequate workforce is not alwayspossible or sufficiently effective, and other ways

of retaining and recruiting personnel have to befound. Investigates the importance of various jobcharacteristics for retaining and recruitingemployees and presents the results from asurvey among employees of a Dutch hospitalexperiencing a tight labour market. Jobcharacteristics other than wages, such as labourrelations and work content, were found to play amajor role in individuals' choices to resign orstay. Discusses consequences for employmentstrategies in other organizations.SUBJECT HEADINGS: Attitude of HealthPersonnel\Data Collection\*JobSatisfaction\Netherlands\Operating RoomTechnicians/*psychology/statistics & numericaldata/supply\& distribution\PersonnelAdministration, Hospital/*methods/statistics &numerical data\Personnel Selection/statistics &numerical data\*Personnel Turnover\PlanningTechniques\Psychology, Industrial\Quality ofLife\Salaries and Fringe Benefits/statistics &numerical data NOTES: PUBLICATION TYPE:Journal Article

15. Bishop JW. University of Tampa, FL, USA.Performance and retention of professionalemployees who work in teams: the effects ofcommitment and support. Clin Lab Manage Rev.1998 May-Jun;12(3):150-8. PMID: 10181487 .

ABSTRACT: The purpose of this study was todetermine the impact of support and commitmenton job performance and turnover intentions ofprofessionals working in a team environment. Ashypothesized, the results indicated that jobperformance was influenced positively by bothprofessional and team commitment as well as byperceived organizational and team support.Intention to quit the organization went down asorganizational support and commitment went up,and intention to leave the profession similarlywas related to team support and commitmentInterestingly, professional commitment had adeleterious effect on intention to quit theorganization, whereas organizational supporthad a positive effect on professionalcommitment.SUBJECT HEADINGS: Attitude\Aviation\DataCollection\Employee PerformanceAppraisal\Female\Humans\InstitutionalManagement Teams/*statistics & numericaldata\Job Satisfaction\Male\OrganizationalCulture\*Personnel Loyalty\PersonnelTurnover\Social Support\United States NOTES:PUBLICATION TYPE: Journal Article

16. Boland AS. Russel Reynolds and Associates,Inc., Washington, DC, USA.Managing managed care. Recruiting andretaining IT staff. Health Manag Technol. 1998Apr;19(5):74-7. PMID: 10178415SUBJECT HEADINGS: Costs and CostAnalysis\Economic Competition\Employee



Incentive Plans\InformationManagement/*manpower\InformationSystems/*manpower\Managed CarePrograms/economics/organization &administration\PersonnelSelection/*methods\Personnel Turnover\Salariesand Fringe Benefits\United States NOTES:PUBLICATION TYPE: Journal Article

17. Bolon DS. School of Health Science, OhioUniversity, Athens, USA.Health care supervisors and employee relationssuccess: three C's a day keep the union away.Health Care Superv. 1995 Sep ;14(1):32-41.PMID: 10144616 .

ABSTRACT: The health care industry is experiencingrapid change and uncertainty. Given thetremendous amount of instability in the industry,many observers are not surprised at the highlevel of militancy currently being displayed bymany health care workers. However, it shouldnot automatically follow that turbulent times willlead to uneasy management-labor relations.Maintaining nonunion status depends largely onthe employee relations skills and capabilities offirst-line supervisors. The article reviews anddiscusses three key attributes (communication,consideration, and commitment) that supervisorsmust display in order to promote employeesatisfaction and remain union-free. Practicalguidelines and suggestions are provided.SUBJECT HEADINGS:Communication\EmployeeGrievances\Guidelines\Health FacilityAdministrators/standards\Humans\*Interprofessional Relations\*Job Satisfaction\LaborUnions/*organization &administration\Leadership\PersonnelLoyalty\PersonnelManagement/*standards\United States NOTES:PUBLICATION TYPE: Journal Article

18. Brewer CS, Nauenberg E. School of Nursing,University at Buffalo, Buffalo, NY, [email protected] intentions of registered nurses employedin the western New York labor market:relationships among demographic, economic,and attitudinal factors. Appl Nurs Res. 2003Aug;16(3):144-55. PMID: 12931328 .

ABSTRACT: Demographic, economic, and attitudinalfactors may affect the work participation behaviorof full and part-time RNs in hospital and non-hospital settings. The sample (N = 776) includedrandomly selected RNs from the 1997registration lists of the New York StateDepartment of Professional Licensing. Classicalt-tests and chi-square tests were used to test fordifferences between hospital, non-hospital, full-time and part-time RNs. Only RNs employed inhospital settings were significantly less satisfiedand less committed to their organization than

were non-hospital based nurses; however theseattitudes, frequently shown to be related toturnover behavior, did not result in intentions toleave. Differences in satisfaction andcommitment across job settings begin to explainwork participation behavior of nurses, as distinctfrom organizational behavior.SUBJECT HEADINGS: Adult\*Attitude of HealthPersonnel\*CareerMobility\*Employment\Female\Humans\JobSatisfaction\Male\Middle Aged\NewYork\Nurses/*economics/*psychology/trends\Nursing Staff, Hospital/*psychology\PersonnelLoyalty\Personnel Turnover\Research Support,Non-U.S. Gov't\Research Support, U.S. Gov't,P.H.S.\Salaries and Fringe Benefits\WorkloadNOTES: PUBLICATION TYPE: Journal Article

19. Brown N, Chellin V. Brown & Chellin Consulting,Seattle.Recruitment and retention leadership. J AHIMA.1993 Aug;64(8):60-3. PMID: 10127694SUBJECT HEADINGS: Humans\InserviceTraining\InterdepartmentalRelations\Interviews\JobSatisfaction\*Leadership\Medical RecordsDepartment, Hospital/*manpower/organization&\administration\PersonnelSelection/*organization & administration\UnitedStates NOTES: PUBLICATION TYPE: JournalArticle

20. Brown WE Jr, Dawson D, Levine R. NationalRegistry of Emergency Medical Technicians,Columbus, Ohio 43229, USA.Compensation, benefits, and satisfaction: theLongitudinal Emergency Medical TechnicianDemographic Study (LEADS) Project. PrehospEmerg Care. 2003 Jul-Sep;7(3):357-62. PMID:12879386 .

ABSTRACT: OBJECTIVE: To determine thecompensation, benefit package, and level ofsatisfaction with the benefits of nationallyregistered emergency medical technicians(NREMTs) in 2001. METHODS: The LongitudinalEMT Attribute Demographic Study (LEADS)Project included an 18-question snapshot surveyon compensation with the 2001 core survey. Thissurvey was sent to 4,835 randomly selectedNREMTs. A total of 1,718 NREMT-Basics andNREMT-Paramedics, from 1,317 different postalzip codes, responded to the survey. RESULTS:Most NREMTs in the survey (86% of thecompensated NREMT-Basics and 85% of thecompensated NREMT-Paramedics) wereemployed primarily as patient care providers. Fortheir emergency medical services (EMS) work inthe previous 12 months, compensated NREMT-Basics had mean earnings of 18,324 US dollars(standard error, 978 US dollars) andcompensated NREMT-Paramedics had meanearnings of 34,654 US dollars (standard error,



646 US dollars). At least 26% of compensatedNREMT-Basics and 9% of compensatedNREMT-Paramedics had no health insurance.The majority of compensated NREMTs (62% ofthe Basics and 57% of the Paramedics) reportedtheir retirement plans were not adequate to meettheir financial needs. EMTs are not satisfied withthe appreciation and recognition they receivefrom EMS employers. About one-third (35% ofthe compensated NREMT-Basics and 30% of thecompensated NREMT-Paramedics) were notsatisfied with all of the benefits they receive fromtheir EMS employer. Nearly all (94% of bothcompensated NREMT-Basics and NREMT-Paramedics) believed that EMTs should be paidmore for the job that they do. CONCLUSIONS:The adequacy of EMT compensation and benefitpackages is an area of concern. It is notunreasonable to believe that these factors areassociated with EMT retention and attrition.Additional longitudinal EMT information oncompensation and benefits are anticipated todetermine the extent to which compensation andbenefits are factors in EMT retention.SUBJECT HEADINGS: Adult\*Attitude of HealthPersonnel\Cross-Sectional Studies\DataCollection\Emergency MedicalTechnicians/*economics/*psychology\Female\Health Benefit Plans, Employee/statistics &numerical data\Humans\*JobSatisfaction\Longitudinal Studies\Male\PersonnelLoyalty\Personnel Turnover\Research Support,U.S. Gov't, Non-P.H.S.\Salaries and FringeBenefits/*statistics & numerical data\UnitedStates NOTES: PUBLICATION TYPE: JournalArticle

21. Buchbinder SB, Melick CF, Powe NR. HealthCare Management Program, Department ofHealth Science, Towson University, Maryland,USA.Managed care and primary care physicians'overall career satisfaction. J Health CareFinance. 2001 Winter;28(2):35-44. PMID:11794755 .

ABSTRACT: Salaried employment among primary carephysicians (PCPs) is becoming the rule ratherthan the exception. Because of this trend, theconsequences of employment, types of practicerevenues and overall career satisfaction will havethe greatest impact on this group, theiremployers, and the populations they serve. Thisarticle examines the relationship betweenmanaged care contracts, managed carerevenues and salaried PCP overall careersatisfaction. Proportion of practice revenues frommanaged care and types of managed carecontracts were associated with PCP overallcareer satisfaction. The implications of thesefindings and their importance to PCP turnoverare discussed.SUBJECT HEADINGS: *Attitude of Health

Personnel\Data Collection\Data Interpretation,Statistical\Employment/*psychology/trends\Humans\*Job Satisfaction\Managed CarePrograms/*economics/manpower\PersonnelTurnover\Physicians,Family/economics/*psychology/supply &distribution\Primary HealthCare/*economics/manpower\Salaries and FringeBenefits\United States NOTES: PUBLICATIONTYPE: Journal Article

22. Buchbinder SB, Wilson M, Melick CF, Powe NR.Healthcare Management Program, Departmentof Health Science, Towson University, 8000 YorkRd, Towson, MD 21252-0001, [email protected] care physician job satisfaction andturnover. Am J Manag Care. 2001 Jul;7(7):701-13. PMID: 11464428 .

ABSTRACT: OBJECTIVE: To examine the relationshipof personal characteristics, organizationalcharacteristics, and overall job satisfaction toprimary care physician (PCP) turnover.SUBJECTS AND METHODS: A cohort of 507postresident, nonfederally employed PCPsyounger than 45 years of age, who completedtheir medical training between 1982 and 1985,participated in national surveys in 1987 and1991. Psychological, economic, and sociologicaltheories and constructs provided a conceptualframework. Primary care physician personal,organizational, and overall job satisfactionvariables from 1987 were consideredindependent variables. Turnover-relatedresponses from 1991 were dependent variables.Bivariate and multivariate analyses wereconducted. RESULTS: More than half (55%) ofall PCPs in the cohort left at least 1 practicebetween 1987 and 1991. Twenty percent of thecohort left 2 employers. PCPs dissatisfied in1987 were 2.38 times more likely to leave (P <.001). Primary care physicians who believed thatthird-party payer influence would decrease in 5years were 1.29 times more likely to leave (P <.03). Non-board certified PCPs were 1.3 timesmore likely to leave (P < .003). Primary carephysicians who believed that standardizedprotocols were overused were 1.18 times morelikely to leave (P < .05). Specialty, gender, age,race, and practice setting were not associatedwith PCP turnover. CONCLUSIONS: Turnoverwas an important phenomenon among PCPs inthis cohort. The results of this study could enablepolicy makers, managed care organizations,researchers, and others to better understand therelationship between job satisfaction andturnover.SUBJECT HEADINGS: Adult\CareerChoice\Cohort Studies\Data Collection\FamilyPractice/manpower\Female\Humans\InternalMedicine/manpower\*JobSatisfaction\Male\Pediatrics/manpower\*Personn



el Turnover\Physicians,Family/*psychology\ProfessionalPractice/statistics & numerical data\ResearchSupport, U.S. Gov't, P.H.S.\United StatesNOTES: PUBLICATION TYPE: Journal Article

23. Buffa J. Allied Consulting, Inc., Irving, TX, USA.Recruitment strategies may blunt impact ofemerging allied health shortages. Med NetwStrategy Rep. 1998 May;7(5):10-1. PMID:10181288. SUBJECT HEADINGS: Allied HealthPersonnel/economics/*supply & distribution\DataCollection\Economic Competition\PersonnelSelection/*methods\Rehabilitation/economics/manpower\Salaries and Fringe Benefits/statistics &numerical data\United States NOTES:PUBLICATION TYPE: Journal Article

24. Butler T, Waldroop J. Job sculpting: the art ofretaining your best people. Harv Bus Rev. 1999Sep-Oct;77(5):144-52, 186. PMID: 10621264 .

ABSTRACT: Hiring good people is tough, but keepingthem can be even tougher. The professionalsstreaming out of today's MBA programs are sowell educated and achievement oriented thatthey could do well in virtually any job. But willthey stay? According to noted career expertsTimothy Butler and James Waldroop, only if theirjobs fit their deeply embedded life interests--thatis, their long-held, emotionally driven passions.Butler and Waldroop identify the eight differentlife interests of people drawn to business careersand introduce the concept of job sculpting, theart of matching people to jobs that resonate withthe activities that make them truly happy.Managers don't need special training to jobsculpt, but they do need to listen more carefullywhen employees describe what they like anddislike about their jobs. Once managers andemployees have discussed deeply embedded lifeinterests--ideally, during employee performancereviews--they can work together to customizefuture work assignments. In some cases, thatmay mean simply adding another assignment toexisting responsibilities. In other cases, it mayrequire moving that employee to a new positionaltogether. Skills can be stretched in manydirections, but if they are not going in the rightdirection--one that is congruent with deeplyembedded life interests--employees are at risk ofbecoming dissatisfied and uncommitted. And inan economy where a company's most importantasset is the knowledge, energy, and loyalty of itspeople, that's a large risk to take.SUBJECT HEADINGS: *CareerMobility\Counseling\Humans\Industry/*manpower\Interprofessional Relations\*JobSatisfaction\PersonnelManagement/*methods\Psychology,Industrial\United States NOTES: PUBLICATIONTYPE: Journal Article

25. Campbell A. Mid-Missouri Dialysis Clinics Inc.,Columbia, Mo., USA.Improving retention and motivation in non-clinicaldialysis employees. Nephrol News Issues. 2004Feb; 18(2):22-7. PMID: 14748247 .

ABSTRACT: For no additional expense, little intrusioninto the schedule or duties of the day, and noadditional personnel to hire, dialysis facilities canmake a dramatic impact on the training,motivation, and retention of employees throughthe use of classes designed specifically for theneeds of newly employed non-clinical personnel.In today's world where many are expected to doa task with little or no orientation to the overallvalues and goals of the organization and howtheir tasks matter, what other action canaccomplish so much for employee motivationand retention for so little time and expense? AtDCI Mid-Missouri this program has beensuccessful in retaining many excellentemployees over many years and has been partof an ongoing effort to increase employees'interest and commitment to their work and theorganization. It has also made them much moreaware of treatments, other personnel and mostof all, of our patients and their needs. It fulfills theneeds of humans to be valued and havemeaningful work. It contains costs and helpsefficiency and productivity. Most of all, it keepsexcellent people on the job and enjoying theirwork more than they would have. Participants'words when evaluating the most recent series ofclasses speak for themselves in demonstratingthese important benefits that can be achievedeasily in dialysis facilities throughout the UnitedStates and the world.SUBJECT HEADINGS: Allied HealthPersonnel/*education\Ambulatory CareFacilities/*manpower\Humans\*Motivation\*Personnel Turnover\*Renal Dialysis NOTES:PUBLICATION TYPE: Journal Article

26. Chilton LA. Departments of Pediatrics LovelaceHealth Systems and University of New MexicoSchool of Medicine Albuquerque, NM 87108,USA. [email protected] long will you be staying, doctor? West JMed. 2000 Oct;173(4):243-4. PMID: 11017983 .SUBJECT HEADINGS: Humans\*JobSatisfaction\PersonnelTurnover\*Physicians\Rural HealthServices\Southwestern United States\UnitedStates\*United States Indian Health ServiceNOTES: PUBLICATION TYPE: Journal Article

27. Chyna JT. IT recruitment and retention. HealthcExec. 2002 Nov-Dec;17(6):54. PMID: 12416343.SUBJECT HEADINGS: Humans\InformationManagement/*manpower\InserviceTraining/organization &administration\Internet\*PersonnelLoyalty\Personnel Selection/*methods\Salaries



and Fringe Benefits\United States NOTES:PUBLICATION TYPE: Journal Article

28. Claiter C, Wright I. A strategy for recruiting andretaining health information managementprofessionals. Hosp Q . 2000 Fall;4(1):50-5.PMID: 11490560 .

ABSTRACT: In the summer of 1998, the UniversityHealth Network (UHN) faced an acute personnelsituation in which an exodus of skilled resourceswas taking place. The turnover of informationmanagement staff was increasing dramatically,and despite best efforts to recruit newemployees, the vacancy rate remained at anunsustainable level. This case study reviewsboth the short- and long-term strategies thatwere employed to address these issues and toestablish UHN as an employer of choice inhealth information management. Material in thisarticle is based in part on papers presented atHIMSS 2000 and INFOCUS 2000 (Cameron,Claiter and Murphy 2000).SUBJECT HEADINGS: CareerMobility\Education, Professional\*HospitalAdministrators\Humans\InformationManagement/*manpower\Ontario\*PersonnelLoyalty\Personnel Selection/*methods\Salariesand Fringe Benefits NOTES: PUBLICATIONTYPE: Journal Article

29. Clarke KF. Deloitte & Touche's SoutheastHuman Capital Advisory Services, Atlanta, USA.What businesses are doing to attract and retainemployees--becoming an employer of choice.Empl Benefits J. 2001 Mar;26(1):21-3. PMID:11272511.

ABSTRACT: This article explains why the neweconomy has made many businesses anxious tobecome employers of choice. The author uses acase study to show how one firm achieved thisgoal and explains the role that innovativebenefits practices and other HR policies can playin attracting and retaining qualified employees.SUBJECT HEADINGS:Commerce/manpower/*organization &administration\Humans\OrganizationalPolicy\*Personnel Loyalty\PersonnelSelection/*methods\United States NOTES:PUBLICATION TYPE: Journal Article

30. Cochran C, Peltier JW. University of Nevada-LasVegas, Health Care Administration Program,Department of Public Administration, Las Vegas,NV 89154-6026, [email protected] medical directors in community healthcenters. The importance of administrativerelationships. J Ambul Care Manage. 2003 Jul-Sep;26(3):250-9. PMID: 12856504 .

ABSTRACT: Physician retention has become a criticalissue for maintaining the success of today'shealth care organizations. With many external

factors--increasing malpractice premiums, lowerreimbursement rates, and managed carecontrols--driving physicians out of the practice, itis imperative to understand how the internalfunctions of the organization can help maintainsatisfaction in the workplace and preventphysicians from leaving (Reece, 2000; Taylor,2002). This is especially important in Communityand Migrant Health Centers (C/MHCs), federallysupported health clinics providing care to low-income and uninsured patients in medicallyunderserved communities and neighborhoods. Inthis study, we examine the medical directors'roles and responsibilities, their relationships withthe C/MHC administrators, and whether theseimpact satisfaction and, ultimately retention inthe centers.SUBJECT HEADINGS: Attitude of HealthPersonnel\Community HealthCenters/manpower/*organization &administration\Efficiency, Organizational\HealthFacilityAdministrators/*psychology\Humans\*Interprofessional Relations\Job Description\*JobSatisfaction\Leadership\Models,Organizational\*Personnel Loyalty\PhysicianExecutives/*psychology/supply &distribution\Physicians/supply &distribution\Professional Role\Quality of HealthCare\Questionnaires\Task Performance andAnalysis\Transients and Migrants\United StatesNOTES: PUBLICATION TYPE: Journal Article

31. Coile RC Jr. Nursing shortages: ten strategies tobecoming a "magnet hospital" for RN recruitmentand retention. Russ Coiles Health Trends. 1999Jun;11(8):1, 3-7. PMID: 10538821 .SUBJECT HEADINGS:Benchmarking\Demography\JobSatisfaction\Nursing Staff,Hospital/economics/*supply &distribution\Personnel Administration,Hospital/*standards\PersonnelDownsizing\Personnel Selection\PersonnelTurnover\*Planning Techniques\Quality of HealthCare\Salaries and Fringe Benefits/trends\UnitedStates NOTES: PUBLICATION TYPE: JournalArticle

32. Collins SK, Collins KS. College of Business andAdministration, Southern Illinois UniversityCarbondale, USA. [email protected] retention: an issue of survival inhealthcare. Radiol Manage. 2004 Jul-Aug;26(4):52-5. PMID: 15377111 .

ABSTRACT: Successful healthcare organizationsemphasize attracting human resource assetsand aggressively seek to resolve and preventhigh employee turnover. Understanding the keycomponents surrounding the importance ofmeasuring employee turnover, learning how itaffects patient care, and realizing what is needed



to retain quality employees is central to theresolution. Measuring employee turnover in ahealthcare department is fundamental to thesuccess of the organization and the quality ofcare it delivers. Some studies indicate the cost ofturnover can average 150% of the employee'sannual salary. Furthermore, when employeesleave, their duties are shifted to the remainingpersonnel who feel obligated to shoulder theadditional burden. The most important impact ofemployee turnover may be the effect on patientcare. Generally, all patients prefer to be cared forby the same members of a healthcare team eachtime they require treatment. This involvesbuilding relationships between the patients andtheir respective healthcare organizations. Theserelationships are important to the success of thefacility, especially in cases where the sametreatment/care can be received elsewhere.Creating an organizational environment that isdedicated to the retention of talented personnelis the first step in reducing employee turnover.Determining why employees are leaving anorganization is an important part of developingan effective strategy. One way this informationcan be obtained is by conducting detailed exitinterviews. Organizations should focus on thefollowing issues in order to maintain theirqualified workforce in the long term:communication; decision making; compensation,benefits, and career development; recruitment;appreciation and understanding; andmanagement.SUBJECT HEADINGS: Humans\PatientCare\Personnel Administration,Hospital/*methods\*Personnel Loyalty\Salariesand Fringe Benefits\United States NOTES:PUBLICATION TYPE: Journal Article

33. Conant G, Kleiner BH. Department ofManagement, School of Business Administrationand Economics, California State University,Fullerton, USA.Human resource management in the health-careindustry. Health Manpow Manage. 1998;24(2-3):114-8. PMID: 10346306 .

ABSTRACT: It has been said that managing change isa synonym for managing people through change.No other industry has experienced more changein the past ten years than the health-careindustry. In order to regulate all this change,managers in health-care organizations mustidentify new ways to deal with the changes. Theissues are as old as time: job satisfaction,cultural conflict, and compensation. This paperaddresses each of these key issues with thefollowing examples. A new nursing paradigm thatwas implemented at a hospital has significantlyincreased job satisfaction. This paper also takesa look at ways to manage cultural conflict in adiversified workforce. Finally, the results of ateam approach to compensation are studied.

SUBJECT HEADINGS: Conflict(Psychology)\Cultural Diversity\EmployeeIncentive Plans\Health Personnel/organization &administration\Humans\Job Description\JobSatisfaction\*OrganizationalInnovation\PersonnelManagement/*methods\Salaries and FringeBenefits\United States NOTES: PUBLICATIONTYPE: Journal Article

34. Contino DS. Emergency Management Systems,Inc., Laguna Niguel, Calif., USA.Cut turnover costs with five rights of hiring. NursManage. 2002 Apr;33(4):18. PMID: 11982129 .

ABSTRACT: Effective nurse leaders recruit, place, andretain staff. Here's how to educate yourmanagers to perform the five rights of hiring justas nurses use the five rights of medicationadministration.SUBJECT HEADINGS:Communication\Education, Nursing,Continuing/standards\Humans\InserviceTraining/standards\InterprofessionalRelations\Job Description\NurseAdministrators/organization &administration/psychology\NursingStaff/economics/education/psychology/*supply &distribution\Nursing, Supervisory/organization &administration\PersonnelSelection/economics/*methods/standards\Personnel Turnover/*economics\Salaries and FringeBenefits NOTES: PUBLICATION TYPE: JournalArticle

35. Cotter TJ, Bonds RG. Sullivan, Cotter andAssociates, Inc., Detroit, MI, USA.Structuring competitive physician compensationprograms. Healthc Financ Manage. 1995 Dec;49(12):52-6, 58-9. PMID: 10152896 .

ABSTRACT: One of the most momentous recentchanges in the healthcare marketplace is themovement of physicians from the private practiceof medicine to full- or part-time employment. Asincreasing numbers of physicians becomeemployees of healthcare organizations,structuring competitive physician compensationprograms to attract and retain physicians willbecome increasingly important for the financialwell-being of healthcare organizations.Healthcare executives should use data from anadequate sample of competing physicianemployers in structuring physician compensationprograms consistent with their organization'sstrategic goals and objectives.SUBJECT HEADINGS: EconomicCompetition\Employment/*economics\FinancialManagement, Hospital\OrganizationalObjectives\Physician IncentivePlans/economics/organization &administration\Physicians/*economics\Salariesand Fringe Benefits/*statistics & numericaldata\United States NOTES: PUBLICATION



TYPE: Journal Article

36. Cross MA. Tips for recruiting I.T. professionals intough times. Health Data Manag. 1998May;6(5):98-100. PMID: 10179888 .

ABSTRACT: Health care organizations are strugglingto recruit information technology staff in a fiercelycompetitive market. Providers and insurers needmore technology personnel to manage thegrowing number of systems their organizationsare demanding. But finding qualified staff is noteasy at a time when technology is changingrapidly and experienced specialists are scarce.Some CIOs, however, are devising creativestrategies for attracting the talented techniciansthat they need.SUBJECT HEADINGS: Creativeness\EconomicCompetition\Guidelines\Humans\InformationManagement\InformationSystems/*manpower\OrganizationalInnovation\Personnel Selection/*trends\Salariesand Fringe Benefits\United States NOTES:PUBLICATION TYPE: Journal Article

37. Cummings MR. Aurora Health Care, Milwaukee,WI, USA.Guard force management: keeping security inthe house. J Healthc Prot Manage. 1999Summer;15(2):65-71. PMID: 10557445 .

ABSTRACT: Aurora Health Care's decision to stay witha proprietary force was based not only onfinancial findings, but also on the intangiblebenefits of in-house officers. To decide what willwork best for their own organizations, says theauthor, security managers should examineturnover, training, loyalty, and service--and notjust concentrate solely on cost.SUBJECT HEADINGS: ComparativeStudy\ContractServices/economics/*organization &administration\Costs and Cost Analysis\DecisionMaking,Organizational\Employment/economics/*organization & administration\PersonnelLoyalty\Personnel Turnover\SecurityMeasures/*organization &administration\Wisconsin NOTES:PUBLICATION TYPE: Journal Article

38. Cunningham I, Hyman J. University ofMiddlesex, Hendon, UK.Empowerment: the right medicine for improvingemployee commitment and morale in the NHS?Health Manpow Manage. 1996;22(6):14-24.PMID: 10164222 .

ABSTRACT: States that in recent years, empowermentof National Health Service (NHS) Trustemployees has been given substantial politicaland managerial support. Examines the extent towhich the commitment and morale of staff in twoNHS Trust hospitals has altered following theintroduction of a raft of techniques under the

empowerment label. The researchersinterviewed substantial numbers of staff withmanagerial responsibilities, personnel specialistsand conducted written surveys seekingemployee opinion. Reports the findings, whichconfirm that, under empowerment, the work ofboth managers and staff has become moreintensive, but managers claim that theircommitment has risen, while for non-managerialemployees, severe problems of commitment tothe Trust, declining morale and high stress wereexposed. Identifies reasons for these difficultieswhich were: the salience of budgetary andoperational priorities; lack of training; resistanceto the implementation of empowerment; andrecognition that little real authority was beingdevolved to employees. Concludes that thelimited effects attributable to empowerment couldbe explained by its association with harder-edged manpower policies introduced to meetfinancial and competitive pressures. Underfavourable contextual conditions, empowermentmay exert more positive effects.SUBJECT HEADINGS: Attitude of HealthPersonnel\Data Collection\Humans\InserviceTraining\Interprofessional Relations\JobSatisfaction\Morale\Motivation\PersonnelLoyalty\PersonnelManagement/*methods/statistics & numericaldata\*Power (Psychology)\*ProfessionalAutonomy\Program Evaluation\ResearchSupport, Non-U.S. Gov't\Scotland\StateMedicine/*organization & administration NOTES:PUBLICATION TYPE: Journal ArticlePUBLICATION TYPE: ReviewPUBLICATION TYPE: Review, TutorialNUMBER OF REFERENCES: 35

39. Deutschman M. Communication Department,Buffalo State College, New York 14222-1095,USA.Interventions to nurture excellence in the nursinghome culture. J Gerontol Nurs. 2001Aug;27(8):37-43. PMID: 11817436 .

ABSTRACT: There is no one formula for culcurechange. A joint steering committee of staffmembers can develop plans that will build trust,address each other as equals, and drive out fearas they move the process of change. Trainingand sharing information help staff recognize thisis a process, not an event. New well-screenedteam members need training to integrate theminto the culture. It is important to identify theknowledge and expertise of team members tomaximize their energies and talents. Recruitmentand retention of those who share the values ofthis culture are of paramount importance. It isworth the time and effort to secure commitmentto these values. One example of this effort is afacility in Pennsylvania that, at its worst, had twothirds of its staff turnover in a year. The nationalaverage was 82% in 1995, an increase from



71.5% the year before. They were able to reducetheir turnover rate to 27% by examining thehiring records and finding that workers withcertain personality traits and attitudes were lesslikely to leave. They looked for compassion andcommunication skills, perceptions of older adults,ability to cope with death and dying, and ability tohandle the unpleasant tasks of residene hygieneand bathroom visits. Current staff membersdetermined and voted on best fit of candidates(Montague, 1997). Although training andevaluation are an important component ofretention and commitment to values in anyorganization, training and evaluation of nursinghome employees may be quite different fromother employment. A nurse in a nursing homeneeds to be evaluated not only on clinical skills,but on communication skills, attitude, andleadership (Meyer, 1995). Then training andemployee development programs can betargeted to specific areas for corrective action.What is taught in training and what occurs on thejob should correspond, or role conflict occursincreasing the likelihood of turnover (Steffen,Nystrom, O'Connor, 1996). Although occasionalexit of poor performers and fresh ideas of newrecruits can be beneficial, inability to retainexperienced personnel can result in replacementcosts as high as $7,000 per employee (Proenca& Shewchuk, 1997). Furthermore, fosteringemployee commitment also has a mediatingeffect on family members' satisfaction withservice quality (Steffen, Nystrom, & O'Connor,1996). Each organization must be sensitized toits own problems. Attitudes cannot be changedby rules. Staff members need to be involved withlisting all the strengths and weaknesses and howto change the negatives to positives in their ownfacilities. This requires a continuous learningprocess. The learning organization usually needsto restructure to improve its operation to reducethe hierarchy. If all employees understand thereasons for change and have participated in thechange process, they are more likely to havelearned organizational values such as trust,commitment, honesty, and integrity byinculcating these values and teaching them toothers. Every employee is a partner in building agood reputation for the organization. One personcan make a difference in creating, protecting,and building an organization's good name(Young, 1996). Staff members need to have acollaborative relationship with those who surveythem, those who use their services, and thosewho compete with them. That does not mean"cronyism" (a dishonest, close relationship), butan honest, sharing relationship that fostersproblem-solving and sharing of best practices.Leaders of the future must be more flexible witha broader variety of experiences. Theirceremonial responsibilities as the head of theorganization become a critical and necessary

function (Steere, 1996). Ceremonies, rites, andrituals bind the members to the organization. Thevalues and culture work well because leadersexhibit these values in their interactivecommunication behaviors. The trend towardincreasingly empowered organizationsaddresses the need to move decision-making tolower levels, leaving the leadership role to one ofclearly articulating and demonstrating a sense ofpurpose and direction dedicated to excellenceand quality.SUBJECT HEADINGS: Aged\Aged, 80 andover\Clinical Competence\Female\Homes for theAged/*standards\Humans\Long-TermCare\Male\*Nurse-Patient Relations\NursingHomes/*standards\*OrganizationalCulture\Patient Satisfaction\Total QualityManagement/*methods\United States NOTES:PUBLICATION TYPE: Journal Article

40. Dutschke G. Home Health Services of Dallas,USA. [email protected] ways for employees to stay. Caring. 2002Sep;21(9):34-6. PMID: 12244806 .

ABSTRACT: According to the US Department of Labor,company costs for replacing an employee equalone-third of a new hire's annual salary. Normalturnover costs' effect on a home care agency'sbottom line is currently compounded by the factthat beyond the media hype, the nursingshortage is very real. Home Health Services ofDallas has a successful strategy for staffretention that has assisted in retaining many ofthe home health aides and other staff since theagency opened in 1974.SUBJECT HEADINGS: Community HealthNursing/*manpower\Home CareServices/*manpower\Humans\OrganizationalCulture\Personnel Loyalty\PersonnelManagement/*methods\PersonnelSelection\Personnel Turnover\Salaries andFringe Benefits\Staff Development\TexasNOTES: PUBLICATION TYPE: Journal Article

41. Edell D. Wanted: leadership, experience andchange. You bet it's tight. Fund Raising Manage.2000 Jul;31(5):12-3 . PMID: 11183588 .SUBJECT HEADINGS: AdministrativePersonnel/*supply &distribution\Creativeness\Leadership\Organizations, Nonprofit/*organization &administration\PersonnelSelection/*methods\Salaries and FringeBenefits\United States NOTES: PUBLICATIONTYPE: Journal Article

42. Ernst ME, Messmer PR, Franco M, Gonzalez JL.Mary E. Ernst, MSN, ARNP, is Director, CICU,Miami Children's Hospital, Miami, FL, USA.Nurses' job satisfaction, stress, and recognitionin a pediatric setting setting. Pediatr Nurs. 2004May-Jun;30(3):219-27. PMID: 15311648 .



ABSTRACT: PURPOSE: The purpose of this studywas to identify a set of factors that describesnursing satisfaction in the pediatric setting.METHODS: An exploratory descriptive designwas used. Surveys were distributed to all nursesemployed at a children's hospital in theSoutheast. The survey included: nursingsatisfaction, organizational work satisfaction, jobstress, and nurse recognition scales. Twohundred and forty-nine out of 534 pediatricnurses (46%) responded. Data were analyzedusing factor analysis and correlation. FINDINGS:The results of this survey demonstrated thatseveral factors predict pediatric nurses' jobsatisfaction and organizational work satisfaction.These factors include: pay, time to do thenursing care, confidence in one's ability, and taskrequirements. A relationship among nurses' jobsatisfaction, organizational work satisfaction, jobstress, and recognition in the pediatric settingwas also found. Nurses with more years ofexperience and longevity on the unit and at thehospital had more confidence, showed lessconcern about time demands, and were lessconcerned about pay and task requirements thanyounger nurses. Job stress correlatedsignificantly and inversely with age, years as anurse, and years in the organization. Oldernurses were more satisfied with recognition theyreceived than their younger counterparts.CONCLUSIONS: The findings of this studysupport the need to focus on programs toincrease the confidence of novice nurses,improve institutional nursing recognition for alllevels, enhance communication at all levels ofthe organization, and maintain competitivecompensation.SUBJECT HEADINGS: Adult\AgeFactors\Attitude of Health Personnel\Burnout,Professional/*psychology\ClinicalCompetence/standards\Communication\FactorAnalysis, Statistical\Female\Hospitals,Pediatric\Humans\*Job Satisfaction\Male\MiddleAged\Needs Assessment\Nurse's Role\NursingMethodology Research\Nursing Staff,Hospital/education/organization&\administration/*psychology\OrganizationalCulture\*PediatricNursing/education/organization &administration\Questionnaires\ResearchSupport, Non-U.S. Gov't\Reward\Salaries andFringe Benefits\Southeastern UnitedStates\Workload NOTES: PUBLICATION TYPE:Journal Article

43. Evans J, Lambert T, Goldacre M. UK MedicalCareers Research Group, Oxford University,Department of Public Health, Institute of HealthSciences, Old Road, Headington, Oxford, OX37LF. [email protected] recruitment and retention: a qualitativeanalysis of doctors' comments about training for

and working in general practice. Occas Pap RColl Gen Pract. 2002 Feb;(83):iii-vi, 1-33. PMID:12049026 .

ABSTRACT: BACKGROUND AND AIMS: Generalpractice in the UK is experiencing difficulty withmedical staff recruitment and retention, withreduced numbers choosing careers in generalpractice or entering principalships, and increasesin less-than-full-time working, career breaks,early retirement and locum employment.Information is scarce about the reasons for thesechanges and factors that could increaserecruitment and retention. The UK MedicalCareers Research Group (UKMCRG) regularlysurveys cohorts of UK medical graduates todetermine their career choices and progression.We also invite written comments fromrespondents about their careers and the factorsthat influence them. Most respondents reporthigh levels of job satisfaction. A noteworthyminority, however, make critical comments aboutgeneral practice. Although their views may notrepresent those of all general practitioners(GPs), they nonetheless indicate a range ofconcerns that deserve to be understood. Thispaper reports on respondents' comments aboutgeneral practice. ANALYSIS OF DOCTORS'COMMENTS: Training Greater exposure togeneral practice at undergraduate level couldhelp to promote general practice careers andbetter inform career decisions. Postgraduategeneral practice training in hospital-based postswas seen as poor quality, irrelevant and run as ifit were of secondary importance to servicecommitments. In contrast, general practice-based postgraduate training was widely praisedfor good formal teaching that met educationalneeds. The quality of vocational training wasdependent upon the skills and enthusiasm ofindividual trainers. Recruitment problemsPerceived deterrents to choosing generalpractice were its portrayal, by some hospital-based teachers, as a second class careercompared to hospital medicine, and a perceptionof low morale amongst current GPs. The choiceof a career in general practice was commonlymade for lifestyle reasons rather thanprofessional aspirations. Some GPs hadencountered difficulties in obtaining posts ingeneral practice suited to their needs, whileothers perceived discrimination. Newly qualifiedGPs often sought work as non-principalsbecause they felt too inexperienced forpartnership or because their domestic situationprevented them from settling in a particular area.Changes to general practice The 1990 NationalHealth Service (NHS) reforms were largelyviewed unfavourably, partly because they hadled to a substantial increase in GPs' workloadsthat was compounded by growing publicexpectations, and partly because the two-tiersystem of fund-holding was considered unfair.



Fund-holding and, more recently, GPcommissioning threatened the GP's role aspatient advocate by shifting the responsibility forrationing of health care from government to GPs.Some concerns were also expressed about theintroduction of primary care groups (PCGs) andtrusts (PCTs). Together, increased workload andthe continual process of change had, for some,resulted in work-related stress, low morale,reduced job satisfaction and quality of life. Theseproblems had been partially alleviated by theformation of GP co-operatives. Retentiondifficulties Loss of GPs' time from the NHSworkforce occurs in four ways: reduced workinghours, temporary career breaks, leaving the NHSto work elsewhere and early retirement. Childrearing and a desire to pursue interests outsidemedicine were cited as reasons for seekingshorter working hours or career breaks. A desireto reduce pressure of work was a commonreason for seeking shorter working hours, takingcareer breaks, early retirement or leaving NHSgeneral practice. Other reasons for leaving NHSgeneral practice, temporarily or permanently,were difficulty in finding a GP post suited toindividual needs and a desire to work abroad.CONCLUSIONS: A cultural change amongstmedical educationalists is needed to promotegeneral practice as a career choice that isequally attractive as hospital practice. Theintroduction of Pre-Registration House Officer(PRHO) placements in general practice andimproved flexibility of GP vocational trainingschemes, together with plans to improve thequality of Senior House Officer (SHO) training inthe future, are welcome developments andshould address some of the concerns about poorquality GP training raised by our respondents.The reluctance of newly qualified GPs to enterprincipalships, and the increasing demand fromexperienced GPs for less-than-full-time work,indicates a need for a greater variety ofcontractual arrangements to reflect doctors'desires for more flexible patterns of working ingeneral practice.SUBJECT HEADINGS: *Attitude of HealthPersonnel\Career Choice\Education,Medical\FamilyPractice/education/manpower/*organization &administration\Great Britain\Health CareReform\Humans\*Personnel Loyalty\*PersonnelSelection\Physicians,Family/*psychology\Research Support, Non-U.S.Gov't\State Medicine NOTES: PUBLICATIONTYPE: Evaluation StudiesPUBLICATION TYPE: Journal Article

44. Feldman PH. Department of Health Policy &Management, Harvard School of Public Health,Boston, MA 02115.Work life improvements for home care workers:impact and feasibility. Gerontologist. 1993

Feb;33(1):47-54. PMID: 8440501 .ABSTRACT: Four work life demonstration projects

designed to upgrade home aide employment,reduce turnover, and increase continuity of carewere evaluated using randomly selectedexperimental and control groups at each of 11agencies. The projects reduced worker turnoverin the experimental groups from 10 to 44percentage points. Where it was measured,continuity of care also significantly improved.Local political, economic, and competitiveconditions affected the viability of the projects,which added from $.09 to $1.43 to the aides'hourly wage.SUBJECT HEADINGS: Continuity of PatientCare\Evaluation Studies\Female\Follow-UpStudies\Home CareServices/*manpower\Humans\JobSatisfaction\Middle Aged\MinorityGroups\PersonnelManagement/*methods\PersonnelTurnover\Salaries and Fringe Benefits\UnitedStates NOTES: PUBLICATION TYPE: JournalArticle

45. Fitch ratings. Health care special report. OklaNurse. 2003 Sep-Nov;48(3):26-8. PMID:14528733.

ABSTRACT: Fitch Ratings continues to believe that thecurrent and projected personnel shortages,especially among registered nurses (RNs).present one of the greatest operating challengesfor health care providers nationwide. As noted inFitch Research on "Health Care StaffingShortage," dated June 21, 2001 (available onFitch's web site at www.fitchratings. com),staffing is an area that is creating enormousexpense inflation for health care providers andpresenting one of the biggest areas ofuncertainty in assessing an organization's creditquality. Shortages are becoming increasinglywidespread, affecting health care providers inurban and rural areas regardless of size. Sincehealth care is a labor intensive business, salaryand benefit costs are key determinants ofprofitability. Fitch believes the attention given tothe nursing shortage and potential looming crisishas created a sense of urgency, with manyhospitals developing innovative strategies forwork force development. In addition, federal,state, and local governments are creatingprograms and/or providing financial support tohelp alleviate shortages. Yet, the benefits ofmany of these initiatives may not be realized formany years, and Fitch expects health careproviders to continue experiencing inflatingsalary and benefit expenses with growingtemporary staffing usage and competitivepressure to increase overall compensation. Fitchbelieves managing labor costs is critical toachieving profitability, especially as the ability toincrease revenue diminishes. Fitch believes the



nursing shortage will continue to represent anarea of extreme expense pressure for healthcare providers for years to come. Imbalancedsupply and demand, which is expected to worsenas retiring nurses outstrip replacements, shouldcreate financial strain for many providers in anindustry that is gearing up to meet the agingpopulation's anticipated demand for moreservices. Fitch plans to closely monitormanagement strategies for dealing with vacancyand turnover rates, as well as trends in agencyspending, to determine financial implicationsamong its rated portfolio.SUBJECT HEADINGS: Adult\AgeFactors\Attitude of HealthPersonnel\Forecasting\Humans\JobSatisfaction\Middle Aged\NeedsAssessment\Nursing Staff/psychology/*supply &distribution/trends\Personnel Staffing andScheduling/*organization &administration\Personnel Turnover/statistics &numerical data\United States NOTES:PUBLICATION TYPE: Journal Article

46. Fitzpatrick PG. School of Health Sciences,Clayton College and State University, Morrow,Georgia, USA.Turnover of certified nursing assistants: a majorproblem for long-term care facilities. Hosp Top.2002 Spring;80(2):21-5. PMID: 12238228 .

ABSTRACT: The increasing number of agingAmericans who will need long-term care, coupledwith the need to keep this care affordable,represents a formidable challenge to thehealthcare system. Some response must bemade to address what will soon becomeimmediate need. A significant part of theapproach to this problem lies in making long-term care as efficient, cost effective, andaffordable as possible. Reducing turnover ofcertified nursing assistants (CNAs) will helpachieve these goals. This article discusses theextent, implications, and causes of this turnoverand puts forth a program to correct the problem.SUBJECT HEADINGS: Aged\*Attitude of HealthPersonnel\Continuity of PatientCare\Humans\Inservice Training/organization &administration\Job Satisfaction\Long-TermCare/manpower\Nurses'Aides/education/psychology/*supply &distribution\Nursing Homes/*manpower\PatientSatisfaction\Personnel Turnover/statistics &numerical data/*trends\Salaries and FringeBenefits/statistics & numerical data\UnitedStates\Workload/psychology NOTES:PUBLICATION TYPE: Journal Article

47. Flanagan NA, Flanagan TJ. University at Buffalo,State University of New York, 14214-3049, USA.An analysis of the relationship between jobsatisfaction and job stress in correctional nurses.Res Nurs Health. 2002 Aug;25(4):282-94. PMID:

12124722 .ABSTRACT: Stamps and Piedmonte's Index of Work

Satisfaction and Harris's Nurse Stress Indexwere completed by 287 registered nursesemployed in state prison health care facilities inorder to assess job satisfaction and job stressamong correctional nurses. Correctional nurses'expectations about job satisfaction wereinfluenced by pay and autonomy. This findingwas consistent with studies of hospital nurses.Important sources of job satisfaction wereprofessional status and interaction withemployees. Analysis of differences betweenexpectations and sources of job satisfaction mayprovide understanding of career benefits andsources of dissatisfaction. Time pressures andorganizational support and involvement weresources of stress. Multivariate analyses showedan inverse relationship between stress and jobsatisfaction. Information about job satisfactionand work stress and their correlates may beused to develop strategies to improve therecruitment and retention of correctional nurses.SUBJECT HEADINGS: Adult\Burnout,Professional/classification/etiology/*psychology\Female\Humans\Interprofessional Relations\JobDescription\*Job Satisfaction\Male\MiddleAged\Multivariate Analysis\Nurse's Role\NursingMethodology Research\NursingStaff/organization &administration/*psychology\PersonnelSelection\*Prisons\ProfessionalAutonomy\Questionnaires\RegressionAnalysis\Risk Factors\Salaries and FringeBenefits\Severity of Illness Index\*Specialties,Nursing/organization & administration\TimeManagement\Workload NOTES: PUBLICATIONTYPE: Journal Article

48. Fox LA. Retaining your employees--a newperspective. J AHIMA. 1999 Oct ;70(9):66-8, 70.PMID: 10977408 .SUBJECT HEADINGS: HealthPersonnel/*psychology\Humans\*JobSatisfaction\Leadership\OrganizationalCulture\*Personnel Management\*PersonnelTurnover\Social Responsibility NOTES:PUBLICATION TYPE: Journal Article

49. From turnover to teamwork. Health Care FoodNutr Focus. 1998 Jul;14(11):1, 3-4. PMID:10181758 .SUBJECT HEADINGS: Employee IncentivePlans\Food Services/*manpower/organization &administration\Humans\Inservice Training\JobSatisfaction\Organizational Culture\PersonnelSelection\*Personnel Turnover\United StatesNOTES: PUBLICATION TYPE: Journal Article

50. Gaddy T, Bechtel GA. College of Public andAllied Health Sciences, East Tennessee StateUniversity, Johnson City, USA.



Nonlicensed employee turnover in a long-termcare facility. Health Care Superv. 1995Jun;13(4):54-60. PMID: 10142543 .

ABSTRACT: The purpose of this study was to analyzenonlicensed employee turnover in a long-termcare facility using Maslow's hierarchy of needsas a framework. During exit interviews, aconvenience sample of 34 employees completedan attitudes and beliefs survey regarding theirwork environment. Findings were mixed; 39.6percent of the employees stated positivepersonal relationships were a strength of theorganization, although 24.3 percent resignedbecause of personal/staff conflicts. Financialconcerns were not a major factor in theirresignations. The study suggests that decreasingnonlicensed employee stress and increasingtheir personal satisfaction with patient care maydecrease employee turnover.SUBJECT HEADINGS: EvaluationStudies\Humans\InterprofessionalRelations\Interviews\*Job Satisfaction\Nurses'Aides/*psychology/statistics & numericaldata\Nursing Homes/*manpower/statistics &numerical data\Personnel Loyalty\PersonnelTurnover/*statistics & numerical data\UnitedStates NOTES: PUBLICATION TYPE: JournalArticle

51. Gering J, Conner J. Conner & GeringAssociates, Brentwood, Tennessee, [email protected] strategic approach to employee retention.Healthc Financ Manage. 2002 Nov;56(11):40-4.PMID: 12656028 .

ABSTRACT: A sound retention strategy shouldincorporate a business plan, a value proposition,progress measures, and managementinfluences. The business plan will indicatewhether a healthcare organization will achieve areturn on investment for its effort. A valueproposition will showcase an organization'sstrengths and differentiate it from its competitors.Measuring progress toward meeting retentiongoals at regular intervals will help keep anorganization on track. The best managersrequire accountability, rewarding employees fortheir successes and taking corrective action asnecessary. Retention rate targets must be at alevel that will achieve a competitive advantage inthe served market.SUBJECT HEADINGS: Hospitals,Proprietary/manpower/*organization &administration\Humans\Job Satisfaction\Multi-Institutional Systems/organization &administration\Organizational Culture\PersonnelAdministration,Hospital/*economics/methods\*PersonnelLoyalty\PersonnelTurnover/economics\Personnel,Hospital/economics/education/*supply &

distribution\Planning Techniques\Salaries andFringe Benefits\Staff Development\TennesseeNOTES: PUBLICATION TYPE: Journal Article

52. Gerson RF. Gerson Goodson, Inc., Clearwater,Florida, USA. [email protected] retention: a customer serviceapproach. Radiol Manage. 2002 May-Jun;24(3):16-23. PMID: 12080928 .

ABSTRACT: Employee retention is a huge problem.There are staff shortages in radiology becausenot enough people are entering the profession;too many people are leaving the profession forretirement, higher-paying jobs or jobs with lessstress; and there are not enough opportunitiesfor career advancement. Staff shortages areexacerbated by difficulty in retaining people whoenter the profession. While much work has beenfocused on recruitment and getting more people"in the front door," I suggest that the bulk offuture efforts be focused on employee retentionand "closing the back door." Employee retentionmust be an ongoing process, not a program.Approaches to employee retention that focus onexternal things, i.e., things that the company cando to or for the employee, generally are notsuccessful. The truth is that employee retentionprocesses must focus on what the employeegets out of the job. The process must be abenefits-based approach that helps employeesanswer the question, "What's in it for me?" Theretention processes must be ongoing andintegrated into the daily culture of the company.The best way to keep your employees is to treatthem like customers. Customer service works forexternal customers. We treat them nicely. Wework to satisfy them. We help them achieve theirgoals. Why not do the same for our employees?If positive customer service policies andpractices can satisfy and keep externalcustomers, why not adapt these policies andpractices for employees? And, there is aservice/satisfaction link between employeeretention and higher levels of customersatisfaction. Customers prefer dealing with thesame employees over and over again. Employeeturnover destroys a customer's confidence in thecompany. Just like a customer does not want tohave to "train and educate" a new provider, theydo not want to do the same for your "revolvingdoor" employees. So, the key is to keepemployees so they in turn will help you keep yourcustomers. Because the techniques of thisprocess mirror the activities of customer serviceand customer relationship management, I callthe combined process C/ERM forcustomer/employee relationship management.Both activities must be going on simultaneouslyto create a loyalty link that ensures customersatisfaction and retention through employeeservice, satisfaction and retention.SUBJECT HEADINGS: Consumer



Satisfaction\Humans\JobSatisfaction\Organizational Culture\PersonnelAdministration, Hospital/*methods\*PersonnelLoyalty\Radiology Department,Hospital/*manpower/organization &administration\Salaries and Fringe Benefits\StaffDevelopment\United States NOTES:PUBLICATION TYPE: Journal Article

53. Gifford BD, Zammuto RF, Goodman EA. Collegeof Business, University of Colorado at Denver,USA.The relationship between hospital unit cultureand nurses' quality of work life. J Healthc Manag.2002 Jan-Feb;47(1):13-25; discussion 25-6.PMID: 11836962 .

ABSTRACT: Turnover rates for hospital nurses havebeen increasing in recent years, which is partiallya result of increasing pressure on nurses fromhigher productivity expectations in a managedcare environment. Improving nurse retention is adifficult challenge to managers since thebureaucratic cultural norm of hospitals, with itshierarchical structures, rules, and regulations,and heavy emphasis on measurement ofoutcomes and costs, may not be the culture mostconducive to enhancing nurses' job satisfactionand commitment. Accordingly, this studyinvestigates the relationships between unitorganizational culture and several important job-related variables for nurse retention in the laborand delivery units of seven hospitals. Dataanalysis shows that unit organizational culturedoes affect nurses' quality of work life factorsand that human relations cultural values arepositively related to organizational commitment,job involvement, empowerment, and jobsatisfaction, and negatively related to intent toturnover. These findings suggest that althoughincreasing recruitment of nurses and improvedcompensation and benefits strategies may offsethospital nurse shortages in the short term,improving quality of work life may be a morepractical and long-term approach to improvinghospital nurse retention.SUBJECT HEADINGS:Arizona\Colorado\DeliveryRooms/manpower/organization &administration\Humans\InterpersonalRelations\Interviews\*Job Satisfaction\Models,Organizational\Nursing AdministrationResearch\Nursing Staff,Hospital/*psychology\ObstetricalNursing/manpower/*organization &administration\*Organizational Culture\PersonnelLoyalty\Personnel Turnover\*Quality ofLife\Questionnaires\SocialEnvironment\Utah\Workplace/*psychologyNOTES: PUBLICATION TYPE: Journal ArticlePUBLICATION TYPE: Multicenter Study

54. Glabman M. Nurses needed--stat! The hospital

field is desperate for creative solutions to stopthe nursing drain. Trustee. 2001 Jun; 54(6):8-12,14, 23. PMID: 11417011 .

ABSTRACT: Reaching epidemic proportions, the nurseshortage may be the worst and most far-reachingproblem hospitals have confronted in the last 10years--a decade beset by health care woes.Hopefully, once trustees understand the reasonsfor the shortage, they can devise ways toalleviate it.SUBJECT HEADINGS: Career Mobility\DataCollection\Employee Incentive Plans\GoverningBoard\Humans\Job Satisfaction\Nursing Staff,Hospital/*supply & distribution\PersonnelSelection/*methods\PersonnelTurnover/trends\Safety Management\Salariesand Fringe Benefits\United States NOTES:PUBLICATION TYPE: Journal Article

55. Greipp ME. Department of Nursing, Rutgers-TheState University of New Jersey, Camden 08102,USA. [email protected] compression: its effect on nurserecruitment and retention. J Nurs Adm. 2003Jun;33(6):321-3. PMID: 12796628 .SUBJECT HEADINGS: Age Factors\CareerChoice\Career Mobility\CostControl\Humans\Inflation, Economic/trends\JobSatisfaction\Nursing AdministrationResearch\NursingStaff/*economics/education/psychology/*supply& distribution\Personnel Loyalty\PersonnelSelection/*economics/methods\PersonnelTurnover/*economics/trends\Salaries and FringeBenefits/*economics/trends\United StatesNOTES: PUBLICATION TYPE: Journal Article

56. Gustafson BM. Gustafson & Associates, Inc.,Port Washington, Wisconsin, [email protected] pay improves PFS (patient financialservices) staff recruitment, retention, andperformance. Healthc Financ Manage . 2000Jan;54(1):62-3. PMID: 11067010 .SUBJECT HEADINGS: Employee PerformanceAppraisal/*economics\Financial Management,Hospital\*Patient Credit and Collection\PersonnelLoyalty\Personnel Selection\*Salaries and FringeBenefits\United States NOTES: PUBLICATIONTYPE: Journal Article

57. Heard NL. Western Home Health, Inc., Arvada,CO.Recruitment and retention of home care aides.Promoting employee longevity. Caring. 1993Apr;12(4):12-5 . PMID: 10124604 .

ABSTRACT: Home care aides play an essential part inhome care services, yet agencies experience ahigh turnover rate in this position--an average of50% annually. One Medicare-certified agencydetermined to address and resolve the situation.SUBJECT HEADINGS: Allied Health



Personnel/*supply & distribution\Colorado\Costsand Cost Analysis\HomemakerServices/*manpower\InserviceTraining\Personnel Loyalty\PersonnelSelection\*PersonnelTurnover/economics/statistics & numericaldata\United States NOTES: PUBLICATIONTYPE: Journal Article

58. Henry JD, Henry LS. [email protected] with soul/retaining employees. Authorsof new book explore keys to employeesatisfaction. Physician Exec. 2002 Jan-Feb;28(1):50-3. PMID: 11806230 .

ABSTRACT: In today's competitive health care market,finding and keeping good employees is importantto an organization's success. Take a look atsome ways that managers can show an interestin their employees' welfare and help retain highlyvalued health care workers.SUBJECT HEADINGS:Communication\Guidelines\Humans\*Interpersonal Relations\*Job Satisfaction\OrganizationalCulture\*Personnel Loyalty\PersonnelManagement/*standards\Social Support\UnitedStates NOTES: PUBLICATION TYPE: JournalArticle

59. Heshizer B. Cleveland State University.The impact of flexible benefits plans on jobsatisfaction, organizational commitment andturnover intentions. Benefits Q. 1994 4thQuarter;10(4):84-90. PMID: 10138429 .

ABSTRACT: This study assesses the dimensionality ofemployee attitudes toward flexible benefits plansand the impact of these plans on measures ofjob satisfaction, commitment and turnover intent.The study points to the need for more work onthe measurement of employee attitudes towardflexible benefits and on the nomologicalframework of flexible benefits as a construct incompensation research.SUBJECT HEADINGS: Attitude\ConsumerParticipation/*economics\*JobSatisfaction\Midwestern United States\PersonnelLoyalty\Personnel Turnover/statistics &numerical data\*Salaries and Fringe BenefitsNOTES: PUBLICATION TYPE: Journal Article

60. High SH. University Physicians, Inc., FacultyPractices, University of Maryland, 419 W.Redwood Street, Suite 230, Baltimore, MD21201-1734, USA. [email protected] ABC's of staff retention. J Med PractManage. 2001 Sep-Oct;17(2):93-6. PMID:11680146 .

ABSTRACT: The purpose of this article is to aidmanagement in recognizing the key componentsto staff retention. Preparation for recruitmentefforts, evaluating compensation, andestablishing and maintaining good channels ofcommunication are worthy undertakings for the

purposes of reducing turnover. Combatingturnover is really as easy as Appreciating yourstaff, rewarding the Behavior you want, andContinuing to ensure a work environment that isconducive to a place employees want to work.One of the key factors is listening. Do you hearwhat your staff is saying? Can you address theirconcerns? Do you communicate regularly withline staff? Are there ideas they have that canlead to improvements? Lead by example. If yourstaff sees your passion for the work, they willrespect you and work hard to deliver what youhave agreed are the goals on an individual andoverall business objective level. Once you haveestablished the aggregate levels that exist withinyour practice, you can move on to evaluatingwhere each employee falls within the range.SUBJECT HEADINGS: Humans\*JobSatisfaction\*Personnel Loyalty\PracticeManagement, Medical/*organization &administration\Salaries and FringeBenefits\United States NOTES: PUBLICATIONTYPE: Journal Article

61. Holtom BC, O'Neill BS. McDonough School ofBusiness, Georgetown University, G-04 OldNorth, Washington, DC 20057, [email protected] embeddedness: a theoretical foundation fordeveloping a comprehensive nurse retentionplan. J Nurs Adm. 2004 May;34(5):216-27.PMID: 15167418 .

ABSTRACT: OBJECTIVE: Using a new construct, jobembeddedness, from the business managementliterature, this study first examines its value inpredicting employee retention in a healthcaresetting and second, assesses whether thefactors that influence the retention of nurses aresystematically different from those influencingother healthcare workers. BACKGROUND: Theshortage of skilled healthcare workers makes itimperative that healthcare providers developeffective recruitment and retention plans. Withnursing turnover averaging more than 20% ayear and competition to hire new nurses fierce,many administrators rightly question whetherthey should develop specialized plans to recruitand retain nurses. METHODS: A longitudinalresearch design was employed to assess thepredictive validity of the job embeddednessconcept. At time 1, surveys were mailed to arandom sample of 500 employees of acommunity-based hospital in the Northwestregion of the United States. The surveyassessed personal characteristics, jobsatisfaction, organizational commitment, jobembeddedness, job search, perceivedalternatives, and intent to leave. One year later(time 2) the organization provided data regardingvoluntary leavers from the hospital. RESULTS:Hospital employees returned 232 surveys,yielding a response rate of 46.4 %. The results



indicate that job embeddedness predictedturnover over and beyond a combination ofperceived desirability of movement measures(job satisfaction, organizational commitment) andperceived ease of movement measures (jobalternatives, job search). Thus, jobembeddedness assesses new and meaningfulvariance in turnover in excess of that predictedby the major variables included in almost all themajor models of turnover. CONCLUSIONS: Thefindings suggest that job embeddedness is avaluable lens through which to evaluateemployee retention in healthcare organizations.Further, the levers for influencing retention aresubstantially similar for nurses and otherhealthcare workers. Implications of thesefindings and recommendations for recruitmentand retention policy development are presented.SUBJECT HEADINGS: Adult\*Attitude of HealthPersonnel\Burnout, Professional/prevention &control/psychology\Female\Hospitals,Community\Humans\*Job Satisfaction\LogisticModels\Longitudinal Studies\Male\*Models,Psychological\Motivation\Northwestern UnitedStates\Nursing Administration Research\NursingStaff, Hospital/organization &administration/*psychology\*PersonnelLoyalty\PersonnelManagement/methods\PersonnelSelection/methods\Personnel Staffing andScheduling/organization &administration\*Personnel Turnover/statistics &numerical data\Predictive Value ofTests\Questionnaires NOTES: PUBLICATIONTYPE: Journal ArticlePUBLICATION TYPE: Validation Studies

62. Hutchison PA. Fulfillment Healthcare Recruiters,Inc., Middletown, DE, USA.Strategies for recruiting and retaining health careprofessionals Part 1. Home Care Provid. 2001Feb;6(1):14-7. PMID: 11174324 .SUBJECT HEADINGS: Home CareServices/*manpower/standards\Humans\Inservice Training/organization & administration\JobApplication\Job Description\NeedsAssessment/organization &administration\Personnel Loyalty\PersonnelSelection/*methods\Quality Assurance, HealthCare/*organization & administration\Salaries andFringe Benefits NOTES: PUBLICATION TYPE:Journal Article

63. Ingersoll GL, Olsan T, Drew-Cates J, DeVinneyBC, Davies J. University of Rochester MedicalCenter, Rochester, NY, [email protected]' job satisfaction, organizationalcommitment, and career intent. J Nurs Adm.2002 May; 32(5):250-63. PMID: 12021566 .

ABSTRACT: OBJECTIVE: The objective of this surveywas to define the characteristics of the nursing

work force of a mixed urban/rural region of NewYork state and to determine the nurses' level ofjob satisfaction and commitment to the worksetting. BACKGROUND: Recent investigationssuggest nurses are highly dissatisfied with thedemands of the healthcare environment and areexpressing increased likelihood of leaving thework setting. These factors, in combination withthe increasing age of the current nursing workforce, are contributing to serious concerns aboutthe future of patient care. METHODS: A randomsample survey was mailed to registered nursesin the Finger Lakes Region of New York State inJune 2000. Items in the questionnaire addressednurse characteristics, reasons for leaving orstaying with an employing agency, one- and five-year career intent, and level of job satisfactionand organizational commitment. RESULTS:Forty-six percent of the nurses returnedcompleted questionnaires. Within this sample,most of the nurses were older, EuropeanAmerican, and female. Personal andorganizational characteristics contributed todifferences in levels of job satisfaction,organizational commitment, and 1- and 5-yearintent. In addition, many of the most satisfied andcommitted nurses reported their intent to leavenursing within the next 5 years. CONCLUSIONS:Findings of this investigation suggest theorganizational environment, educationalpreparation, and personal characteristics ofcurrently employed registered nurses affect theircurrent job satisfaction, organizationalcommitment, and plans for continuing as anurse.SUBJECT HEADINGS: Adult\AgeFactors\Analysis of Variance\*CareerChoice\*Career Mobility\Decision Making,Organizational\Factor Analysis,Statistical\Humans\Internal-External Control\JobDescription\*Job Satisfaction\Middle Aged\NewYork\NurseAdministrators/education/*psychology\Nurse'sRole\Nursing Administration Research\NursingMethodology Research\NursingStaff/education/*psychology\*PersonnelLoyalty\Personnel Selection/methods\PersonnelStaffing and Scheduling/statistics & numericaldata\Personnel Turnover/statistics & numericaldata\Questionnaires\Research Support, Non-U.S. Gov't NOTES: PUBLICATION TYPE:Journal Article

64. Izzo JB, Withers P. Izzo Consulting, Inc.,Vancouver, British Columbia, [email protected] employee-retention strategies fortoday's healthcare organizations. Healthc FinancManage. 2002 Jun;56(6):52-7. PMID: 12061049.

ABSTRACT: Employees today want more out of a jobthan a big salary. Workers' expectations have



shifted over the past few decades. Employersneed to recognize five key changes in workers'expectations, namely that they want to leadbalanced lives, enjoy partnership with theiremployers, receive opportunities for personaland professional growth, be able to make ameaningful contribution to the world through theirwork, and experience opportunities to socializeat work. Healthcare organizations that want toattract and retain the employees that they needcan achieve competitive advantage in themarketplace by responding to these new workvalues.SUBJECT HEADINGS: CareerMobility\Humans\*Job Satisfaction\PersonnelAdministration, Hospital/*methods\*PersonnelLoyalty\Personnel, Hospital/*psychology\UnitedStates PUBLICATION TYPE: Journal Article

65. Johnson L. Reducing turnover throughownership. Balance. 1998 Apr-May;2(3):24-5.PMID: 10182715 .SUBJECT HEADINGS: Humans\JobSatisfaction\NursingHomes/economics/*manpower/organization &administration\OrganizationalInnovation\*Ownership\*PersonnelTurnover\Salaries and Fringe Benefits\UnitedStates NOTES: PUBLICATION TYPE: JournalArticle

66. Joshua-Amadi M. Recruitment and retention. Astudy in motivation. Nurs Manag (Harrow). 2002Dec;9(8):17-21. Comment in: Nurs Manag(Harrow). 2002 Dec;9(8):3. PMID: 12518586.PMID: 12518590 .SUBJECT HEADINGS: *Attitude of HealthPersonnel\Female\Hospitals,Teaching\Humans\InterprofessionalRelations\*JobSatisfaction\London\*Motivation\NeedsAssessment\Nursing MethodologyResearch\Nursing Staff/education/*organization& administration/*psychology\PersonnelSelection/*methods\PersonnelTurnover/*statistics & numerical data\QualitativeResearch\Questionnaires\Salaries and FringeBenefits\Staff Development\Workload NOTES:PUBLICATION TYPE: Journal Article

67. Kelty J. Closing the training gap in hospitalsecurity. J Healthc Prot Manage. 2003Winter;19(1):99-106. PMID: 12629793 .

ABSTRACT: The need to adequately train both securityand clinical staff members, as well as otheremployees, in security can only be met by havingeffective training programs in place. Health caresecurity leaders explain what such trainingshould consist of.SUBJECT HEADINGS: HospitalDepartments/manpower/*organization &administration\Humans\Inservice

Training/methods/*organization &administration\Job Description\ProfessionalCompetence\Salaries and FringeBenefits\Security Measures/*standards\UnitedStates NOTES: PUBLICATION TYPE: JournalArticle

68. Kennedy MM. Is high touch finally here?Physician Exec. 1998 Sep-Oct;24(5):59-61.PMID: 10185647 .

ABSTRACT: Can anyone single-handedly create acaring environment without adding hours to hisor her work week? As turnover continues to rise,it's worth considering. Techniques managers sayhave worked for them are suggested, including:Monitor workloads; celebrate successes; makeniceness an expectation; mentor; offer trainingas often as possible; stamp out problems beforethey go public; consider offering flexible hoursand extended leaves for all; and introduce yeastto keep people stimulated. Will these strategies--all of which may not work for you--fatten yourbonus this year? Probably not, unless topmanagement is monitoring retention and doingoccasional exit interviews. However, one of thebyproducts is that employees don't stop witheach other. They begin to treat patients better,something neither bribery nor threats mayproduce.SUBJECT HEADINGS: Humans\InserviceTraining\Interpersonal Relations\*JobSatisfaction\Mentors\*OrganizationalCulture\PersonnelManagement/*methods/standards\PersonnelTurnover\PhysicianExecutives/psychology\Psychology,Industrial\United States\Workload NOTES:PUBLICATION TYPE: Journal Article

69. Kennedy MM, Pickett RB. Retaining key staff,Part I. Clin Lab Manage Rev. 1998 Jul-Aug;12(4):267-9. PMID: 10185003 .SUBJECT HEADINGS: Humans\InterpersonalRelations\Job Satisfaction\*PersonnelLoyalty\PersonnelManagement/*methods\PersonnelTurnover\Salaries and Fringe Benefits\UnitedStates NOTES: PUBLICATION TYPE: JournalArticle

70. Kinard J. Department of Management, WesternCarolina University, Cullowhee, North Carolina,USA.An examination of employer-provided benefits inthe health care industry. Health Care Manag(Frederick). 2000 Jun;18(4):55-62. PMID:10947404 .

ABSTRACT: Organizations that depend on a highly-skilled, stable workforce must be attuned to theneeds of their employees and provide adequatecompensation and benefits that enhance jobsatisfaction and lessen job mobility. Hospitals,



like other organizations that compete for hard-to-find workers, use both traditional and non-traditional benefits to attract and keep skilledemployees. This nationwide survey of hospitalhuman resource managers assesses the typesof benefits offered to health care workers andgauges the perceived impact of those benefits onjob satisfaction and employee retention. Surveyfindings reveal that certain basic benefits, suchas health insurance, are provided to all hospitalemployees. Other benefits, such as signingbonuses and reimbursement of relocation costs,are used as inducements to attract individuals inhard-to-fill job categories.SUBJECT HEADINGS: Data Collection\*HealthBenefit Plans, Employee/economics\*HealthCare Sector\Job Satisfaction\PersonnelAdministration, Hospital\Personnel LoyaltyNOTES: PUBLICATION TYPE: Journal Article

71. Kowalski K. Kowalski & Associates, Castle Rock,Colorado, USA.Nursing work force of the future: theadministrative perspective. J Perinat NeonatalNurs. 2001 Jun; 15(1):8-15. PMID: 12095009 .

ABSTRACT: The nursing work force shortage is havinga major impact on an industry that is alreadyreeling from major assaults driven by inadequatepayment and reimbursement. This articleevaluates the current work force shortage as itrelates to the competitive marketplace, the dataregarding the shortages, the work environment,and the intergenerational issues that sabotageteams. There are recommendations for action inthe areas of recruitment and retention, trainingand education, leadership and management, andimproving the work environment.SUBJECT HEADINGS: CareerChoice\Economic Competition\Education,Nursing\HealthManpower/*trends\Humans\IntergenerationalRelations\JobSatisfaction\Leadership\Nursing/*manpower\*Personnel Management\Personnel Selection\UnitedStates NOTES: PUBLICATION TYPE: JournalArticle

72. Krohn TS. Trinity College, Hartford, CT, USA.Hiring--and keeping--good clerical staff. MedEcon. 2002 Jan 11;79(1):51-5, 57. PMID:11807996 .SUBJECT HEADINGS: Efficiency\*PersonnelLoyalty\Personnel Selection/*methods\PracticeManagement, Medical/*organization &administration\Salaries and FringeBenefits\United States NOTES: PUBLICATIONTYPE: Journal Article

73. Krueger P, Brazil K, Lohfeld L, Edward HG,Lewis D, Tjam E. St, Joseph's Health SystemResearch Network, Father Sean O'SullivanResearch Centre, Hamilton, Ontario.

[email protected] specific predictors of jobsatisfaction: findings from a Canadian multi-sitequality of work life cross-sectional survey. BMCHealth Serv Res. 2002 Mar 25;2(1):6. PMID:11914162 .

ABSTRACT: BACKGROUND: Organizational featurescan affect how staff view their quality of work life.Determining staff perceptions about quality ofwork life is an important consideration foremployers interested in improving employee jobsatisfaction. The purpose of this study was toidentify organization specific predictors of jobsatisfaction within a health care system thatconsisted of six independent health careorganizations. METHODS: 5,486 full, part andcausal time (non-physician) staff on activepayroll within six organizations (2 communityhospitals, 1 community hospital/long-term carefacility, 1 long-term care facility, 1 tertiarycare/community health centre, and 1 visitingnursing agency) located in five communities inCentral West Ontario, Canada were asked tocomplete a 65-item quality of work life survey.The self-administered questionnaires collectedstaff perceptions of: co-worker and supervisorsupport; teamwork and communication; jobdemands and decision authority; organizationcharacteristics; patient/resident care;compensation and benefits; staff training anddevelopment; and impressions of theorganization. Socio-demographic data were alsocollected. RESULTS: Depending on theorganization, between 15 and 30 (of the 40potential predictor) variables were found to bestatistically associated with job satisfaction(univariate analyses). Logistic regressionanalyses identified the best predictors of jobsatisfaction and these are presented for each ofthe six organizations and for all organizationscombined. CONCLUSIONS: The findingsindicate that job satisfaction is amultidimensional construct and although thereappear to be some commonalities acrossorganizations, some predictors of job satisfactionappear to be organization and context specific.SUBJECT HEADINGS: Adult\*Attitude of HealthPersonnel\Communication\Community HealthCenters/organization &administration\Community HealthNursing/organization & administration\DecisionMaking, Organizational\Delivery of Health Care,Integrated/*organization &administration\Female\Forecasting\Hospitals,Community/organization &administration\Humans\*Job Satisfaction\LogisticModels\Male\Middle Aged\Ontario\Patient CareTeam\PersonnelManagement/*methods\Questionnaires\Research Support, Non-U.S. Gov't\ResidentialFacilities/organization & administration NOTES:PUBLICATION TYPE: Journal Article



74. Lacina GY. The care & feeding of employees.Putting together a winning team. N Y State DentJ. 2002 Apr;68 (4):42-6. PMID: 12018146 .

ABSTRACT: Finding, training and ultimately retaininghigh quality employees is essential to the long-term growth and success of your dental practice.How should you begin this process? What aresome of the key steps in the hiring process?Once you have found the "perfect" employee,what steps do you need to follow to insure his orher happiness as an employee? This article willexplore each of these areas and provide dentistswith vital information necessary for them to makethe best possible hiring decisions.SUBJECT HEADINGS: DentalStaff/education/*organization &administration\Employee PerformanceAppraisal\Humans\InserviceTraining\Interviews\Job Description\*PersonnelManagement\Personnel Selection\PracticeManagement, Dental/*organization &administration\Staff Development NOTES:PUBLICATION TYPE: Journal Article

75. Lambert MJ 3rd. Elmhurst Memorial Healthcare,Elmhurst, Ill., USA. [email protected] and retaining employees: criticalissues for organizational leaders. PhysicianExec. 2003 Jul-Aug;29(4):18-9. PMID: 14650066SUBJECT HEADINGS: Humans\Illinois\*JobSatisfaction\Motivation\Personnel Administration,Hospital/*methods\*Personnel Loyalty\PersonnelSelection/*methods\PersonnelTurnover\Personnel,Hospital/*psychology/standards\PhysicianExecutives\United States\Workplace/psychologyNOTES: PUBLICATION TYPE: Journal Article

76. Leebov W. On-the-job satisfaction: a health careworker's 12-step program. Mater Manag HealthCare. 1993 May;2(5):46-8. PMID: 10125748 .SUBJECT HEADINGS: HealthPersonnel/*psychology\Humans\*JobSatisfaction\Planning Techniques\UnitedStates\Workplace NOTES: PUBLICATIONTYPE: Journal Article

77. Lemery LD. Retention and the competitive edge.Clin Leadersh Manag Rev. 2000 Sep-Oct;14(5):246, 244-5. PMID: 11793522 .

ABSTRACT: I believe that retaining effective, seasonedemployees enhances an organization's ability tocompete in the marketplace. Though theseseasoned employees seem to be more explicitlyexpensive, a detailed analysis of the costsinvolved in hiring and orienting replacementpersonnel may prove this assumption false. Inaddition, seasoned employees' intimate jobknowledge actually constitutes the organization'scompetitive edge. Therefore, retaining seasonedpersonnel seems to become an important,

mission- and vision-imperative institutionalobjective.SUBJECT HEADINGS: CareerMobility\Economic Competition\Humans\JobSatisfaction\LaboratoryPersonnel/*psychology/supply &distribution\*Personnel Loyalty\United StatesNOTES: PUBLICATION TYPE: Journal Article

78. Levin PM. Christiana Care, Newark, Del., USA.The loyal treatment. Nurs Manage. 2001 Jan;32(1):16-20; quiz 20-1. PMID: 15103776 .

ABSTRACT: Despite employees' diminished loyalty tohealth care organizations, you can earn theirdevotion and transfer the benefits to theorganization.SUBJECT HEADINGS: *Attitude of HealthPersonnel\Humans\InterprofessionalRelations\Job Satisfaction\Leadership\Marketingof Health Services\NurseAdministrators/organization &administration/psychology\*NursingStaff/organization &administration/psychology\Nursing,Supervisory/*organization &administration\OrganizationalCulture\Organizational Objectives\*PersonnelLoyalty\PersonnelManagement/*methods\PersonnelSelection/organization & administration\SocialSupport NOTES: PUBLICATION TYPE: JournalArticle

79. Lewis K, Gardner S. California State University,Chico, USA.Looking for Dr. Jekyll but hiring Mr. Hyde:preventing negligent hiring, supervision,retention, and training. Hosp Top. 2000Winter;78(1):14-22. PMID: 11010457 .SUBJECT HEADINGS: Certification/legislation &jurisprudence\Humans\InserviceTraining/legislation & jurisprudence\Liability,Legal\Malpractice/*legislation &jurisprudence\Personnel Administration,Hospital/*legislation & jurisprudence\PersonnelLoyalty\Personnel Selection/legislation &jurisprudence\Social Responsibility\United StatesNOTES: PUBLICATION TYPE: Journal ArticlePUBLICATION TYPE: Legal Cases

80. Liou KT. University of Central Florida, USA.An analysis of employees' job involvement in acommunity-based AIDS service organization. JHealth Hum Serv Adm. 1997 Winter;19(3):304-18. PMID: 10168170 .

ABSTRACT: This study analyzes employees' jobinvolvement in a community-based AIDS ServiceOrganization (ASO). The study reveals thatthese employees have a relatively high level ofjob involvement and that three job-related factorsare significantly correlated to the jobinvolvement. The three factors are: employees'



perceived job security, attitude toward theirorganization, and the conflict between job andfamily. The study further explains the importanceof these findings to the management of ASOs.SUBJECT HEADINGS: AcquiredImmunodeficiencySyndrome/*psychology/therapy\*Attitude ofHealth Personnel\Community HealthServices/*manpower\Family\Florida/epidemiology\Health Personnel/*psychology\Health ServicesResearch/methods\Humans\JobSatisfaction\MultivariateAnalysis\Questionnaires\Socioeconomic FactorsNOTES: PUBLICATION TYPE: Journal Article

81. LoJacono S. Mildly ill/backup child care: a benefitfor employees and employers. Empl Benefits J.2000 Dec;25 (4):48-51. PMID: 11188407 .

ABSTRACT: As the number of working parentscontinues to grow, many companies are shiftingtoward an environment that supports familyneeds. Mildly ill and backup child care are keytools that companies can use to recruit andretain employees as well as a way to curbunscheduled absences.SUBJECT HEADINGS:Absenteeism\Child\*ChildCare\Commerce/economics/*organization &administration\Cost Control\Humans\JobSatisfaction\*Parental Leave\PersonnelTurnover/statistics & numerical data\*Salariesand Fringe Benefits\United States NOTES:PUBLICATION TYPE: Journal Article

82. Lowe GS, Schellenberg G, Shannon HS.Department of Sociology, University of Alberta,Edmonton, AB T6G 2H4, Canada.Correlates of employees' perceptions of ahealthy work environment. Am J Health Promot.2003 Jul-Aug;17(6):390-9. PMID: 12858619 .

ABSTRACT: PURPOSE: This study analyzedcorrelates of workers' perceptions of the extentto which their work environment is healthy andhow these perceptions influence job satisfaction,employee commitment, workplace morale,absenteeism, and intent to quit. DESIGN: One-time cross-sectional telephone survey.SETTING: Canadian employees in 2000.SUBJECTS: A randomly chosen, nationallyrepresentative sample of 2500 employedrespondents, using a household sampling frame.The response rate was 39.2%. Self-employedindividuals were excluded, leaving a subsampleof 2112 respondents. MEASURES: Thedependent variable was the response to theitem, "The work environment is healthy" (5-pointstrongly agree-strongly disagree Likert scale).Independent variables used in bivariate andordinary least-squares regression analysesincluded sociodemographic characteristics,employment status, organizationalcharacteristics, and scales that measured job

demands, intrinsic rewards, extrinsic rewards,communication/social support, employeeinfluence, and job resources. Perceptions of ahealthy work environment were related to jobsatisfaction, commitment, morale (measured ona 5-point scale), number of self-reportedabsenteeism days in the past 12 months, andwhether or not the respondent had looked for ajob with another employer in the past 12 months.RESULTS: The strongest correlate of a healthywork environment was a scale of goodcommunication and social support (beta = .27).The next strongest was a job demands scale(beta = -.15.) Employees in self-rated healthierwork environments had significantly (p < 0.01)higher job satisfaction, commitment and morale,and lower absenteeism and intent to quit.CONCLUSIONS: The study supports acomprehensive model of workplace health thattargets working conditions, work relationships,and workplace organization for health promotioninterventions.SUBJECT HEADINGS:Adolescent\Adult\Canada\Communication\Comparative Study\Cross-Sectional Studies\DataCollection\Demography\Employment/*psychology\Female\Humans\*Job Satisfaction\Male\MiddleAged\Multivariate Analysis\*OccupationalHealth\Personnel Turnover\SocialSupport\SocioeconomicFactors\Telephone\Workplace/*psychologyNOTES: PUBLICATION TYPE: Journal Article

83. Luckett DR. Crittenden Memorial Hospital, WestMemphis, Ark., USA. [email protected] and retention topics for a changingenvironment in medical imaging. Radiol Manage.2000 Sep-Oct;22(5):32-7. PMID: 11151319 .

ABSTRACT: Imaging directors are fighting just to keepthe vacuum of a four percent unemploymentmarket and a hungry computer industry fromrapidly depleting their technical staff. Manyfactors have contributed to the currentnationwide shortage of radiologic technologists.One is the closure of many hospital andcommunity college-based programs of radiologictechnology in the late 1980s and 1990s. Theclosures were a direct result of problemsencountered by new technologists coming into asaturated workforce in the mid 1980s and early1990s. The exodus of so many potential workersfrom the profession coincided with the changingperception students had of health careers versuscomputer technology and other careers. At thesame time, the increasing importance ofpreventive care and diagnostic proceduresalmost tripled exam volumes. To cope with theincreased demand for imaging services,outpatient diagnostic centers popped up.Increased numbers of exams and facilities meantan increased demand for qualified technologists,especially multicompetent technologists.



Managed care and capitation demanded that wekeep costs down as much as possible. Full-timeemployees were laid off and found good work atgood pay and extraordinary benefits in otherindustries. New modalities have stretched athinning labor force even tighter. MRI, PET andothers continue to increase the demand forhighly trained technologists. Levels of stress atwork continue to rise, adding to the exodus oftechnologists to other careers. In thisenvironment, staffing needs assessment iscrucial. Some of the scheduling strategies youcan use are: creative use of staff and referringphysician preferences, flexible staffing tools andunderstanding the effect of the capacity of yourimaging systems. The tight labor market affectsall levels of hiring. But, as urgent as the need tofill openings is, don't make a quick decision tohire. You will live with the consequences. Thereis no stronger disincentive to your goodemployees than having to work with "problemchildren" or failing to discipline those who are notproducing. Image and perceptions can have asignificant effect on recruiting. How does thepublic perceive your organization? How does thetechnical community perceive your department?The current shortage of radiologic technologistsand tight labor market require administrators touse all avenues toward improving theirdepartments, retaining valuable employees andoffering the most attractive salary and benefitpackages to qualified applicants.SUBJECT HEADINGS: Health Services Needsand Demand/trends\Humans\PersonnelLoyalty\Personnel Selection/*methods\PersonnelStaffing and Scheduling/economics/*organization&\administration/trends\Radiology Department,Hospital/*manpower\Technology,Radiologic/*manpower\United States NOTES:PUBLICATION TYPE: Journal Article

84. Ma CC, Samuels ME, Alexander JW. Division ofPlanning, Tri-Service General Hospital, Taipei,Taiwan. [email protected] that influence nurses' job satisfaction. JNurs Adm. 2003 May;33(5):293-9. PMID:12792284 .

ABSTRACT: OBJECTIVE: To examine factors affectingthe job satisfaction of registered nurses (RNs).BACKGROUND: A growing recognition of jobdissatisfaction among RNs in South Carolinahospitals has contributed to current problemswith recruitment and retention. If administratorsidentify factors influencing RNs' job satisfactionin hospitals and implement strategies to addressthese factors, RN turnover rates will decreaseand recruiting and retention rates will increase.METHODS: A cross-sectional study ofsecondary data was designed to identify theindividual, work, and geographic factors thatimpact nursing job satisfaction at the state level.A 27-question self-administered survey was sent

to 17,500 RNs in South Carolina with postage-paid envelopes for their responses. Surveys from3472 nurses were completed anonymously.Univariate statistics were used to describe thestudy sample. One-way and multivariableAnalysis of Variance were used to determinewhich variables contributed the most to jobsatisfaction. RESULTS: For about two thirds ofthe RNs, job satisfaction remained the same orhad lessened over the past 2 years. In addition,statistically significant differences were foundbetween job satisfaction and years of service, jobposition, hospital retirement plan, andgeographic area. CONCLUSIONS: The findingshave implications for nurse managers andhospital administrators for planning andimplementing effective health policies that willmeet the unique needs of their staffs andorganizations. Such research is particularlyrelevant in this difficult time of nursing shortagesthroughout the healthcare industry.SUBJECT HEADINGS: Adult\Aged\Analysis ofVariance\*Attitude of Health Personnel\Cross-Sectional Studies\Female\Humans\*JobSatisfaction\Male\Middle Aged\NeedsAssessment\Nurse's Role\Nursing AdministrationResearch\Nursing Staff,Hospital/education/organization&\administration/*psychology\OrganizationalCulture\Personnel Loyalty\PersonnelSelection/methods\PersonnelTurnover\Questionnaires\ResidenceCharacteristics\Retirement\Risk Factors\Salariesand Fringe Benefits\SouthCarolina\Workplace/organization &administration NOTES: PUBLICATION TYPE:Journal Article

85. Mack KE. Attracting and retaining the bestphysicians. Healthc Exec. 1998 Jan-Feb;13(1):50-1. PMID: 10174808 .SUBJECT HEADINGS: DecisionMaking\*Hospital-PhysicianRelations\Humans\*Job Satisfaction\*PersonnelLoyalty\PersonnelSelection\Physicians/psychology\PracticeManagement, Medical\United States NOTES:PUBLICATION TYPE: Journal Article

86. Manion J. Manion & Associates, 5725 Oak LakeTrail, Oviedo, FL 32765, [email protected] organizational commitment.Understanding the concept as a basis forcreating effective workforce retention strategies.Health Care Manag (Frederick). 2004 Apr-Jun;23(2):167-76. PMID: 15192998 .

ABSTRACT: One of the most significant challengesfacing any health care leader today is that ofbuilding commitment among followers. The lastdecade, with its tumultuous changes in ourorganizations, left many employees emotionally



detached from their workplace. Mistrust,increasing cynicism, escalating financialpressures, and continuing challenges adverselyimpact our workforce's organizationalcommitment. The author explores the concept ofcommitment, which can serve as a basis fordeveloping practical effective retentionstrategies.SUBJECT HEADINGS: *Attitude of HealthPersonnel\Cooperative Behavior\Efficiency,Organizational\Employment\Humans\*JobSatisfaction\Leadership\OrganizationalCulture\Organizational Innovation\PersonnelAdministration, Hospital/*methods\*PersonnelLoyalty\Planning Techniques\Staff DevelopmentNOTES: PUBLICATION TYPE: Journal Article

87. Manji I. Fair pay and then some: how to retainyour staff. J Can Dent Assoc. 1992Nov;58(11):895-6. PMID: 1292858 .

ABSTRACT: It may be stating the obvious, but thebottom line is this: treat staff the way you wouldlike to be treated yourself. Appreciate, respect,recognize and reward them. Behavior that isappreciated gets repeated. The easiest way tofind out if your team is happy is to open up thechannels of communication. Relieve yourself ofthe guesswork by asking them what they want. Ifyou can't give them everything at once, you maybe able to satisfy at least some of the items ontheir wish list. And when you address their needsand wants, you'll be rewarded with more loyaltyand commitment than you'd ever have expected.You will be that "greener pasture" that the bestand the brightest gravitate toward.SUBJECT HEADINGS: *DentalStaff\Humans\Job Satisfaction\*PracticeManagement, Dental\Salaries and FringeBenefits NOTES: PUBLICATION TYPE: JournalArticle

88. Martin K. The missing link: management andemployee retention. Cost Qual. 2001 Jun;23-5.PMID: 11482253 .SUBJECT HEADINGS: Career Choice\CareerMobility\Communication\Humans\LaborUnions\Nursing Staff,Hospital/economics/*supply &distribution\Personnel Administration,Hospital/*standards\*PersonnelLoyalty\Personnel Turnover\Salaries and FringeBenefits\Social Responsibility\United StatesNOTES: PUBLICATION TYPE: Journal Article

89. Martinez MN. [email protected] the upfront cash: tweak systems and addsourcing avenues. Balance. 1999 Sep-Oct;3(5):14-7. PMID: 10662378 .SUBJECT HEADINGS:Advertising/trends\Employee IncentivePlans\Inservice Training\NursingHomes/manpower\Personnel Loyalty\Personnel

Selection/*methods\Referral andConsultation\Schools\United States NOTES:PUBLICATION TYPE: Journal Article

90. Marzulli T. Lawson Software, St. Paul,Minnesota, USA. [email protected] Internet technology to streamlinehealthcare recruiting. Healthc Financ Manage.2002 Jun;56(6):62-4. PMID: 12061051 .

ABSTRACT: The staffing shortages currently facinghealthcare organizations may become moresevere in the future. Using the Internet tofacilitate the process of identifying, interviewing,and hiring candidates for healthcare positionscan result in cost-effective, appropriate hiringdecisions and reduce the amount of time humanresources personnel must spend performingadministrative tasks relating to hiring. In addition,this technology contributes to improvedsatisfaction of current employees by identifyingthose who are most eligible for promotion.SUBJECT HEADINGS: Career Mobility\HealthPersonnel/psychology/*standards\Humans\Internet/*utilization\Interviews\JobSatisfaction\PersonnelSelection/*methods\*Personnel Staffing andScheduling Information Systems\Software\UnitedStates NOTES: PUBLICATION TYPE: JournalArticle

91. Mass D. Clinical Laboratory Sciences Program,Arizona State University, Tempe, USA.Staff retention: a major key to management'ssuccess. Clin Lab Manage Rev. 1999 Sep-Oct;13(5):266-74. PMID: 10747650 .

ABSTRACT: The number of qualified and competentclinical laboratory sciences (CLS) professionalsis rapidly declining. As competition grows andthe clinical laboratory comes under greaterscrutiny, the laboratories that survive will bethose that recognize that their, employees aretheir greatest asset. However, retaining expertCLS professionals requires a dramatic change inmanagement's belief system regarding the valueof its personnel assets. Management mustcreate a culture of empowered people who havethe freedom to exhibit self-direction in achievingthe organization's mission and goals.Management must consider its employeesvaluable enough to invest in their professionalgrowth. A laboratory's long-term sustainabilityand economic performance will depend on acommitted workforce that supports theirorganization's success.SUBJECT HEADINGS:Humans\Laboratories/*manpower\PersonnelTurnover\Staff Development/*methods NOTES:PUBLICATION TYPE: Journal ArticlePUBLICATION TYPE: ReviewPUBLICATION TYPE: Review, TutorialNUMBER OF REFERENCES: 28



92. Maun C. Maun-Lemke Inc., Omaha, NE, USA.How to get and keep good workers. Mich HealthHosp. 2001 Jul-Aug;37(4):64-5. PMID:11467133.

ABSTRACT: In today's health care organizations,nothing is more critical than providing consistentservice delivery on a daily basis. This can beaccomplished through the work of dedicatedindividuals. The relationship to staff turnover andconsistent service delivery has been well-documented and is crucial to the success of ahealth care organization.SUBJECT HEADINGS: Humans\InserviceTraining\Institutional ManagementTeams\*Personnel Loyalty\PersonnelSelection/*methods\United States NOTES:PUBLICATION TYPE: Journal Article

93. Mazzuckelli K. Tyler and Company, Atlanta, GA,USA.Be creative in your approach to healthcare ITstaffing. Health Manag Technol. 1999Jun;20(5):14-5, 17 . PMID: 10538035 .SUBJECT HEADINGS:Creativeness\Family\HealthPersonnel/standards\InformationManagement/*manpower\OrganizationalInnovation\Personnel Loyalty\PersonnelManagement/*methods\PersonnelSelection\Professional Competence\Salaries andFringe Benefits\United States NOTES:PUBLICATION TYPE: Journal Article

94. McConnell CR. Myers Community Hospital,Sodus, New York, USA.Learn what motivates your employees: look toyourself. Health Care Superv. 1998 Jun;16 (4):1-11. PMID: 10179424 .

ABSTRACT: Supervisors and managers tend tobehave as though they are responsive tosomewhat different motivating forces than theiremployees. However, employees at all levels arebasically similar in terms of what they want toobtain from work. While drives vary in intensityfrom person to person, the basic motivatingforces remain the same. Essentially it is notpossible to "motivate" another as such; it ispossible only to create the conditions underwhich another can become self-motivated. Thesupervisor must appreciate the key principles ofmotivation, including the relationship betweenrepetition and reinforcement and the importanceof timely feedback. Also, the supervisor mustlearn what his or her legitimate role is concerningthe fulfillment of employee needs. Successfulsupervisors will be those who are sensitive totheir own needs and desires, credit theiremployees with the same or similar needs anddesires, and treat employees in the manner inwhich they would like to be treated by highermanagement.SUBJECT HEADINGS: Administrative

Personnel/psychology\Efficiency,Organizational\Humans\JobSatisfaction\Leadership\*Motivation\PersonnelManagement/*methods\*Psychology,Industrial\Salaries and Fringe Benefits\SocialJustice\United States NOTES: PUBLICATIONTYPE: Journal Article

95. McGuire M, Houser J, Jarrar T, Moy W, Wall M.Health Services Administration and ManagementDepartment, Regis University, Denver, Colo,USA.Retention: it's all about respect. Health CareManag (Frederick). 2003 Jan-Mar;22(1):38-44.PMID: 12688610 .

ABSTRACT: Retention of employees is oftenoverlooked in developing strategies to deal withworker shortages in health care. Managersmistake requests for more money as the keyindicator of job satisfaction. This article examinesresearch conducted by three health serviceadministration graduate students who looked atreasons staff were leaving their jobs or theiroccupations. Using three different research tools,the students found that job satisfaction is not allabout money, or even benefits. Respect,recognition, and organizational commitment arewhat employees want in their jobs. The articledescribes the research methods used in thestudies and the similarities in results.SUBJECT HEADINGS: Health ServicesAdministration\Health ServicesResearch/methods\Humans\*JobSatisfaction\ManagementAudit/*methods/statistics & numericaldata\Organizational Culture\*PersonnelLoyalty\Social Support\Social Values\Students,Health Occupations\United States NOTES:PUBLICATION TYPE: Journal Article

96. McKinnon P. Berdon Healthcare Consulting,Jericho, NY 11753, [email protected] an environment for employee satisfaction,loyalty, and commitment. J Med Pract Manage.2001 May-Jun;16(6):292-3. PMID: 11497307 .SUBJECT HEADINGS: Adult\Humans\JobDescription\*Job Satisfaction\*PersonnelLoyalty\PersonnelManagement/*methods\Practice Management,Medical/*organization & administration\SocialEnvironment\UnitedStates\Workplace/psychology NOTES:PUBLICATION TYPE: Journal Article

97. McNeese-Smith DK, Crook M. NursingAdministration Program, Santa Ana College,University of California, Los Angeles, 90095-6917, USA. [email protected] values and a changing nurse workforce:values, age, and job stages. J Nurs Adm. 2003May;33(5):260-70. PMID: 12792281 .



ABSTRACT: OBJECTIVES: To identify the extentvalues are associated with age group and jobstage; job satisfaction, productivity, andorganizational commitment; as well as education,generation, ethnicity, gender, and role.BACKGROUND: Values direct the priorities welive by and are related to employee loyalty andcommitment. Lack of congruency between anurse's personal values and those of theorganization decrease satisfaction andeffectiveness and may lead to burnout andturnover. Little research has been done onwhether values differ by age, generations, or jobstages. METHODS: Nurses in all roles (N = 412)in three hospitals in Los Angeles County wererandomly surveyed, using valid and reliableinstruments to measure the variables of interest.RESULTS: Nurses in the top third for jobsatisfaction, organizational commitment, andproductivity showed higher scores for manyvalues including their associates, creativity,esthetics, and management, while those in thebottom third scored higher in economic returnsonly. Nurses in different generations differedlittle; younger generations placed higher valueson economic returns and variety.CONCLUSIONS AND IMPLICATION:Management strategies to meet nurses' valuesand increase their satisfaction and retention arepresented.SUBJECT HEADINGS: Adult\AgeFactors\*Attitude of Health Personnel\Burnout,Professional/prevention &control/psychology\Career Mobility\Efficiency,Organizational\Female\Humans\Intergenerational Relations\*Job Satisfaction\LosAngeles\Male\Middle Aged\Nurse's Role\NursingAdministration Research\Nursing Staff,Hospital/education/organization&\administration/*psychology\OrganizationalCulture\Organizational Innovation\*PersonnelLoyalty\PersonnelTurnover\Questionnaires\Salaries and FringeBenefits\*Social Values NOTES: PUBLICATIONTYPE: Journal Article

98. Miles L. Ten tips for keeping good employees.Aust Dent Pract. 1992 Jan-Feb;3(1):8-9. PMID:1498626 .SUBJECT HEADINGS: Communication\*DentalStaff\Humans\Job Description\JobSatisfaction\*Personnel Management\PersonnelTurnover\*Practice Management, DentalNOTES: PUBLICATION TYPE: Journal Article

99. Miller RJ. Children's Hospital, Columbus, OH,USA.Restructuring wages and benefits to gain acompetitive edge. Healthc Financ Manage. 1995Feb;49(2):58-60, 62. PMID: 10146179 .

ABSTRACT: Healthcare organizations that are able todevelop a cost advantage in their wage-and-

benefit programs will have a competitive edge asmanaged care continues to become morepervasive. Organizations can gain an edge bydeveloping pay systems that reward quality,productivity, and cost containment, and bydeveloping benefit systems that provide cost-containment incentives while meetingorganizational recruitment and retentionobjectives.SUBJECT HEADINGS: Child\EconomicCompetition\Health Benefit Plans,Employee\Hospital Bed Capacity, 300 to499\Hospitals,Pediatric/*economics\Humans\JobSatisfaction\Managed CarePrograms\Ohio\Personnel Administration,Hospital/*economics\PersonnelSelection/economics\*Salaries and FringeBenefits NOTES: PUBLICATION TYPE: JournalArticle

100. Morehouse JA. Bergen Brunswig MedicalCorporation, St. Clair Shores, MI, USA.More than a question of loyalty. J HealthcResour Manag. 1997 May;15(4):36. PMID:10168163 .SUBJECT HEADINGS: Humans\JobSatisfaction\Motivation\*Personnel Loyalty\SocialJustice\United States NOTES: PUBLICATIONTYPE: Journal Article

101. Munley WE. St Francis Hospital, Greenville, SC.,USA.Rehab staff retention. Rehab Manag. 1995 Jun-Jul;8(4):104-6. PMID: 10166387 .

ABSTRACT: Despite "extras" such as tuitionreimbursement, volume bonuses, and researchopportunities, the rehab employees at St Franciscome to work each day for good wages andbenefits, a clean, modern place to work, nicepeople to work with, and a supportivemanagement staff. The time and effort that wasdedicated to developing, processing, andimplementing the employee survey was wellspent. We now know what makes our employeestick, and are focusing on these areas in an effortto maintain high employee satisfaction. One yearago, approximately one half of our physical andoccupational therapy slots were vacant. Now weare recruiting for only one of each. In fact, wenow have only five vacant slots in the entirerehab product line, and two of those are fornewly created positions. Employee morale is up,and so are inpatient and out-patient volume.SUBJECT HEADINGS: Humans\*JobSatisfaction\*PersonnelTurnover\Questionnaires\*Rehabilitation NOTES:PUBLICATION TYPE: Journal Article

102. Mushala ME, Henderson MA. A salariedcompensation model for postanesthesia nurses.J Post Anesth Nurs. 1995 Aug;10 (4):208-10.



PMID: 7650623 .ABSTRACT: Health care organizations involved in

innovative and creative work redesign projectsmay find traditional pay structures inadequate tomeet the needs of the changing environment.The idea of salaried compensation for registerednurses is not unprecedented. However, fewsalaried compensation models for nurses aredescribed in the literature. This article presents amodel that we believe will be of particular interestto nurses in PACUs, because its design allowsfor adequate call coverage plus flexibility inscheduling. In addition, this compensation modeleliminates incidental overtime, thus allowing for amore predictable salary budget.SUBJECT HEADINGS: Humans\Models,Economic\Models, Nursing\*Personnel Staffingand Scheduling\PostanesthesiaNursing/*economics/*manpower\*Salaries andFringe Benefits NOTES: PUBLICATION TYPE:Journal Article

103. Nail FC, Singleton EK. Northshore RegionalMedical Center, Slidell, LA.Maximizing the results of new graduateorientation. Health Care Superv. 1992Dec;11(2):67-73. PMID: 10122682 .

ABSTRACT: However, a word of caution seemsappropriate. The administration at this hospitalhas long believed that no matter how good theorientation program, or the employee benefitspackage, or the employer's sensitivity toemployees' intrinsic needs, the new nurse will bemore likely to experience job satisfaction if shehas, or obtains and accepts, a relatively realisticview of the job prior to accepting the position.Concerted efforts have been made to describethe role and the environment at the time the newgraduate interviews for the position. Yet thesenurses reported they had no real concept of therole until they were well into the orientationperiod. In effect, then, the importance of thepreceptor's role in facilitating the process oftransition cannot be over-emphasized.SUBJECT HEADINGS: Attitude of HealthPersonnel\Feedback\Hospital Bed Capacity, 100to 299\InserviceTraining/manpower/*methods/standards\JobDescription\Job Satisfaction\Louisiana\NursingStaff, Hospital/*education/psychology\PersonnelManagement/*standards\PersonnelSelection/standards NOTES: PUBLICATIONTYPE: Journal Article

104. Nalbantian HR, Szostak A. FleetBostonFinancial, USA. [email protected] Fleet Bank fought employee flight. Harv BusRev. 2004 Apr;82 (4):116-22, 124-5, 142. PMID:15077372 .

ABSTRACT: In the late 1990s, Fleet Bank was facinghigh and rising employee turnover, particularly inits retail operations. Overall turnover had

reached 25% annually, and among some groups,such as tellers and customer service reps,turnover was as high as 40%. Using a newmethodology developed by Mercer HumanResource Consulting, Fleet set out to determinewhy so many employees were leaving and whatcould be done to retain them. It began examiningdata from HR, finance, operations, and salesabout employee behavior and the factors thatinfluence it in different locations and labormarkets, departments or work groups, inpositions with different pay and benefits, andunder different supervisors. Fleet's analysisshowed that people were leaving not so much forbetter pay--their personal testimonynotwithstanding--but for broader experience,which they thought would enhance theirmarketability. Additionally, the analysis revealeda link between the turnover problem and thecompany's busy history of mergers andacquisitions. Fleet's mergers and acquisitions.frequently meant that it had to consolidateoperations. That consolidation resulted in layoffs,which provoked higher levels of voluntaryturnover, perhaps because remaining employeesbegan worrying about their job security. Whilethe obvious solution to the turnover problemmight have been to compensate the remainingemployees--say, with higher pay--the moreeffective and less costly solution, Fleetdiscovered, was to focus on employees' careeropportunities within the company. Those whomoved up the hierarchy, or who even madelateral moves, stayed longer. By offering betterinternal opportunities for career development, thebank was able to stanch much of thehemorrhaging in personnel. Its solutions requiredonly modest investments, which in the end savedthe company millions of dollars.SUBJECT HEADINGS: Boston\CareerMobility\Commerce/*manpower/organization &administration\Decision Making,Organizational\Employee IncentivePlans\Humans\*Job Satisfaction\OrganizationalCulture\Organizational Objectives\PersonnelLoyalty\*Personnel Turnover\PlanningTechniques\Salaries and Fringe Benefits\UnitedStates NOTES: PUBLICATION TYPE: JournalArticle

105. Neuhauser PC. PCN Associates, Austin, TX,USA. [email protected] a high-retention culture in healthcare:fifteen ways to get good people to stay. J NursAdm. 2002 Sep;32(9):470-8. PMID: 12360119 .

ABSTRACT: Retention of employees is a majorchallenge for healthcare. Success at retainingemployees requires an organizational culturethat inspires loyalty and commitment. This articleaddresses six trends in the US economyaffecting retention of employees in all industriesand professions. Fifteen practical strategies are



presented that can be used to build a high-retention culture.SUBJECT HEADINGS: HealthPersonnel/*psychology\*InterpersonalRelations\*Job Satisfaction\PersonnelLoyalty\United States NOTES: PUBLICATIONTYPE: Journal Article

106. Newman K, Maylor U, Chansarkar B. MiddlesexUniversity Business School, London, UK.The nurse retention, quality of care and patientsatisfaction chain. Int J Health Care Qual AssurInc Leadersh Health Serv. 2001;14(2-3):57-68.PMID: 11436752 .

ABSTRACT: This paper proposes an integratedapproach to examining and dealing with thecomplex issue of nurse recruitment, retention,healthcare quality and patient satisfaction. Thepaper depicts and describes a genericconceptual framework or chain derived from areview of the literature on nurse recruitment andretention, service quality and human resourcemanagement. The chain is made up of thefollowing components: NHS and Trust conditionsand environment (internal quality)--servicecapability--nurse satisfaction--nurse retention--quality of patient care--patient satisfaction. Thevalue of the chain is derived from its synthesisand display of the prime constituents or drivers ofnurse satisfaction, quality of patient care andsatisfaction. From this holistic picture it ispossible for both national and local initiatives tobe integrated in a mutually reinforcing way inorder to achieve improvements in nurserecruitment, retention, quality of care and patientsatisfaction.SUBJECT HEADINGS: Great Britain\HealthServices Research\Humans\*JobSatisfaction\Nursing Staff/psychology/*supply &distribution\Patient Satisfaction\PersonnelLoyalty\Personnel Turnover\*Quality of HealthCare\State Medicine/*standards NOTES:PUBLICATION TYPE: Journal ArticlePUBLICATION TYPE: ReviewNUMBER OF REFERENCES: 79

107. Newman K, Maylor U, Chansarkar B. MiddlesexUniversity Business School, London, UK."The nurse satisfaction, service quality and nurseretention chain": implications for management ofrecruitment and retention. J Manag Med.2002;16(4-5):271-91. PMID: 12463644 .

ABSTRACT: This paper presents the findings of aqualitative study, based on interviews with over130 nurses and midwives in four London Trusthospitals on: the main factors influencing nursesatisfaction and retention; empirical support forthe robustness of a conceptual framework ormodel "the nurse satisfaction, service quality andnurse retention chain"; and some managerialconsiderations for recruitment and retention. Thethree main factors influencing job satisfaction

were patients, the inherent characteristics ofnursing and the nursing team; the two mainsources of job dissatisfaction were staffshortages and poor management and amongstnurse retention strategies improving workingconditions was more important than increasedpay. For recruitment, as well as retention,improving the image and reputation of nursingalong with improvements in work-life balancewere pre-requisites for meeting the challengingtarget of an additional 20,000 nurses on thewards by 2004.SUBJECT HEADINGS: GreatBritain\Humans\*Job Satisfaction\Nursing Staff,Hospital/*psychology/supply &distribution\Personnel Loyalty\PersonnelTurnover\*Quality of Health Care\ResearchSupport, Non-U.S. Gov't\StateMedicine/*organization & administration NOTES:PUBLICATION TYPE: Journal Article

108. Numerof RE. Numerof and Associates, Inc.,11457 Olde Cabin Rd., Ste. 350, St. Louis, MO63141-7139, USA.Retaining employees: lessons from the best.Healthc Exec. 2001 Mar-Apr;16(2):62-3. PMID:11234161.SUBJECT HEADINGS: CareerMobility\Communication\Humans\JobSatisfaction\Personnel Administration,Hospital/*methods\*Personnel Loyalty\Salariesand Fringe Benefits\United States NOTES:PUBLICATION TYPE: Journal Article

109. Nystrom PC. School of Business Administration,University of Wisconsin-Milwaukee.Organizational cultures, strategies, andcommitments in health care organizations.Health Care Manage Rev. 1993 Winter;18(1):43-9. PMID: 8444614 .

ABSTRACT: Cultural elements called norms andvalues affect organizational commitment and jobsatisfaction of managers and executivesecretaries in this study of 13 health careorganizations. Results also show thatorganizations pursuing a consistent strategypossess strong cultures, while organizations withan inconsistent strategy exhibit weak cultures.SUBJECT HEADINGS: AdministrativePersonnel/psychology\Adult\Female\*HealthServices Administration\Health ServicesResearch\Humans\*JobSatisfaction\Male\MedicalSecretaries/psychology\Midwestern UnitedStates\*Organizational Culture\*PersonnelLoyalty NOTES: PUBLICATION TYPE: JournalArticle

110. O'Connor EJ, Fiol CM. University of Colorado atDenver, USA. [email protected] a winning web: attracting and retainingtop performers. Physician Exec. 2004 Sep-



Oct;30(5):40-2. PMID: 15506534 .ABSTRACT: There are steps you can take right now to

improve your organization's working environmentand help attract top-drawer candidates who maybe less likely to exhibit behavior problems.SUBJECT HEADINGS: *AgonisticBehavior\Communication\Humans\Motivation\*Personnel Loyalty\*PersonnelSelection\ProfessionalMisconduct/*psychology\United States NOTES:PUBLICATION TYPE: Journal Article

111. O'Connor S. Professional Search Services, MHAService Corporation, Lansing, [email protected] turnover: measuring the malady. MichHealth Hosp. 2002 Mar-Apr;38(2):32. PMID:11968990 .

ABSTRACT: One measure of an organization's valueto its employees is turnover. But how do youknow if your employees are wondering if thegrass is greener elsewhere? Scott Badler in hisbook What's So Funny about Looking for a Job?suggests a quick quiz to find out.SUBJECT HEADINGS: *Attitude of HealthPersonnel\Humans\*Job Satisfaction\*PersonnelLoyalty\*Personnel Turnover\United StatesNOTES: PUBLICATION TYPE: Journal Article

112. Palmer C. Department of Baccalaureate andGraduate Nursing, Eastern Kentucky University,Richmond, KY, USA.The nursing shortage: an update for occupationalhealth nurses. AAOHN J. 2003 Dec ;51(12):510-3. PMID: 14680153 .

ABSTRACT: Nursing is about to realize the worstshortage in history at the same time the firstbaby boomers are increasing the need for healthcare. A large component of the current andprojected nursing shortage is the aging of the RNwork force. Several factors contribute to theaging of the work force, including overall declinein nursing as a chosen profession, the increasingage of nursing graduates, and the aging of theexisting RN work force. Job dissatisfaction hasbeen a key issue contributing to the crisis relatedto recruitment and retention of nurses.Inadequate staffing, heavy workloads, flatsalaries, and increased use of mandatoryovertime are primary issues related to jobdissatisfaction. Job dissatisfaction issues are keycomponents of retention of nursing personnel.Occupational health nurses are experts indealing with issues of ergonomic challenges,workplace violence, mandatory overtime, stressrelated injuries, and high stress associated withnursing.SUBJECT HEADINGS: Age Factors\Attitude ofHealth Personnel\CareerChoice\Forecasting\Humans\JobSatisfaction\Needs Assessment\NursingStaff/education/psychology/*supply &

distribution/trends\Occupational HealthNursing/*manpower/trends\PersonnelSelection\Personnel Staffing andScheduling/*organization &administration\Personnel Turnover\Salaries andFringe Benefits\United States NOTES:PUBLICATION TYPE: Journal ArticlePUBLICATION TYPE: ReviewPUBLICATION TYPE: Review, TutorialNUMBER OF REFERENCES: 19

113. Parsons ML, Stonestreet J. University of TexasHealth Science Center at San Antonio, School ofNursing, San Antonio, TX, USA.Factors that contribute to nurse managerretention. Nurs Econ. 2003 May-Jun;21(3):120-6,119. PMID: 12847985 .SUBJECT HEADINGS:Adult\Communication\Female\Humans\Interpersonal Relations\Interviews\*JobSatisfaction\Leadership\Male\Middle Aged\NurseAdministrators/*organization &administration\Organizational Culture\PersonnelAdministration,Hospital/economics/*methods\Personnel Staffingand Scheduling\*Personnel Turnover\Power(Psychology)\Qualitative Research\Quality ofHealth Care\Research Support, Non-U.S.Gov't\Salaries and Fringe Benefits\SouthwesternUnited States NOTES: PUBLICATION TYPE:Journal Article

114. Parsons ML, Stonestreet J. GraduateAdministration Program, University of TexasHealth Science Center at San Antonio, School ofNursing, USA. [email protected] nurse retention. Laying the groundwork bylistening. Nurs Leadersh Forum. 2004Spring;8(3):107-13. PMID: 15160633 .

ABSTRACT: In response to critical staff shortages, thenursing leadership of a five-hospital systemimplemented a research program to create ahealth promoting organization that would supportnurse retention. Since a health promotingorganization supports each individual'sparticipation in the decision-making processthrough communication and consensus-building,listening to the concerns of current nursemanagers (Parsons & Stonestreet, 2003) andstaff nurses was crucial for developing innovativeretention strategies. This qualitative study utilizedopen-ended, data-generating questions in focusgroups to elicit the issues staff nursesconsidered crucial to their continuedemployment. Consistent with findings in theliterature, the quality of administrativemanagement systems and relationships withphysicians, nurse managers, peers, andadministrators were essential factors for nurseretention in this system.SUBJECT HEADINGS:Adult\Communication\Focus



Groups\Humans\Interprofessional Relations\*JobSatisfaction\Nursing Staff, Hospital/organization& administration/*supply&\distribution\*Personnel Administration,Hospital\Personnel Loyalty\Personnel Staffingand Scheduling\Research Support, Non-U.S.Gov't\Salaries and Fringe Benefits\TexasNOTES: PUBLICATION TYPE: Journal Article

115. Patterson H. MGMA Health Care ConsultingGroup, Englewood, CO, USA.Resume database. Essential professional tool.Med Group Manage J. 1999 Jan-Feb;46(1):36-8,40-2. PMID: 10351686 .

ABSTRACT: Job applicants tend to send massmailings of the same resume to potentialemployers. It is more effective to sendcustomized resumes drawn from a resumedatabase, a detailed, descriptive list of pastsuccesses in professional and personal life. Thisarticle offers a step-by-step guide to creating aresume based on results that gets results.SUBJECT HEADINGS: *Databases,Factual\Guidelines\*Job Application\*PersonnelSelection\United States\Writing/standardsNOTES: PUBLICATION TYPE: Journal Article

116. Pemberton JH, Davidhizar R. University ofAlabama at Birmingham, USA.Facing the staff after a reduction in work force.Hosp Mater Manage Q. 1998 Aug;20 (1):13-22.PMID: 10181318 .

ABSTRACT: The literature is relatively silent on howmanagers should deal with a reduction in force(RIF). One difficulty is dealing with the "surviving"staff and maintaining credibility. It is important toassess the organizational climate and plan andcarry out a forum for the remaining staff. It isespecially important to consider the psychologiceffects of staff reduction, which include a senseof loss of control, hostility, and a tendency towant to find fault or blame. Lack of attention tothese matters can lead to a RIF thatcompromises the work effectiveness of theorganization by reducing the dedication ofsurviving members of the organization.SUBJECT HEADINGS: AdministrativePersonnel\Communication\*Employment\HealthPersonnel/*psychology\Humans\JobSatisfaction\Leadership\OrganizationalCulture\Organizational Innovation\PersonnelManagement/*methods\PersonnelTurnover\Psychology, Industrial\United StatesNOTES: PUBLICATION TYPE: Journal Article

117. Perry PM. Staff retention in a tight labor market.Case Manager. 2000 Nov-Dec;11(6):55-8. PMID:11935840 .SUBJECT HEADINGS: Attitude of HealthPersonnel\Career Mobility\CaseManagement/*organization &administration\Communication\Feedback\Health

Care Sector/trends\Humans\*JobSatisfaction\Motivation\Personality\*PersonnelLoyalty\PersonnelManagement/*methods\PersonnelTurnover/*statistics & numerical data NOTES:PUBLICATION TYPE: Journal Article

118. Petelle JL, Jorgensen JD. Department of SpeechCommunication, University of Nebraska, Lincoln.The health care supervisor and the earlycommunication patterns of new employees: theuncertainty of assimilation. Health Care Superv.1993 Jun;11(4):15-29. PMID: 10125782 .

ABSTRACT: Without a doubt, a supervisor's mostvaluable resources are the employees placed intrust with that supervisor. It is the challenge ofevery supervisor to focus the vast energies ofthis resource on accomplishing the mission ofthe organization. Within the context of newemployees, what happens during those first daysof employment may determine how well they willcontribute, if at all, to accomplishing thisorganizational mission. While new employeeassimilation has many factors that affect itssuccess or failure, the nature of communicationthat occurs with the supervisor is critical. As wasshown in this study, new employees do, in fact,have a specific set of communication needs ofwhich the supervisor should be cognizant.SUBJECT HEADINGS:*Communication\EvaluationStudies\Female\Guidelines/standards\HealthFacility Administrators/organization &administration\Humans\InserviceTraining/standards/*statistics & numericaldata\Interviews\Job Satisfaction\Long-TermCare/manpower\Male\Midwestern UnitedStates\Nurses' Aides/*statistics & numericaldata\ResidentialFacilities/*manpower/organization &administration NOTES: PUBLICATION TYPE:Journal Article

119. Pfeffer J. Stanford Graduate School of Business.Seven practices of successful organizations. Part1: Employment security, selective hiring, self-managed teams, high compensation. HealthForum J. 1999 Jan-Feb;42(1):24-7. PMID:10387912 .SUBJECT HEADINGS: Delivery of HealthCare/economics/*organization &administration\Employee IncentivePlans\Institutional ManagementTeams\Personnel Loyalty\PersonnelManagement/economics/methods/*standards\Salaries and Fringe Benefits\United States NOTES:PUBLICATION TYPE: Journal Article

120. Pfeiffer IL, Dunlap JB. College of Education,University of Georgia, Athens.Empowered employees--a good personnelinvestment. Clin Lab Manage Rev. 1992 Mar-



Apr;6(2):154-6, 160-1. PMID: 10118446 .ABSTRACT: Health care has entered a new

competitive era in the 1990s, and, combined withthe other pressures association with health care,clinical laboratory managers are facing thechallenge of having to do more with less. This"pressure-cooker" environment requires clinicallaboratory managers to find new ways tomotivate their teams to perform at peak levels atall times; the key to doing this is empowerment.By empowering employees, managers create anurturing environment in which their staffs canlearn, grow, improve, and function effectively.This type of environment is created whenmanagers are honestly concerned about theiremployees and exhibit a true "partner" attitude.This article describes five specific actions thatclinical laboratory managers can take toempower their employees to work together to dobetter jobs. These actions include sharingexpectations; providing new employees withhelpers, guides, and buddies; giving feedback;involving employees in decision making; andpaying attention to customer service and whatother laboratories are doing. These actions willhelp clinical laboratory managers empower theiremployees to face the difficult challenges of the1990s.SUBJECT HEADINGS:Communication\Decision Making,Organizational\Feedback\Humans\Laboratories,Hospital/*organization &administration\LaboratoryPersonnel/*psychology\Mentors\PersonnelLoyalty\PersonnelManagement/*methods/standards\*Power(Psychology)\United States NOTES:PUBLICATION TYPE: Journal Article

121. Pieper SK. Hospital-sponsored childcare. On-sitechildcare can help hospitals become employersof choice. Healthc Exec. 2004 Jul-Aug;19(4):44-5. PMID: 15281592 .SUBJECT HEADINGS: Absenteeism\ChildCare/*organization & administration\Child,Preschool\*Hospital Administration\Humans\*JobSatisfaction\Nursing Staff, Hospital\PersonnelLoyalty\Personnel Selection\Research Support,Non-U.S. Gov't\United States NOTES:PUBLICATION TYPE: Journal Article

122. Pinkerton S. Creative Healthcare Management,Minneapolis, MN, USA. [email protected] a blitz to help retention. Nurs Econ. 2004Jan-Feb;22(1):35, 40. PMID: 15000047 .SUBJECT HEADINGS: Humans\JobSatisfaction\Nurse's Role\NursingStaff/*organization &administration\Organizational Culture\*PersonnelLoyalty\Personnel Selection/methods\*PersonnelTurnover\ProgramDevelopment/*methods\Program

Evaluation\United States NOTES:PUBLICATION TYPE: Journal Article

123. Pollack R. Cultivating a winning team. J Am DentAssoc. 1993 Mar;124(3):47-9. PMID: 8335779 .

ABSTRACT: Retaining loyal, highly skilled employeesis a challenge in today's competitive market. Astrong balance of intrinsic and extrinsicmotivators creates an attractive workenvironment.SUBJECT HEADINGS: *DentalStaff\Humans\*Personnel Management\*PracticeManagement, Dental\Salaries and FringeBenefits NOTES: PUBLICATION TYPE: JournalArticle

124. Powell DH. Retaining third-seasoners: the time isripe. Healthc Exec. 1999 Nov-Dec;14(6):6-10.PMID: 10623164 .SUBJECT HEADINGS: Aged\Health FacilityAdministrators/*supply &distribution\Humans\Middle Aged\OrganizationalCulture\Organizational Objectives\*PersonnelLoyalty\*PopulationDynamics\Retirement\Salaries and FringeBenefits\Staff Development\United StatesNOTES: PUBLICATION TYPE: Journal Article

125. Raber M. National Catholic School of SocialService, Catholic University of America,Washington, DC 20064, USA.Downsizing of the nation's labor force and aneeded social work response. Adm Soc Work.1996;20(1):47-58. PMID: 10157887 .

ABSTRACT: While employers recognize thatdownsizings are not cyclical but rather strategicbusiness decisions, there is not sufficientrecognition of the importance of these humanresources in the profitability and service quality intheir organizations. The author highlights thechallenge to the social work profession tosensitize management to the needs of theiremployees, both the released workers and thesurvivors. The author recommends strategies tosensitize employers to implement processes tohumanize the consolidations occurringincreasingly in the workforce. An emphasis isplaced on the challenges to the social workprofession in providing programs and services toAmerica's businesses and employees.SUBJECT HEADINGS: CrisisIntervention\Employment/psychology/*trends\Humans\Industry/*manpower/organization &administration\Mental Health\PersonnelManagement\Power (Psychology)\Psychology,Industrial\Role\*Social Work/manpower\UnitedStates NOTES: PUBLICATION TYPE: JournalArticle

126. Reardon JA. Franciscan Children's Hospital andRehabilitation Center, Brighton, MA 02135.A clinical ladder for milieu counselors. An



opportunity to contribute to self-esteem. JPsychosoc Nurs Ment Health Serv. 1993Jan;31(1):27-9 . PMID: 8421266 .

ABSTRACT: 1. Self-esteem affects motivation,achievement, and job satisfaction. 2. Access to aclinical ladder for milieu counselors rewards theirachievements in a visible and tangible way,thereby increasing their self-esteem with positiveeffects on their job satisfaction and quality ofpatient care. 3. Since the implementation of theclinical ladder program for milieu counselors,there has been documented evidence ofincreased retention and higher levels of jobperformance on work evaluations.SUBJECT HEADINGS: *Career Mobility\ClinicalCompetence/*standards\Counseling/*manpower\HealthPersonnel/psychology/*standards\Humans\JobSatisfaction\MilieuTherapy/*manpower\Motivation\ProgramEvaluation\*Self Concept NOTES:PUBLICATION TYPE: Journal Article

127. Redling R. [email protected] a solid staff. Job rotation, jobshaping and cross-training help employeeretention. MGMA Connex. 2003 Mar;3(3):38-40,1. PMID: 12661220.

ABSTRACT: Qualified workers for medical practicesare in short supply, and you want to keep thegood staff you have. Here are strategies tomatch employees with the right positions, easeworkplace stress, heighten morale and ensurecoverage of duties when you're down a positionor two.SUBJECT HEADINGS: GroupPractice/*organization &administration\Humans\Inservice Training\JobSatisfaction\Office Management\PersonnelLoyalty\*Personnel Staffing andScheduling\*Practice Management,Medical\United States NOTES: PUBLICATIONTYPE: Journal Article

128. Retaining good employees in tough times. PartII: Six strategies for retention. Health Care FoodNutr Focus. 2001 Feb;17(6):1, 3-5. PMID:11213746 .SUBJECT HEADINGS: Communication\FoodServices/*manpower/organization &administration\Humans\OrganizationalCulture\*Personnel Loyalty\PersonnelManagement/*methods\United States NOTES:PUBLICATION TYPE: Journal Article

129. Rhoades L, Eisenberger R, Armeli S.Department of Psychology, University ofDelaware, Newark 19716, USA.Affective commitment to the organization: thecontribution of perceived organizational support.J Appl Psychol. 2001 Oct;86(5):825-36. PMID:11596800 .

ABSTRACT: Three studies examined theinterrelationships among work experiences,perceived organizational support (POS), affectivecommitment (AC), and employee turnover. Usinga diverse sample of 367 employees drawn froma variety of organizations, Study 1 found thatPOS mediated positive associations oforganizational rewards, procedural justice, andsupervisor support with AC. Study 2 examinedchanges of POS and AC in retail employees overa 2-year span (N = 333) and a 3-year span (N =226). POS was positively related to temporalchanges in AC, suggesting that POS leads toAC. Study 3 found a negative relationshipbetween POS and subsequent voluntaryemployee turnover that was mediated by AC inretail employees (N = 1,124) and in poultry- andfeed-processing workers (N = 262). Theseresults suggest that favorable work conditionsoperate via POS to increase AC, which, in turn,decreases employee withdrawal behavior.SUBJECT HEADINGS:Adult\Female\Humans\*JobSatisfaction\Male\MiddleAged\Motivation\OrganizationalCulture\Perception\*PersonnelLoyalty\*Personnel Turnover NOTES:PUBLICATION TYPE: Journal Article

130. Robinson ET, Schafermeyer KW . AuburnUniversity, AL 36849, USA.Cross training of hospital pharmacy technicians.Pharm Pract Manag Q. 1996 Apr;16(1):72-8 .PMID: 10157743 .

ABSTRACT: Cross training is a job design method thatcan increase the efficiency and effectiveness of ahospital pharmacy department. Althoughemployee satisfaction is often improved, someemployees may fear that cross training makesthem expendable. Good communication andemployee participation are keys to successfulimplementation of a cross-training program.Methods of implementing cross-trainingprograms and avoiding potential pitfalls are alsodescribed.SUBJECT HEADINGS:Communication\Efficiency,Organizational\Humans\InserviceTraining/*standards\*Job Description\Models,Organizational\Pharmacists'Aides/*education\Pharmacy Service,Hospital/*manpower/organization &administration\United States NOTES:PUBLICATION TYPE: Journal Article

131. Ronk LL. P*R*A*I*S*E: professional recognitionfor achievement in surgical excellence. TodaysOR Nurse. 1995 Jan-Feb;17(1):4-7. PMID:7597742 .

ABSTRACT: 1. Professional medical organizationsmust have a well-defined and properly plannedsystem for rewarding nurses. It must be fair to



everyone and reward specific accomplishments.2. Rewarding OR nurses for working in a highlyspecialized area and giving them recognition fortheir contributions and professionalism isimportant to nurses, patients, and theorganization. Such positive reinforcement resultsin a heightened sense of satisfaction amongnurses and loyalty to their organizations. 3. In anera of cost cutting and increased competitionamong hospitals in employing quality nurses,P*R*A*I*S*E can be an effective method ofrecruiting and retaining nurses.SUBJECT HEADINGS: ClinicalCompetence/*standards\Humans\OperatingRoom Nursing/education/*standards/supply &distribution\PersonnelSelection\Reward\*Salaries and Fringe BenefitsNOTES: PUBLICATION TYPE: Journal Article

132. Ryan KD. Driving fear out of the workplace.Interview by Mary Darby. Qual Lett HealthcLead. 1997 Feb;9(2):13-6. PMID: 10166198 .

ABSTRACT: Healthcare organizations grappling withmarket demands to reduce costs anddemonstrate superior quality are especiallyvulnerable to workplace fear, says consultantand author Kathleen D. Ryan. When fearparalyzes change efforts, systems suffer. Ms.Ryan discusses strategies and policies forbuilding trust, collaboration and respect.SUBJECT HEADINGS: Attitude of HealthPersonnel\*Fear\HealthPersonnel/*psychology\Humans\Leadership\*Organizational Culture\Personnel Loyalty\PersonnelManagement/*methods\Psychology,Industrial\Total QualityManagement/methods\United States NOTES:PUBLICATION TYPE: Interview

133. San Soucie CF. Create meaningful benefits. Theright package can improve recruitment andretention. Contemp Longterm Care. 2000 Mar;23(3):22-3. PMID: 10977701 .SUBJECT HEADINGS: Housing for theElderly/manpower/*organization &administration\Insurance, Disability\*PersonnelLoyalty\*Salaries and Fringe Benefits\SickLeave\Virginia NOTES: PUBLICATION TYPE:Journal Article

134. Schnake M, Dumler MP. Department ofManagement and Information Systems, Collegeof Business, Business Administration, ValdostaState University, GA 31698, USA.Predictors of propensity to turnover in theconstruction industry. Psychol Rep. 2000 Jun;86(3 Pt 1):1000-2. PMID: 10876358 .

ABSTRACT: Relationships among perceived equity,job satisfaction, organizational commitment, andpropensity to turnover were investigated in amoderate-size firm in the construction industry.Analyses for 79 hourly male employees showed

the strongest predictor of propensity to turnoverwas extrinsic satisfaction. This finding is contraryto previous research that showed strongest linksbetween intrinsic satisfaction and propensity toturnover. Satisfaction with a supervisor was alsosignificantly and positively related to propensityto turnover.SUBJECT HEADINGS:Adult\Humans\Industry\*JobSatisfaction\Male\*Personnel Turnover NOTES:PUBLICATION TYPE: Journal Article

135. Schriner MW. More than money. Forget whatyou knew about recruiting and retaining ITemployees. Healthc Inform . 1999 Feb;16(2):72-4, 76, 78-80. PMID: 10346444 .SUBJECT HEADINGS: EconomicCompetition\Health Care Sector/organization &administration\InformationManagement/*manpower\InformationSystems/*organization &administration\*Personnel Selection\PersonnelTurnover\United States NOTES: PUBLICATIONTYPE: Journal Article

136. Schuerenberg BK. Not your father's benefitspackage. Health Data Manag. 2002Jun;10(6):70-2, 74. PMID: 12078399 .SUBJECT HEADINGS: HospitalAdministrators/economics/*supply &distribution\Hospital InformationSystems/*organization &administration\Humans\JobSatisfaction\*Personnel Loyalty\*PersonnelSelection\*Salaries and Fringe Benefits\UnitedStates NOTES: PUBLICATION TYPE: JournalArticle

137. Scott J. School of Health and Social Care,University of Greenwich, London, UK.Management retention in the NHS. J ManagMed. 2002;16(4-5):292-302. PMID: 12463645 .

ABSTRACT: High turnover amongst middle managersin organisations can lead to strategic instabilityas well as operational issues. Since the adventof the NHS internal market flatter managementstructures have led to middle managers beinggiven more responsibilities along with largerspans of control. This has exacerbated theconsequences of the high turnover foundamongst service managers. This study examinesthe relationship between the length of timeservice managers wish to stay with theirorganisation, their participation in decisionmaking in directorates, the feedback they receiveand their perception of feeling valued it outlinesthe findings from a small study and discusses theimplications for health trusts.SUBJECT HEADINGS: AdministrativePersonnel/*psychology/supply &distribution\Decision Making,Organizational\Great Britain\Humans\Job



Satisfaction\*Personnel Loyalty\PersonnelTurnover\State Medicine/*organization &administration NOTES: PUBLICATION TYPE:Journal Article

138. Shamash J. Recruitment and retention. A fistfullof dollars. Nurs Times. 2002 Jul 30-Aug5;98(31):13. PMID: 12192746 .SUBJECT HEADINGS: GreatBritain\Humans\National HealthPrograms/*economics\Nurses/*supply &distribution\PersonnelSelection/*economics\*PersonnelTurnover\*Salaries and Fringe Benefits\UnitedStates NOTES: PUBLICATION TYPE: News

139. Shaver KH, Lacey LM. North Carolina Center forNursing, Raleigh, 27601, [email protected] and career satisfaction among staff nurses:effects of job setting and environment. J NursAdm. 2003 Mar;33(3):166-72. PMID: 12629304 .

ABSTRACT: Just as customer satisfaction is the key toretaining customers, satisfaction with job andcareer choices are important for keeping staffnurses on the job. The roles of employmentsetting, job commitment, tenure, years untilretirement, short staffing, and patient load inpredicting satisfaction were assessed for RN andLPN staff nurses. Results show that when RNsand LPNs feel short staffing interferes with theirability to meet patient care needs, they are alsoless satisfied with both their job and their career.In order not to exacerbate the current nursingshortage, employers must find ways to ensureadequate staffing to keep staff nurses satisfiedand on the job.SUBJECT HEADINGS: Adult\*Attitude of HealthPersonnel\Burnout, Professional/prevention &control/psychology\CareerMobility\Employment/organization &administration\Female\Health FacilityEnvironment/*standards\Humans\JobDescription\*Job Satisfaction\LinearModels\Male\Needs Assessment\NorthCarolina\Nurse's Role\Nursing AdministrationResearch\Nursing Staff/education/organization &administration/*psychology\Nursing,Practical/education/organization &administration\Personnel Loyalty\PersonnelStaffing and Scheduling/organization &administration\Personnel Turnover\PredictiveValue ofTests\Questionnaires\Workplace/*psychologyNOTES: PUBLICATION TYPE: Journal Article

140. Siddiqui J, Kleiner BH. Department ofManagement, School of Business Administrationand Economics, California State University, USA.Human resource management in the health careindustry. Health Manpow Manage. 1998;24(4-5):143-7. PMID: 10346316 .

ABSTRACT: Human resource management practiceswith special reference to the latest developmentsof the 1990s such as environmental effects andmanaging diversity, were investigated. Thepurpose of the study was to unveil how thehealth care industry can benefit from these newconcepts, as well as to describe how thetraditional health care facilities can adapt thesenew ideas. Specific examples were provided toillustrate this point. In compilation of this report,both primary and secondary research was used.As primary research, many reputable individualsin the health care industry were consulted, andasked to comment on the rough draft of thisreport. Secondary sources included many journalarticles, original researches and books that werewritten on this technical subject. It can beconcluded from this research, that the healthcare industry should adapt the latest methods tocompete and survive, such as use moremarketing tools to attract human resourcemanagement personnel from other industries,promote diversity at the work place, promotefrom within the company, and cross-trainpersonnel whenever possible. Health careindustry has generally lagged behind otherindustries in securing high-performanceindividuals and marketing personnel; however,with the development of health maintenanceorganizations, this trend is changing.SUBJECT HEADINGS: CulturalDiversity\Delivery of Health Care/*organization &administration\Employee PerformanceAppraisal\Health Personnel\Humans\InserviceTraining/organization &administration\OperationsResearch\*Organizational Innovation\*PersonnelManagement\Personnel Selection\Salaries andFringe Benefits\Staff Development\Total QualityManagement\United States NOTES:PUBLICATION TYPE: Journal Article

141. Singer ID. NOVA HealthCare Group, Herndon,Va., USA.Work-life benefits can lighten the load. BusHealth. 1999 Oct;17(10):25-6, 28, 31. PMID:10622855 .SUBJECT HEADINGS: Burnout,Professional/*prevention &control\Efficiency\Humans\*JobSatisfaction\*Occupational Health\OccupationalHealth Services/organization &administration\Salaries and FringeBenefits\United States\*Work ScheduleTolerance NOTES: PUBLICATION TYPE:Journal Article

142. Singleton EK, Nail FC. Louisiana State UniversityMedical Center, School of Nursing, New Orleans.Middle managers: gatekeepers for turnover.Health Care Superv. 1991 Dec; 10(2):20-7.PMID: 10114917 .



ABSTRACT: Certainly, none of these ideas will solvethe turnover problem. Middle managers shouldrecognize that some turnover is inevitable, someis positive, and turnover can be measured in avariety of ways. Also, being the gatekeepermeans that people should be encouraged toleave a unit or an organization when it is in thebest interest of the individual or the organization.Being the gatekeeper for turnover is an importantrole and one that will likely take on even moresignificance in the future. It is essential that themiddle manager prepare in advance to deal withthe inevitable conflict associated with the roleand thus avoid becoming a turnover statistic.SUBJECT HEADINGS: Forms and RecordsControl\Humans\Job Satisfaction\Nursing Staff,Hospital/*supply & distribution\Nursing,Supervisory/*methods\*PersonnelTurnover\Salaries and Fringe Benefits\UnitedStates NOTES: PUBLICATION TYPE: JournalArticle

143. Smith MS, Marinakis SA. Kaiser Associates,Vienna, VA, USA.Measuring HR value-added from the outside in.Employ Relat Today. 1997 Autumn;24(3):59-73.PMID: 10174368 .SUBJECT HEADINGS:Benchmarking/economics/*methods\Cost-BenefitAnalysis/methods\EconomicCompetition\Financial Management\InserviceTraining/economics\Investments/economics\Organizational Case Studies\PersonnelManagement/*economics\PlanningTechniques\Salaries and Fringe Benefits\UnitedStates NOTES: PUBLICATION TYPE: JournalArticle

144. Snuttjer D. Avera McKennan Hospital, SiouxFalls, South Dakota, [email protected] retention tools: looking beyondradiology. Radiol Manage. 2001 Sep-Oct;23(5):24-8, 30, 32. PMID: 11680254 .

ABSTRACT: In an era of low unemployment rates,companies are not only struggling to recruittalented employees, but they are straining tokeep the ones they have. The purpose of thisliterature review is to look at companies,including many outside of the healthcareindustry, and learn how they use incentives toretain employees. A review of a recentlypublished book lists the following reasons whypeople stay with companies: Career growth,learning and development, exciting workchallenges Meaningful work, making a differenceand a contribution Great people Being part of ateam Good boss, inspiring leadershipRecognition for a job well done Fun on the jobAutonomy, a sense of control over work and jobsecurity Flexibility Fair pay and benefits Greatwork environment and location Pride in the

organization, it's mission and quality of productFamily friendly Companies have to change withthe times to retain a good work force. To survive,companies should ask employees what wouldkeep them committed, look at all the possibilities,and then create an environment that makesemployees want to stay because it provides thelife balance they are looking for. There is risk inasking employees what would keep them fromlooking elsewhere. Employers need to weigh therisk of losing employees with the possibility ofraising expectations by asking employeesdirectly what they want. In the current climate,that may be a necessary risk.SUBJECT HEADINGS: CareerMobility\Leadership\PersonalAutonomy\*Personnel Loyalty\PersonnelManagement\Radiology/*manpower\UnitedStates NOTES: PUBLICATION TYPE: JournalArticlePUBLICATION TYPE: ReviewPUBLICATION TYPE: Review, TutorialNUMBER OF REFERENCES: 20

145. Sprouls LS. The changing dental team. Whatemployees want from their jobs, their employers.Dent Teamwork. 1992 May-Jun;5(3):24-8. PMID:1499500 .SUBJECT HEADINGS: *DentalStaff\Humans\*Job Satisfaction\PersonnelTurnover\*Salaries and Fringe Benefits\WorkloadNOTES: PUBLICATION TYPE: Journal Article

146. Statland BE. University of Minnesota LawSchool, Minneapolis, USA.Is it time for a career renewal? MLO Med LabObs. 2000 May;32(5):50, 52, 5-6. PMID:11067537 .SUBJECT HEADINGS: *Career Mobility\HealthPersonnel/*psychology\Humans\*JobSatisfaction\Mentors\Technology,Medical/manpower\United States NOTES:PUBLICATION TYPE: Journal Article

147. Stone RI. Institute for the Future of AgingServices, American Association of Homes andServices for Aging, 2519 Connecticut Avenue,NW, Washington, DC 20008-1520, [email protected] direct care worker: the third rail of homecare policy. Annu Rev Public Health.2004;25:521-37. PMID: 15015933 .

ABSTRACT: Home health aides, home care workers,and personal care attendants form the core ofthe paid home care system, providing assistancewith activities of daily living and the personalinteraction that is essential to quality of life andquality of care for their clients. High turnover andlong vacancy periods are costly for providers,consumers, their families, and workersthemselves. In 2002, 37 states identified workerrecruitment and retention as major priority



issues. Demographic and economic trends donot augur well for the future availability of qualityhome care workers. Policymakers in the areas ofhealth, long-term care, labor, welfare, andimmigration must partner with providers, workerorganizations, and researchers to identify andimplement the most successful interventions fordeveloping and sustaining this workforce at bothpolicy and practice levels. The future of homecare will depend, in large part, on this "third rail"of long-term care policy.SUBJECT HEADINGS: Health Policy\HomeHealth Aides/*supply & distribution\HomemakerServices/*manpower\Humans\Long-TermCare/*manpower\Personnel Selection\PersonnelTurnover\Quality Assurance, Health Care\UnitedStates NOTES: PUBLICATION TYPE: JournalArticlePUBLICATION TYPE: ReviewPUBLICATION TYPE: Review, TutorialNUMBER OF REFERENCES: 35

148. Stowe JD. EffectiVet Practice Consulting,Simcoe, Ontario.Staff turnover or staff retention: understandingthe dynamics of generations at work in the 21stcentury. Can Vet J. 2000 Oct;41(10):803-8.PMID: 11062841 (eng. fre).SUBJECT HEADINGS:Forecasting\Humans\IntergenerationalRelations\*Personnel Loyalty\*PersonnelTurnover\Veterinary Medicine/*manpowerNOTES: PUBLICATION TYPE: Journal Article

149. Strategies for addressing the evolving nursingcrisis. Jt Comm J Qual Saf. 2003 Jan;29(1):41-50. PMID: 12528573 .

ABSTRACT: BACKGROUND: The shortage ofregistered nurses, which is already having illeffects on the U.S. health care delivery system,is burgeoning at a time when patient acuity ishigh, care is complex, and demand for servicesoften exceeds capacity. This is a prescription fordanger. CREATE A CULTURE OF RETENTION:Some hospitals fare better in recruiting andretaining nurses than others. Top-level managerswho provide nurses with delegated authority,adequate staffing, competitive compensation,and a collaborative culture have a built-inresistance to cyclical nursing shortages--theirs istoo good a place to work to leave. BOLSTERTHE NURSING EDUCATIONALINFRASTRUCTURE: The shortage of nurses ismirrored by a corresponding shortage of nursingfaculty. As nursing educator attrition continues, itis unclear where the future nursing school facultywill come from. Federal funding of nursingeducation is modest. Structured postgraduatetraining programs for nurses could provide anopportunity for skill building in real clinicalsettings. ESTABLISH FINANCIAL INCENTIVESFOR INVESTING IN NURSING: Although there

is clearly a business case for creating a cultureof nursing staff retention-based on lowerturnover, lower costs, higher profitability, andbetter outcomes--there is just as clear a need forthe investment of new dollars in hospitals toestablish a new base of response capacity. Forhospitals to be truly able to invest in nursing andto resolve the problems that have led to theimpending nurse staffing crisis, new federalmonies specifically targeted for nursing need tobe made available.SUBJECT HEADINGS: CareerChoice\Employee Incentive Plans\Faculty,Nursing\Health Manpower/*trends\HealthServices Needs andDemand/trends\Humans\JobSatisfaction\Nursing Staff,Hospital/economics/education/psychology/*supply &\distribution\OccupationalHealth\Organizational Culture\PersonnelAdministration, Hospital/*methods\*PersonnelLoyalty\*Personnel Selection\Quality of HealthCare/trends\Training Support\United StatesNOTES: PUBLICATION TYPE: Journal Article

150. Test DW, Flowers C, Hewitt A, Solow J. SpecialEducation Program, The University of NorthCarolina at Charlotte, 9201 University City Blvd.,Charlotte, NC 28223, [email protected] study of the direct support staffworkforce. Ment Retard. 2003 Aug;41(4 ):276-85.PMID: 12862513 .

ABSTRACT: Issues of recruitment and retentionrelated to the direct support staff and how theseissues affect the lives of people withdevelopmental disabilities were investigated.Major findings included the following: (a) Highdirect support staff turnover and vacancy rateshave negative consequences for many peoplewho receive supports. (b) Direct support staffprovide a vast array of services and havenumerous job titles and job descriptions. (c)Direct support staff are inadequatelycompensated and often have to work more thanone job. (d) Turnover rate and recruitment is aserious problem. The need to develop the role ofthe direct support staff into a valued profession isdiscussed and considerations for research andpractice are provided.SUBJECT HEADINGS: Child\DevelopmentalDisabilities/*rehabilitation\Female\FocusGroups\Group Homes/*manpower\Humans\*JobSatisfaction\Male\Mentally DisabledPersons/*rehabilitation\Mid-AtlanticRegion\Personnel Loyalty\PersonnelSelection\Research Support, Non-U.S.Gov't\Research Support, U.S. Gov't, Non-P.H.S.\Salaries and Fringe Benefits\*SocialSupport\Social Work/economics/*manpowerNOTES: PUBLICATION TYPE: Journal Article



151. Testa MR. School of Global Management,Johnson & Wales University, North Miami, FL33020, USA. [email protected] commitment, job satisfaction, andeffort in the service environment. J Psychol.2001 Mar;135(2):226-36. PMID: 11403344 .

ABSTRACT: Investigations of the causal relationshipbetween organizational commitment and jobsatisfaction have yielded contradictory findings.Little empirical research has looked at thiscomplex relationship in the context of work effort.The purpose of this study was to determine howthese variables interact in the serviceenvironment. Using a sample of 425 employeesin two service organizations, the author testedtwo structural equation models. Thehypothesized model with organizationalcommitment as a moderator between jobsatisfaction and service effort fit better than amodel with job satisfaction as moderator did.Conceptual implications are discussed, andsuggestions for future research are made.SUBJECT HEADINGS:Adult\*Attitude\*Efficiency\Efficiency,Organizational\Female\Florida\Humans\*JobSatisfaction\Male\Models,Organizational\*Personnel Loyalty NOTES:PUBLICATION TYPE: Journal Article

152. Top strategies to attract and keep RNs. ORManager. 2001 Jul;17(7):27-9 . PMID:11467169.SUBJECT HEADINGS: Employee IncentivePlans\Humans\Job Satisfaction\NursingStaff/*supply & distribution\PersonnelLoyalty\PersonnelManagement/*methods\PersonnelSelection\Quality of Life\Salaries and FringeBenefits\Surgicenters/*manpower\United StatesNOTES: PUBLICATION TYPE: Journal Article

153. Toran MR. Hiring- and firing-case managers.Case Manager. 1999 Jul-Aug;10(4):86-9. PMID:11094974 .

ABSTRACT: Your organization's success depends onits ability to attract and maintain quality casemanagers. Unfortunately, this task often is easiersaid than done. In addition, today's tight labormarket is making it harder than ever to findqualified employees. So how do you find the"right" person for the job?SUBJECT HEADINGS: CaseManagement/*organization &administration\Efficiency,Organizational\Humans\Marketing of HealthServices\Nurse Administrators/*organization &administration\*Personnel Selection\*PersonnelTurnover NOTES: PUBLICATION TYPE: JournalArticle

154. Toynbee P. The Guardian, 119 Farringdon Road,London EC1R 3ER, UK.

[email protected] care means valuing care assistants,porters, and cleaners too. Qual Saf Health Care.2003 Dec;12 Suppl 1:i13-5. PMID: 14645742 .

ABSTRACT: All too often, the focus of the very cleverstrategy papers produced in the upper reachesof the health department is on the next grandplan. Some of these reforms have beencatastrophic for the quality of service thatpatients experience at ward level. Of these, thecontracting out culture introduced in the 1980sand the 1990s has been the worst. Researchingmy book, Hard work-life in low pay Britain, I tooksix jobs at around the minimum wage, includingwork as a hospital porter, as a hospital cleaner,and as a care assistant. These are jobs at thesharp end, up close and very personal to thepatients, strongly influencing their experiences ofthe services they were using. Yet they are lowpaid, undervalued jobs that fall below the radarof the policy makers. In hospitals they need to bebrought back in-house and integrated into a teamethos. Paying these people more would costmore, but it would also harvest great rewards byusing their untapped commitment.SUBJECT HEADINGS: HealthPersonnel/*psychology\Housekeeping,Hospital/manpower/standards\Humans\*JobSatisfaction\London\NursingHomes/manpower/standards\Patient EscortService\Quality of Health Care/*organization &administration\Salaries and FringeBenefits/economics\State Medicine NOTES:PUBLICATION TYPE: Journal Article

155. Trossman S. Satisfaction guaranteed? Asampling of strategies to keep experiencednurses on the job. Am Nurse . 2002 May-Jun;34(3):1, 12-4. PMID: 12077968 .SUBJECT HEADINGS: American Nurses'Association\Credentialing\Hospitals/standards\Humans\*Job Satisfaction\Nursing Staff,Hospital/*psychology/*supply &distribution\PersonnelSelection/*methods\Personnel Turnover/statistics& numerical data\ProfessionalAutonomy\Salaries and Fringe Benefits\UnitedStates\Workload\Workplace/psychology/standards NOTES: PUBLICATION TYPE: Journal Article

156. Umiker W. Milton S. Hershey Medical Center,Pennsylvania State University, USA.The name of the game is commitment. HealthCare Superv. 1999 Mar;17 (3):38-43. PMID:10351044. ABSTRACT: The success of healthcare institutions depends largely on howcommitted its employees are. Profiles ofpersonal commitments can vary markedly. Majorcomponents of all these profiles are: dedicationto employers, bonding with fellow professionals,and loyalty to one's work group or team. Wediscuss how employers and leaders can create a



culture that features more commitment. Therewards and risks of personal commitment andthe characteristics of committed employees arepresented.SUBJECT HEADINGS: HealthFacilities/organization &administration\Humans\InterpersonalRelations\Leadership\*OrganizationalCulture\*Personnel Loyalty\PersonnelManagement/*methods\StaffDevelopment\United States NOTES:PUBLICATION TYPE: Journal Article

157. Umiker W. Principles of workforce stability.Health Care Manag (Frederick). 1999Dec;18(2):58-64. PMID: 10787630 .

ABSTRACT: The low unemployment rate and theshortage of skilled health care personnel stokethe trend for workers to change jobs andemployers. To build workforce stability,employers and managers must make specialefforts to counter this trend. Workplace stability isachieved by fielding teams of carefully selectedworkers and taking measures to prevent themfrom jumping ship. This article relates howemployers and managers can accomplish this.SUBJECT HEADINGS: Humans\*JobSatisfaction\*NurseAdministrators\Organizational Culture\*PersonnelLoyalty\Personnel Management\*PersonnelTurnover NOTES: PUBLICATION TYPE: JournalArticle

158. van de Looij F, Benders J. Rotterdam-RijnmondPolice Force, The Netherlands.Not just money: quality of working life asemployment strategy. Health Manpow Manage.1995;21(3):27-33. PMID: 10144650 .

ABSTRACT: Scarcities of qualified personnel arebecoming a common phenomenon in TheNetherlands. At the same time, increasing wagesto secure an adequate workforce is not alwayspossible or sufficiently effective, and other waysof retaining and recruiting personnel have to befound. Investigates the importance of various jobcharacteristics for retaining and recruitingemployees and presents the results from asurvey among employees of a Dutch hospitalexperiencing a tight labour market. Jobcharacteristics other than wages, such as labourrelations and work content, were found to play amajor role in individuals' choices to resign orstay. Discusses consequences for employmentstrategies in other organizations.SUBJECT HEADINGS: CareerMobility\Employment/*psychology/standards/statistics & numerical data\Health ServicesResearch\Humans\*Job Satisfaction\Models,Organizational\Netherlands\PersonnelTurnover\Personnel,Hospital/*psychology/statistics & numericaldata\Questionnaires\Workplace NOTES:

PUBLICATION TYPE: Journal ArticlePUBLICATION TYPE: ReviewPUBLICATION TYPE: Review, TutorialNUMBER OF REFERENCES: 22

159. Van Lerberghe W, Conceicao C, Van Damme W,Ferrinho P. Department of Public Health, PrinceLeopold Institute of Tropical Medicine, 155Nationalestraat, B-2000 Antwerp, [email protected] staff is underpaid: dealing with theindividual coping strategies of health personnel.Bull World Health Organ. 2002;80(7):581-4.PMID: 12163923.

ABSTRACT: Health sector workers respond toinadequate salaries and working conditions bydeveloping various individual "coping strategies"--some, but not all, of which are of a predatorynature. The paper reviews what is known aboutthese practices and their potential consequences(competition for time, brain drain and conflicts ofinterest). By and large, governments have rarelybeen proactive in dealing with such problems,mainly because of their reluctance to address theissue openly. The effectiveness of many of thesepiecemeal reactions, particularly attempts toprohibit personnel from developing individualcoping strategies, has been disappointing. Thepaper argues that a more proactive approach isrequired. Governments will need to recognize thedimension of the phenomenon andsystematically assess the consequences ofpolicy initiatives on the situation and behaviour ofthe individuals that make up their workforce.SUBJECT HEADINGS: *Adaptation,Psychological\*Attitude of HealthPersonnel\Emigration and Immigration\HealthPersonnel/*economics/psychology\HealthPolicy\Humans\Needs Assessment\PersonnelSelection/organization & administration\*Salariesand FringeBenefits\Workplace/economics/psychologyNOTES: PUBLICATION TYPE: Journal ArticlePUBLICATION TYPE: ReviewPUBLICATION TYPE: Review, TutorialNUMBER OF REFERENCES: 38

160. Vance A, Davidhizar R. College of Nursing,Arizona State University, Tempe, USA.Motivating the paraprofessional in long-termcare. Health Care Superv. 1997 Jun;15(4):57-64.PMID: 10167447 .

ABSTRACT: Motivating the paraprofessional employeein the long-term care setting is one of the biggestchallenges facing health care supervisors. Unliketheir counterparts in industry, whose work mayproduce tangible results and rewards, long-termcare professionals often must face patients whoshow little or no change over time. Supervisorsmust have understanding and knowledge ofmotivational techniques that will involve andchallenge paraprofessionals.



SUBJECT HEADINGS: Aged\Allied HealthPersonnel/*psychology/supply &distribution\Attitude of HealthPersonnel\Geriatrics/*manpower\Humans\*JobSatisfaction\Long-TermCare/*manpower/psychology/standards\MiddleAged\*Motivation\PersonnelManagement\Prejudice\Professional-PatientRelations\Quality of Health Care\United StatesNOTES: PUBLICATION TYPE: Journal Article

161. Vander Hoek N. Presentation College,Aberdeen, South Dakota, [email protected] solutions for staff recruitment &retention. Radiol Manage. 2001 Jul-Aug;23(4):46-9. PMID: 11499081 .

ABSTRACT: There are three essential topics forradiology managers to consider in light ofpersistent staffing shortages: support of theprofession and educational programs, perks asrecruitment tools and incentives as retentiontools. Some activities that can help supportdepartments and educational programs forradiologic technologists are job shadowing,training for volunteer services, advancedplacement for school applicants, sponsoring aneducational program or clinical training site,creating a positive work environment andsupporting outreach projects geared to local highschools. Traditional perks used in recruitmentefforts have included relocation assistance,travel and lodging expenses during the interviewprocess, loan repayment, scholarships and sign-on bonuses. Some common incentives forretaining employees are tuition reimbursement,cross training, availability of educationalresources, continuing education opportunities,professional development and incrementalincreases in salary. There are many other toolsthat can be used, such as career ladders,creating an environment conducive to teamworkor a more personal atmosphere and showcasingtalents of various staff members. There is muchoverlap among these suggestions in support ofthe profession and educational programs,recruitment and retention of qualified staffradiologic technologists. Radiology managerscan and should be creative in developingdifferent programs to build loyalty andcommitment to a radiology department.SUBJECT HEADINGS: Employee IncentivePlans\Humans\Inservice Training/organization &administration\*Personnel Loyalty\PersonnelSelection/*methods\Radiology/*manpower\Radiology Department, Hospital/*manpower\ResearchSupport, Non-U.S. Gov't\United States NOTES:PUBLICATION TYPE: Journal Article

162. Vinokur-Kaplan D, Jayaratne S, Chess WA.School of Social Work, University of Michigan,

Ann Arbor 48109.Job satisfaction and retention of social workers inpublic agencies, non-profit agencies, and privatepractice: the impact of workplace conditions andmotivators. Adm Soc Work. 1994;18( 3):93-121.PMID: 10138941 .

ABSTRACT: The authors examine a selected array ofagency-influenced work and employmentconditions and assess their impact upon socialworkers' job satisfaction, motivation, andintention to seek new employment. The studymakes correlations with past /empirical studieson job satisfaction and retention, with staffdevelopment concerns as stated in social workadministration textbooks, and with conditionssubject to administrators' influence. Somespecified motivational issues included are salary,fringe benefits, job security, physicalsurroundings, and safety. The analysisdemonstrates the contribution of certaincontextual and motivational factors to aprediction of job satisfaction or of intent to leavethe organization.SUBJECT HEADINGS: Adult\Allied HealthPersonnel/*psychology/statistics & numericaldata\Data Collection\Ethnic Groups/statistics &numerical data\EvaluationStudies\Female\Humans\*JobSatisfaction\Male\MiddleAged\*Motivation\Organizations,Nonprofit\Personnel Loyalty\PersonnelTurnover/*statistics & numerical data\PrivateSector\Public Sector\RegressionAnalysis\Salaries and Fringe Benefits\SocialWork/*manpower/statistics & numericaldata\Socioeconomic Factors\UnitedStates\Workplace/psychology/statistics &numerical data NOTES: PUBLICATION TYPE:Journal ArticlePUBLICATION TYPE: ReviewPUBLICATION TYPE: Review, TutorialNUMBER OF REFERENCES: 37

163. Waldman JD, Kelly F, Arora S, Smith HL. HealthSciences Center, Anderson Schools ofManagement, University of New Mexico,Albuquerque, NM, [email protected] shocking cost of turnover in health care.Health Care Manage Rev. 2004 Jan-Mar;29(1):2-7. PMID: 14992479 .

ABSTRACT: Review of turnover costs at a majormedical center helps health care managers gaininsights about the magnitude and determinantsof this managerial challenge and assess theimplications for organizational effectiveness.Here, turnover includes hiring, training, andproductivity loss costs. Minimum cost of turnoverrepresented a loss of >5 percent of the totalannual operating budget.SUBJECT HEADINGS: Academic MedicalCenters/economics/*manpower\Allied Health



Personnel/supply & distribution\Efficiency,Organizational/economics\Faculty,Medical/supply & distribution\HospitalCosts/classification/*statistics & numericaldata\Humans\InserviceTraining/economics\Medical Staff,Hospital/supply & distribution\Nursing Staff,Hospital/supply & distribution\OrganizationalCase Studies\PersonnelSelection/economics\PersonnelTurnover/*economics\Personnel,Hospital/classification/*supply &distribution\Salaries and FringeBenefits\Southwestern United States NOTES:PUBLICATION TYPE: Journal Article

164. Want to improve your facility's business? Trymaking your staff happier. Patient Focus CareSatisf. 1999 Jun;7(6):61-4. PMID: 10538241.SUBJECT HEADINGS: Benchmarking\DataCollection\HealthPersonnel/*psychology\Humans\Income\*JobSatisfaction\Morale\*Patient Satisfaction\TotalQuality Management\United States NOTES:PUBLICATION TYPE: Journal Article

165. Whittier T. Finding and keeping good direct carestaff. Provider. 1995 Aug;21(8):42-3. PMID:10144816 .SUBJECT HEADINGS: Aged\Housing for theElderly/*manpower\Humans\InserviceTraining\*Personnel Selection\United StatesNOTES: PUBLICATION TYPE: Journal Article

166. Wilkinson JM, Sansby S, Leaning J. HarvardCommunity Health Plan, Wellesley, MA 02181.After-hours telephone triage. Recruitment,training and retention of personnel. HMO Pract.1991 May-Jun ;5(3 ):90-4. PMID: 10111918 .

ABSTRACT: Harvard Community Health Plan'snighttime telephone triage program, currentlyknown as Telecommunications, has evolvedthrough several stages, corresponding to HCHPmembership growth, technologicalenhancements, and changes in the medicolegalenvironment. Recruiting, training, and retainingstaff for nighttime telephone triage arediscussed.SUBJECT HEADINGS: Boston\EmergencyMedical Services/*manpower\HealthMaintenance Organizations/*manpower\InserviceTraining/organization &administration\*Personnel Selection\PersonnelTurnover\Quality Assurance, HealthCare/organization &administration\*Telephone\TimeFactors\Triage/*manpower NOTES:PUBLICATION TYPE: Journal Article

167. Williams AP, Atkin K. University of Toronto.Employee commitment in community-based LTCorganizations. J Long Term Care Adm. 1996

Spring;24(1):24-9. PMID: 10159659SUBJECT HEADINGS: Community HealthServices/manpower\Focus Groups\Health CareCosts\Humans\*Job Satisfaction\Long-TermCare/economics/*manpower/organization &administration/standards\Ontario\*OrganizationalCulture\Patient Satisfaction\*PersonnelLoyalty\Quality of Health Care NOTES:PUBLICATION TYPE: Journal Article

168. Wilner MA. Paraprofessional HealthcareInstitute, South Bronx, USA.Recruiting qualified home care aides: newcandidate pools. Caring. 1999 Apr;18(4):44-5.PMID: 10537510 .

ABSTRACT: With the demographic surge of babyboomers and the number of women aged 25-45projected to decline, the coming decades will seea shortage of workers to care for the elderly.Home care aide agencies will only be able toretain their competitive edge if they widen thepool of candidates from which they recruit andcreate an attractive and decent job. Creating adecent job with adequate pay, benefits, andsupport is a business strategy that will attract awider range of workers, including those withminimal experience, and have positiveramifications for health care in the future--andnow.SUBJECT HEADINGS: Aged\Home CareAgencies\Home Health Aides/standards/*supply& distribution\Humans\InserviceTraining\PersonnelSelection/methods/*trends\PopulationDynamics\Professional Competence\Salariesand Fringe Benefits\United States NOTES:PUBLICATION TYPE: Journal Article

169. Wolf EJ. Four strategies for recruitment andretention. Healthc Exec. 2001 Jul-Aug;16(4):14-8. PMID: 11434129 .

ABSTRACT: The combined pressures of a shrinkingwork force, an aging population, changing socialattitudes toward work, financial constraints, andpublic perception of healthcare have contributedto a growing personnel problem for healthcareorganizations across the country. In fact,decreasing job satisfaction among healthcareemployees has them headed for the doors insearch of nonhospital jobs that can offer flexiblehours, more opportunities, equal or better pay,and less stress. Without sufficient numbers ofpersonnel, healthcare organizations will not beable to meet the needs of their communities. Andthe need for healthcare services will continue togrow as the Baby Boomers age.SUBJECT HEADINGS: Employee IncentivePlans\*Health Manpower\Humans\JobSatisfaction\*Personnel Loyalty\PersonnelSelection/*methods\Planning Techniques\UnitedStates NOTES: PUBLICATION TYPE: JournalArticle



170. Yablonka E, Nakashima J. IT staffing: retentionis cheaper than recruiting. Health ManagTechnol. 1999 Apr;20(3):32-4 . PMID: 10351274SUBJECT HEADINGS: CareerMobility\Colorado\Connecticut\InformationSystems/*manpower\Job Description\*PersonnelLoyalty\*Personnel Selection\Salaries and FringeBenefits NOTES: PUBLICATION TYPE: JournalArticle

171. Zinober JW, Maier C. Center for the Professions,Tampa, FL.Selecting the best to be the best: how to gain acompetitive edge for your organization, Part I.Clin Lab Manage Rev. 1993 Nov-Dec;7(6):483-5,488, 490-1. PMID: 10130699 .

ABSTRACT: This article describes the benefits of goodhiring and the costs of poor hiring in a health-care environment. The elements of an effectivehiring process are delineated and discussed,including job descriptions; position specifications;the advantages and disadvantages of hiring fromwithin or outside of the organization; and jobapplication, resume, and telephone screening.Part II will focus on compensationconsiderations; the selection interview; legalissues in hiring; letting candidates know theresults; and orientation of new employees. Keysfor success in each of these areas are provided.An outline of the steps in a selection interview aswell as specific do's and don'ts in interviewingare provided. The point is made that theselection of a new employee is one of the mostimportant processes in the effectivemanagement of any health-care organization.Yet, it is often done in haste, with a sense ofurgency and with insufficient attention to thedemands of the job, the specific nature of theorganization, and the less tangible but criticalaspects of the applicants.SUBJECT HEADINGS: Costs and CostAnalysis\Guidelines\Job Application\JobDescription/standards\LaboratoryPersonnel/*standards\PersonnelSelection/economics/*methods\United StatesNOTES: PUBLICATION TYPE: Journal Article



Literature Search on Worker Recruitment and Retention · Recruitment and Retention Efforts December 2004 The National Library of Medicine (NLM) conducted several literature searches

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