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News Release http://www.nurse.or.jp/home/opinion/press/ pdf/ sanko-.pdf - - News Release http://www.nurse.or.jp/home/opinion/press/ pdf/ sanko-.pdf - - News Release http://www.nurse.or.jp/up_pdf/ _f.pdf - - pp - pp - pp - pp - pp- A pp- pp - pp - Mowday, R. T., Poter, L. W. & Steers, R. M.: Employee organization linkages: The psychology of commitment absenteeism and turnover, Academic press, John P Meyer Natalie J Allen A three-component conceptualization of organizational commitment Human Resource Management Review pp - John P Meyer, Natalie J Allen and Catherine, A. Smith. Commitment to Organization and Occupations: Extension and Test of a Three-Component Conceptualization. Journal of Applied Psychology pp- pp - pp - pp- pp- well-being- pp - pp - pp - pp- pp -
pp - pp- http://www.mhlw.go.jp/toukei/saikin/ hw/iryosd/ /index.html.. pp- pp - pp - pp - pp - pp- pp - Robbins S. P. J Essentials Organization Behavior th editions Prentice-Hall. pp - pp- pp - Burnout pp - pp - pp - pp - pp-
Examination of the Organizational Commitment of Mid-level Nurses Working for General Hospitals Junko Uda and Yoshie Takatani The advent of a rapidly aging society, advances in medical care, reduction of hospital stays, increased awareness of safe medical care, and changing public needs all place more expectations on nursing staff. Harsh working conditions in actual nursing settings have created the problem of a decreasing number of nurses working continuously for the same medical facility. Sufficient support should be provided for midlevel nurses so they can continue working at the same facility. This critical issue needs to be addressed because of the significance of mentoring by mid-level nurses as clinical models for new nurses and nursing quality at hospitals. Mid-level nurses leave their jobs because of various reasons including reasonable retirement. Previous literature has indicated that the reasons they leave their jobs cannot be limited to the lack of feeling satisfaction in the work environment. Special efforts should be directed not only to resolving the reasons nurses leave their jobs but also to identifying the factors that are common to mid-level nurses continuously working for the same medical facility. By taking this approach, we can develop multilateral measures that better ensure nursing staff continue working a long time with the same medical facility. In the present study, we regarded organizational commitment as the concept for estimating the willingness to continuously stay in the work environment and attempted to clarify the organizational commitment of mid-level nurses. The survey was conducted at two hospitals, one in the Kanto region and the other in the Kansai region, that were independent administrative institutions established in the same sector. Five nurses each working seven to eight years participated in this survey. A semi-structured interview was used as an interview technique and their responses were subjected to qualitative analysis. The results showed the following items involved in organizational commitment: emotional commitment, adherence commitment, and normative commitment. Items that promote emotional commitment are good hospital reputation, good interpersonal relationships, continuing education for nursing specialists, and pursuit of professional nursing. Those that promote adherence commitment are usefulness of experience and lifestyle stability. Those that promote normative commitment are role fulfillment, personal beliefs, and contribution to the organization. The organization should take an intentional approach and provide, in hospital training and daily clinical practice, opportunities that enable mid-level nurses to consider their own careers and those that enable them to recognize the meaning of nursing and their hard-earned roles. In the process of re-socializing role-taking, mid-level nurses can establish a high-quality relationship of trust with the organization as long as they are appropriately supported by the chief and senior nurses serving as role models. Consequently, mid-level nurses organizational commitment can be enhanced and their adherence to the organization can be promoted.