Improving nurse retention in the National Health Service in England: the impact of job satisfaction on intentions to quit.

By Michael A. Shields, Melanie M. Ward. Journal of Health Economics, 2001

712 citations recorded by the source corpus.

Subfields: Demography, General Health Professions, Social Psychology

View Paper: https://www.semanticscholar.org/paper/4fb93eb8d68e711f1cda2eded975df1fd35d47fd

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Citations in the corpus

A STUDY ON DETERMINING FACTORS EMPLOYEE RETENTION (2016, background): “For organizations to be more efficient in their attempt to make more employees stay in the organization for a long period improved compensation should be coupled with quality of work life which this group of researchers identified as a long-term factor [38]-[40].”
The relationship between extrinsic motivation, job satisfaction and life satisfaction amongst employees in a public organisation (2014, background): “By contrast, employees who are dissatisfied with the available promotional opportunities in their organisation usually demonstrate a greater intention to leave the organisation (Shields & Ward, 2001).”
Job Satisfaction and Promotions (2011, neutral): “Using cross-sectional data on British nurses, Shields and Ward (2001) find that dissatisfaction with promotion and training opportunities have a stronger effect on intentions to quit than dissatisfaction with workload or pay.”
Nurse turnover: a literature review. (2006, methodology): “…of nurses and improved compensation may help offset nurse shortages in the short term, researchers suggest that administrative interventions to improve quality of work life are more effective long-term in reducing turnover (Bloom et al., 1992; Shields and Ward, 2001; Gifford et al., 2002).”
Career satisfaction, organizational commitment, and turnover intention (2010, background): “Although there are diverse studies exploring the relationships among career satisfaction, organizational commitment, and turnover intention (Lambert et al., 2001; Shields and Ward, 2001), little research has been conducted, focusing on the common antecedents of three variables simultaneously to refl”
Participation in continuous, on-the-job training and the impact on job satisfaction: longitudinal evidence from the German labour market (2007, background): “3 To be fair, the study by Shields and Ward (2001) differentiates by recipient characteristics but fails to distinguish the results by funding method.”
Does Wage Rank Affect Employees' Wellbeing? (2008, neutral): “For example, Stutzer (2004) found that reduced wellbeing is observed for people with higher income aspiration levels when income and other individual characteristics are controlled for.”
The effect of training on productivity: The transfer of on-the-job training from the perspective of economics (2013, neutral): “The latter is supported by Shields and Ward (2001) who found that workers’ dissatisfaction with training opportunities has a stronger impact on job satisfaction than their dissatisfaction with workload and pay.”
Pay Satisfaction, Job Satisfaction and Turnover Intent (2010, background): “Given that the potential number of job satisfaction factors is probably limitless, we selected four items that are recognized in the research as being of vital importance for nurses’ job satisfaction (Kleinman, 2004; Laschinger et al. , 2004; Shields and Ward, 2001).”
The Impact of Emotional Intelligence on Job Performance via the Mediating Role of Job Satisfaction (2016, background): “The level of JS is a strong indicator of withdrawal behavior, intention to quit, turnover and organizational commitment (e. G. Shields & Ward, 2001; Böckerman & Ilmakunnas, 2009).”
Does perceived support in employee development affect personnel turnover? (2011, background): “The latter is supported by Shields and Ward (2001) who found that dissatisfaction with training opportunities has a stronger impact on job satisfaction than dissatisfaction with workload and pay.”
Life (Dis)Satisfaction and the Intention to Migrate: Evidence from Central and Eastern Europe (2014, methodology): “Data on individual intentions instead of actual labor mobility are also used in some economic studies (see Antecol & Cobb-Clark [5], Kristensen & WestergerdNielsen [36], Shields & Ward [42], among others).”
Employee wellbeing, control and organizational commitment (2009, background): “At the same time, the evidence suggests that it is proving difficult for organizations to find suitably qualified and experienced replacements for employees who leave (Shields and Ward, 2001).”