Организационная приверженность среднего медицинского персонала: определение понятия и специфика измерений (обзор зарубежных публикаций)

Введение. Вопросам организационной приверженности среднего медицинского персонала в российской исследовательской литературе уделяется пока крайне мало внимания. В то же время в зарубежной научной традиции, берущей свое начало с 1960-х гг., приверженность рассматривается как своеобразная «квинтэссенция», комплексно отражающая в себе отношение работников государственного здравоохранения не только к своей организации, но и к своей профессии, работодателю, труду в целом. В этом смысле приверженность выходит за рамки измерений удовлетворенности/неудовлетворенности трудом, лояльности/нелояльности организации, вовлеченности/невовлеченности в ее работу и т. д.

Цель исследования: на основе анализа зарубежных публикаций систематизировать и критически осмыслить основные подходы к пониманию организационной приверженности среднего медицинского персонала, выявить основные этапы развития данной темы в историографии, основные компоненты и механизмы формирования приверженности в медицинских организациях.

Методы. Проблемно-хронологический, сравнительный и критический анализ литературных источников (n = 3808), размещенных в англоязычной текстовой базе данных медицинских и био логических публикаций «PubMed» и выделенных на основании тематического запроса «organizational commitment of nurses» («организационная приверженность медицинских сестер»).

Результаты. Выделены 4 хронологических этапа изучения вопросов организационной приверженности в зарубежной литературе, отличающиеся как по своему содержанию, так и по направленности научных публикаций. На первом этапе (рубеж 1960/1970-х — 1980-е гг.) публикации, как правило, носили описательный характер и касались в основном характеристики обязательств работников по отношению к своим организациям, приверженности этическим моделям поведения и ценностям профессии. В то же время появились первые исследования, призывавшие к разработке «систем объективных оценок программ охраны труда» работников здравоохранения, которые учитывали бы различные аспекты «трудовой жизни», «ролевую неопределенность» и «ролевые конфликты», влияющие на желание работать в медицинской организации. На втором этапе (1990-е гг.) внимание исследователей привлекли вопросы изучения вовлеченности и удовлетворенности трудом как факторов, определяющих организационную приверженность персонала. В публикациях, посвященных анализу «личного жизненного опыта», внедрения психологических контрактов и моделей «совместного управления», создания «самостоятельных рабочих групп медсестер» и «совместных команд», отмечалась необходимость вовлечения среднего медперсонала в управление организациями. На третьем этапе (рубеж 1990/2000-х — начало 2020-х гг.) появилось множество публикаций, посвященных измерению приверженности среднего медперсонала на основе применения модели Дж. Мейера и Н. Аллен. Большое значение приобрел анализ «особости» медсестринского труда в ключе формирования «культуры учреждений», учета ожиданий сотрудников и создания атмосферы воспринимаемой поддержки. В поле зрения оказались вопросы эмоциональных составляющих труда, совмещенные с комплексным изучением проблем эмоционального истощения, стрессов и стрессоров, профессионального выгорания, деперсонализации и пр. При этом наблюдался процесс расширения географии исследований, совмещенный с попытками понять специфику организационной приверженности за пределами «западного опыта». На четвертом этапе (с начала 2020-х гг.) внимание исследователей привлекли вопросы безопасности персонала на рабочих местах, коллективного эмоционального и профессионального выгорания и сохранения «качества здоровья» среднего медперсонала. Новыми темами стали вопросы влияния цифровизации и мультикультурности на поддержание организационной приверженности и стабильности медсестринских коллективов.

Заключение. В дискуссиях по вопросам содержания организационной приверженности и проблемам его качественного измерения рано ставить точку, так как реальная жизнь ставит все новые и новые проблемы, требующие адекватного изучения и детального научного анализа. Результаты обзора позволяют не только совершенствовать существующие подходы к оценке организационной приверженности, но и разрабатывать комплексные программы организационного развития, ориентированные на удержание, мотивацию и профессиональное развитие среднего медицинского персонала в российских медицинских учреждениях.

1. Алексеева Е.А. Концепт организационной приверженности в социологической дискуссии. Казанский социально‑гуманитарный вестник. 2022;6(57):4–10. https://doi.org/10.26907/2079-5912.2022.6.4-10

2. Липатов С.А. Проблема взаимодействия человека и организации: концепции и направления исследований. Вестник Московского университета. Серия 14. Психология. 2012;1:85–96.

3. Липатов С.А., Синчук Х.И. Социально-психологические факторы организационной приверженности сотрудников (на примере коммерческих организаций). Организационная психология. 2012;5(4):6–28.

4. Ловаков А.В., Липатов С.А. Организационная идентификация и приверженность персонала: сходство и различие. Психология. Журнал Высшей школы экономики. 2011;8(2):69–80.

5. Ранова Л.Н. Управление человеческими ресурсами: особенности людей, мотивация, приверженность, организационная культура. Вестник магистратуры. 2014; 2(3(30));18–20.

6. Трофимова Е.Л., Бондаренко В.Ю. Проблема приверженности персонала к организации в отечественной и зарубежной литературе. Психология в экономике и управлении. 2013;1:28–36.

7. Чернякевич Е.Ю. Лидерский потенциал и карьерные ориентации как предикторы организационной приверженности молодых специалистов: гендерный аспект. Известия Иркутского государственного университета. Серия Психология. 2023;44:85–98. http://dx.doi.org/10.26516/2304-1226.2023.44.85

8. Потапова Ю.В., Климухина В.А. Структура и факторы формирования организационной приверженности: теоретическая модель. Организационная психология. 2024;14(3):117–146. https://doi.org/10.17323/2312-5942-2024-14-3-117-146

9. Meyer JP, Allen NJ. A three-component conceptualization of organizational commitment. Human Resource Management Review. 1991;1(1):61–89. http://dx.doi.org/10.1016/1053-4822(91)90011-z

10. Умнов С.В., Берсенева Е.А., Кудрина В.Г., Андреева Т.В., Спасенников Б.А. Современные подходы к формированию высокой приверженности персонала медицинской организации. Бюллетень Национального научно‑исследовательского института общественного здоровья имени Н.А. Семашко. 2022;1–2:42–49. https://doi.org/10.25742/NRIPH.2022.01.005

11. 1967: a time for commitment. Ohio Nurses Rev. 1967;42(1):7–12.

12. Notter LE. The profession’s commitment. N Y State Nurse. 1967;39(2):6–10.

13. Henderson V. Some commitments for nurses today. Alumnae Mag Columbia Univ Presbyt Hosp Sch Nurs Alumnae Assoc. 1968;63(1):5–15.

14. Mullane MK. Today’s challenges--tomorrow’s commitments. Va Nurse Q. 1977;45(4):6–10.

15. Schlotfeldt RM. Nursing research: reflection of values. Nurs Res. 1977;26(1):4–9.

16. Recommendations spell out commitment. RNABC News. 1979;11(5):22–23.

17. Smith JP. The challenge of health education for nurses in the 1980s. J Adv Nurs. 1979;4(5):531–543. https://doi.org/10.1111/j.1365-2648.1979.tb00886.x

18. Nichols B. Belonging to your professional organization: a commitment to personal growth and professional development. Imprint. 1980;27(4):18.

19. Holland D. A grass roots approach to developing inpatient nursing unit work groups. J Neurosurg Nurs. 1984;16(4):217–220. https://doi.org/10.1097/01376517-198408000-00009

20. Hicks F. Nursing: health care’s best resource--fulfilling the commitment. Oreg Nurse. 1986;51(2):12–15.

21. Zander K. Nursing case management. Resolving the DRG paradox. Nurs Clin North Am. 1988;23(3):503–520.

22. Patterson DL. Achieving excellence in nursing. J Pediatr Nurs. 1991;6(6):391–395.

23. Krause K. Sairaanhoitajan ammatin kehittämisestä [Development of the nursing profession]. Sairaanhoitaja (1991). 1993;(4):25–27. Finnish.

24. Martin PJ. One meter stick--the nursing audit. J Adv Nurs. 1980;5(2):199–208. https://doi.org/10.1111/j.1365-2648.1980.tb00950.x

25. Melia KM. Student nurses’ construction of occupational socialisation. Sociol Health Illn. 1984;6(2):132–151. https://doi.org/10.1111/1467-9566.ep10778231

26. Barbiasz JE, Hunt V, Lowenstein A. Nursing documentation: a format not a form. J Nurs Adm. 1981;11(6):22–26.

27. Ouellet D, Elsner C. A roadmap for the novice researcher. Can J Cardiovasc Nurs. 1993;4(2):16–19.

28. Corley MC, Mauksch HO. The nurse’s multiple commitments. J Prof Nurs. 1993;9(2):116–122. https://doi.org/10.1016/8755-7223(93)90028-b

29. Ring N. A personal and historical investigation of the career trends of UK graduate nurses qualifying between 1970 and 1989. J Adv Nurs. 2002;40(2):199–209. https://doi.org/10.1046/j.1365-2648.2002.02362.x

30. Webb SB Jr. Objective criteria for evaluating occupational health programs. Am J Public Health. 1975;65(1):31–37. https://doi.org/10.2105/ajph.65.1.31

31. Britton L. Use of behavioral science concepts and processes to facilitate change: a team building program for nursing supervisors. Aust Health Rev. 1984;7(3):162–179.

32. Morison MJ. Promoting the motivation to change. The role of facilitative leadership in quality assurance. Prof Nurse. 1992;7(11):715–716, 718.

33. Stichler JF. Shared governance: what it means to those involved. Aspens Advis Nurse Exec. 1989;4(9):1, 3, 6–8.

34. Coyne C, Killien M. A system for unit-based monitors of quality of nursing care. J Nurs Adm. 1987;17(1):26–32.

35. Porter-O’Grady T. Shared governance for nursing. Part II: Putting the organization into action. AORN J. 1991;53(3):694–703. https://doi.org/10.1016/s0001-2092(07)68943-1

36. Doherty C, Hope W. Shared governance--nurses making a difference. J Nurs Manag. 2000;8(2):77–81. https://doi.org/10.1046/j.1365-2834.2000.00162.x

37. Smith HL. Nurses’ quality of working life in an HMO: a comparative study. Nurs Res. 1981;30(1):54–58. https://doi.org/10.1097/00006199-198101000-00018

38. Rosse JG, Rosse PH. Role conflict and ambiguity: an empirical investigation of nursing personnel. Eval Health Prof. 1981;4(4):385–405. https://doi.org/10.1177/016327878100400403

39. Jamal M. Job stress and job performance controversy: an empirical assessment. Organ Behav Hum Perform. 1984;33(1):1–21. https://doi.org/10.1016/0030-5073(84)90009-6

40. McCloskey JC. Two requirements for job contentment: autonomy and social integration. Image J Nurs Sch. 1990;22(3):140–143. https://doi.org/10.1111/j.1547-5069.1990.tb00196.x

41. Kraemer LG, Rigolizzo-Gurenlian J. Role conflicts in nursing and allied health: a comparison of professional and organizational commitment. J Allied Health. 1985;14(1):53–62.

42. Christensen PJ. An ethical framework for nursing service administration. ANS Adv Nurs Sci. 1988;10(3):46–55. https://doi.org/10.1097/00012272-198804000-00006

43. Moran MJ, Johnson JE. Quality improvement: the nurse’s role. ANA Publ. 1992;(NP-80 7.5 M):45–61.

44. Bousfield C. A phenomenological investigation into the role of the clinical nurse specialist. J Adv Nurs. 1997;25(2):245–256. https://doi.org/10.1046/j.1365-2648.1997.1997025245.x

45. Mulholland J. Assimilating sociology: critical reflections on the ‘sociology in nursing’ debate. J Adv Nurs. 1997;25(4):844–852. https://doi.org/10.1046/j.1365-2648.1997.1997025844.x

46. Blegen MA. Nurses’ job satisfaction: a meta-analysis of related variables. Nurs Res. 1993;42(1):36–41.

47. Acorn S, Ratner PA, Crawford M. Decentralization as a determinant of autonomy, job satisfaction, and organizational commitment among nurse managers. Nurs Res. 1997;46(1):52–58. https://doi.org/10.1097/00006199-199701000-00009

48. Davies SM. An evaluation of nurse-led team care within a rehabilitation ward for elderly people. J Clin Nurs. 1994;3(1):25–33. https://doi.org/10.1111/j.1365-2702.1994.tb00355.x

49. McNeese-Smith DK. The influence of manager behavior on nurses’ job satisfaction, productivity, and commitment. J Nurs Adm. 1997;27(9):47–55. https://doi.org/10.1097/00005110-199709000-00011

50. Knox S, Irving JA. Nurse manager perceptions of healthcare executive behaviors during organizational change. J Nurs Adm. 1997;27(11):33–39. https://doi.org/10.1097/00005110-199711000-00008

51. Salyer J, Geddes N, Smith CS, Mark BA. Commitment and communication: keys to minimizing attrition in multisite longitudinal organizational studies. Nurs Res. 1998;47(2):123–125. https://doi.org/10.1097/00006199-199803000-00012

52. Cavanagh SJ. A ‘new’ psychological contract for nurses: some management implications. J Nurs Manag. 1996;4(2):79–83.

53. Molzahn AE. Creating caring organization cultures in dialysis units. ANNA J. 1997;24(2):247–253.

54. Johansson I, Larsson G, Hamrin E. Changes of nursing organization in a surgical department: effects on work satisfaction and quality of care. J Clin Nurs. 1994;3(3):169–175. https://doi.org/10.1111/j.1365-2702.1994.tb00382.x

55. MacDonald G. Shared governance--a unit based concept. Axone. 1995;17(1):3–5.

56. Narayan MC, Tennant J, Larose P, Grumbly J, Marchessault L. Achieving success in home care through the self-directed work group approach. Home Healthc Nurse. 1996;14(11):865–872; quiz 874–875. https://doi.org/10.1097/00004045-199611000-00004

57. Annand F. The mentor commitment. Insight. 1997;22(2):41–45. https://doi.org/10.1016/s1060-135x(97)90044-0

58. Parker M, Gadbois S. The fragmentation of community: Part 1, The loss of belonging and commitment at work. J Nurs Adm. 2000;30(7–8):386–390. https://doi.org/10.1097/00005110-200007000-00015

59. Wilson CK. Team behaviors: working effectively in teams. Semin Nurse Manag. 1998;6(4):188–194.

60. McCrea MA. Personal reflections on early learning in shared leadership. Semin Nurse Manag. 1998;6(2):83–88.

61. Makaram S. Interprofessional cooperation. Med Educ. 1995;29 Suppl 1:65–69. https://doi.org/10.1111/j.1365-2923.1995.tb02893.x

62. Corrales D, Galindo A, Escobar MA, Palomo L, Magariño MJ. El debate sobre la organización, las funciones y la eficiencia de enfermería en atención primaria: a propósito de un estudio cualitativo [The debate on the organization, functions and efficiency of nursing in primary care: apropos of a qualitative study]. Aten Primaria. 2000;25(4):214–219. Spanish. https://doi.org/10.1016/s0212-6567(00)78489-7

63. Caricati L, Mancini T, Bianconcini M, Guidi C, Prandi C, Silvano R, Sollami A, Tafurelli C, Artioli G. Psychosocial predictors of collaborative practice between nurses and physicians working in hospitals. Acta Biomed. 2014;85(3):32–40.

64. Brewer AM, Lok P. Managerial strategy and nursing commitment in Australian hospitals. J Adv Nurs. 1995;21(4):789–799. https://doi.org/10.1046/j.1365-2648.1995.21040789.x

65. Dwore RB, Murray BP, Fosbinder D, Parsons R, Smith P, Dalley K, Vorderer L, Gustafson G. Integration of nurse executives into executive level administration in Utah hospitals. Health Care Manag (Frederick). 2000;18(4):22–36. https://doi.org/10.1097/00126450-200018040-00005

66. Norsen L, Opladen J, Quinn J. Practice model: collaborative practice. Crit Care Nurs Clin North Am. 1995;7(1):43–52.

67. Cheater FM, Keane M. Nurses’ participation in audit: a regional study. Qual Health Care. 1998;7(1):27–36. https://doi.org/10.1136/qshc.7.1.27

68. Gifford BD, Zammuto RF, Goodman EA. The relationship between hospital unit culture and nurses’ quality of work life. J Healthc Manag. 2002;47(1):13–25; discussion 25–26.

69. Bergler R. Zur Psychologie des Pflegepersonals in der ambulanten Pflege [Psychology of nursing personnel in home care nursing]. Zentralbl Hyg Umweltmed. 1995;197(1–3):45–74. German.

70. Laschinger HK, Havens DS. The effect of workplace empowerment on staff nurses’ occupational mental health and work effectiveness. J Nurs Adm. 1997;27(6):42–50. https://doi.org/10.1097/00005110-199706000-00012

71. Hinds PS, Sanders CB, Srivastava DK, Hickey S, Jayawardene D, Milligan M, Olson MS, Puckett P, Quargnenti A, Randall EA, Tyc V. Testing the stress-response sequence model in paediatric oncology nursing. J Adv Nurs. 1998;28(5):1146–1157. https://doi.org/10.1046/j.1365-2648.1998.00731.x

72. Frederick B, Frederick L. Quality improvement with a culturally diverse staff: implications for nurse managers. Semin Nurse Manag. 1995;3(3):137–142.

73. Cioffi RN. Communicating with culturally and linguistically diverse patients in an acute care setting: nurses’ experiences. Int J Nurs Stud. 2003;40(3):299–306. https://doi.org/10.1016/s0020-7489(02)00089-5

74. Pappas SH. Creating an environment to support hardiness and quality patient care. Semin Nurse Manag. 1995;3(3):115–118.

75. Shaver KH, Lacey LM. Job and career satisfaction among staff nurses: effects of job setting and environment. J Nurs Adm. 2003;33(3):166–172. https://doi.org/10.1097/00005110-200303000-00008

76. Woodward VM. Professional caring: a contradiction in terms? J Adv Nurs. 1997;26(5):999–1004. https://doi.org/10.1046/j.1365-2648.1997.00389.x

77. Modic MB, Amour M. Putting compassion and commitment back into nursing. Aspens Advis Nurse Exec. 1998;13(8):1, 3–6.

78. Farley CL. Service learning: applications in midwifery education. J Midwifery Womens Health. 2003;48(6):444–448. https://doi.org/10.1016/j.jmwh.2003.08.010

79. Salvage J. Evidence-based practice: a mixture of motives? Nurs Times. 1998;94(23):61–64.

80. Hem MH, Heggen K. Is compassion essential to nursing practice? Contemp Nurse. 2004;17(1–2):19–31. https://doi.org/10.5172/conu.17.1-2.19

81. Beagan B, Ells C. Values that matter, barriers that interfere: the struggle of Canadian nurses to enact their values. Can J Nurs Res. 2009;41(1):86–107.

82. Rogut L, Hudson A. Meeting patients’ needs: quality care in a changing environment. Pap Ser United Hosp Fund N Y. 1995:1–33.

83. Westrope RA, Vaughn L, Bott M, Taunton RL. Shared governance. From vision to reality. J Nurs Adm. 1995;25(12):45–54. https://doi.org/10.1097/00005110-199512000-00008

84. Peterson R. Building a mission for quality care. J Neurosci Nurs. 1999;31(6):363–365. doi: 10.1097/01376517-199912000-00007

85. Naughton M, Nolan M. Developing nursing’s future role: a challenge for the millennium: 1. Br J Nurs. 1998;7(16):983–986. https://doi.org/10.12968/bjon.1998.7.16.5614

86. Woods SS, Jensen LB, Schulz P, Barnason S, Graham J, Rasmussen D, Carder B, Wild MC. Collaborative research: a community approach. Clin Nurse Spec. 2000;14(1):13–16. https://doi.org/10.1097/00002800-200001000-00008

87. Kalbfleisch PJ, Bach BW. The language of mentoring in a health care environment. Health Commun. 1998;10(4):373–392. https://doi.org/10.1207/s15327027hc1004_5

88. Cangelosi JD Jr, Markham FS, Bounds WT. Factors related to nurse retention and turnover: an updated study. Health Mark Q. 1998;15(3):25–43. https://doi.org/10.1300/J026v15n03_02

89. Barrett L, Yates P. Oncology/haematology nurses: a study of job satisfaction, burnout, and intention to leave the specialty. Aust Health Rev. 2002;25(3):109–121. https://doi.org/10.1071/ah020109

90. Dyck D, Roithmayr T. Organizational stressors and health. How occupational health nurses can help break the cycle. AAOHN J. 2002;50(5):213–219.

91. Hirsch NJ. In the patient’s best interest--a call to action, a call to balance. Bioethics Forum. 2002;18(1–2):24–29.

92. Fairfield KD. Whose side are you on? Interdependence and its consequences in management of healthcare delivery. J Healthc Manag. 2004;49(1):17–29; discussion 30–31.

93. Simons M. The cycle of caring. Nurs Adm Q. 2004;28(4):280–284. https://doi.org/10.1097/00006216-200410000-00010

94. Lim VK, Yuen EC. Doctors, patients, and perceived job image: an empirical study of stress and nurses in Singapore. J Behav Med. 1998;21(3):269–282. https://doi.org/10.1023/a:1018769000750

95. Koivula M, Paunonen M, Laippala P. Prerequisites for quality improvement in nursing. J Nurs Manag. 1998;6(6):333–342. https://doi.org/10.1046/j.1365-2834.1998.00091.x

96. Jamal M, Baba VV. Job stress and burnout among Canadian managers and nurses: an empirical examination. Can J Public Health. 2000;91(6):454–458. https://doi.org/10.1007/BF03404828

97. Brunges M, Foley-Brinza C. Projects for increasing job satisfaction and creating a healthy work environment. AORN J. 2014;100(6):670–681. https://doi.org/10.1016/j.aorn.2014.01.029

98. McNeese-Smith DK. Job stages of entry, mastery, and disengagement among nurses. J Nurs Adm. 2000;30(3):140–147. https://doi.org/10.1097/00005110-200003000-00006

99. McNeese-Smith DK, van Servellen G. Age, developmental, and job stage influences on nurse outcomes. Outcomes Manag Nurs Pract. 2000;4(2):97–104

100. Ruokolainen M, Mauno S, Cheng T. Are the most dedicated nurses more vulnerable to job insecurity? Age-specific analyses on familyrelated outcomes. J Nurs Manag. 2014;22(8):1042–1053. https://doi.org/10.1111/jonm.12064

101. Hu J, Herrick C, Hodgin KA. Managing the multigenerational nursing team. Health Care Manag (Frederick). 2004;23(4):334–340. https://doi.org/10.1097/00126450-200410000-00008

102. Keepnews DM, Brewer CS, Kovner CT, Shin JH. Generational differences among newly licensed registered nurses. Nurs Outlook. 2010;58(3):155–163. https://doi.org/10.1016/j.outlook.2009.11.001

103. Farr-Wharton R, Brunetto Y, Shacklock K. The impact of intuition and supervisor-nurse relationships on empowerment and affective commitment by generation. J Adv Nurs. 2012;68(6):1391–1401. https://doi.org/10.1111/j.1365-2648.2011.05852.x

104. Hendricks JM, Cope VC. Generational diversity: what nurse managers need to know. J Adv Nurs. 2013;69(3):717–725. https://doi.org/10.1111/j.1365-2648.2012.06079.x

105. McNeese-Smith DK, Crook M. Nursing values and a changing nurse workforce: values, age, and job stages. J Nurs Adm. 2003;33(5):260–270. https://doi.org/10.1097/00005110-200305000-00002

106. SmithBattle L, Diekemper M, Drake MA. Articulating the culture and tradition of community health nursing. Public Health Nurs. 1999;16(3):215–222. https://doi.org/10.1046/j.1525-1446.1999.00215.x

107. Churchill J. Organizational culture in the changing workplace: an employee assistance program perspective. Semin Nurse Manag. 1999;7(1):17–20.

108. Kroposki M, Murdaugh CL, Tavakoli AS, Parsons M. Role clarity, organizational commitment, and job satisfaction during hospital reengineering. Nursingconnections. 1999;12(1):27–34.

109. Omery A, Williams RP. An appraisal of research utilization across the United States. J Nurs Adm. 1999;29(12):50–56. https://doi.org/10.1097/00005110-199912000-00011

110. Beccaria LM, Fávero N. Expectativas de gerentes e assessores de enfermagem quanto ao estilo gerencial do diretor executivo de um hospital de ensino [Expectations of nursing managers and assistants as to the managerial style of an executive director of a teaching hospital]. Rev Lat Am Enfermagem. 2000;8(2):83–90. Portuguese. https://doi.org/10.1590/s0104-11692000000200013

111. MacPhee M. Hospital networking. Comparing the work of nurses with flexible and traditional schedules. J Nurs Adm. 2000;30(4):190–198. https://doi.org/10.1097/00005110-200004000-00010

112. Manias E, Aitken R, Peerson A, Parker J, Wong K. Agency-nursing work: perceptions and experiences of agency nurses. Int J Nurs Stud. 2003;40(3):269–279. https://doi.org/10.1016/s0020-7489(02)00085-8

113. Laschinger HK, Finegan J, Shamian J. The impact of workplace empowerment, organizational trust on staff nurses’ work satisfaction and organizational commitment. Health Care Manage Rev. 2001;26(3):7–23. https://doi.org/10.1097/00004010-200107000-00002

114. Haney L, Amann MC. Cultivating effectiveness in your organization. AAOHN J. 2001;49(8):369–373.

115. Downey M, Parslow S, Smart M. The hidden treasure in nursing leadership: informal leaders. J Nurs Manag. 2011;19(4):517–521. https://doi.org/10.1111/j.1365-2834.2011.01253.x

116. Curtin LL. The impact of market-based ‘reform’ on cultural values in health care. Semin Nurse Manag. 1999;7(4):198–202.

117. Kuokkanen L, Leino-Kilpi H, Katajisto J. Nurse empowerment, jobrelated satisfaction, and organizational commitment. J Nurs Care Qual. 2003;18(3):184–192. https://doi.org/10.1097/00001786-200307000-00004

118. Badr L, Rizk U, Farha R. The divergent opinions of nurses, nurse managers and nurse directors: the case in Lebanon. J Nurs Manag. 2010;18(2):182–193. https://doi.org/10.1111/j.1365-2834.2010.01052.x

119. Motwani J, Klein D, Navitskas S. Striving toward continuous quality improvement: a case study of Saint Mary’s Hospital. Health Care Manag (Frederick). 1999;18(2):33–40. https://doi.org/10.1097/00126450-199912000-00006

120. Hannigan B, Burnard P. Nursing, politics and policy: a response to Clifford. Nurse Educ Today. 2000;20(7):519–523. https://doi.org/10.1054/nedt.2000.0505

121. Caine RM, Lowenstein H. Messages of professional empowerment from the land of Oz. Crit Care Nurse. 2000;20(5):8, 10, 12–13.

122. Wagner SL, Rush MC. Altruistic organizational citizenship behavior: context, disposition, and age. J Soc Psychol. 2000;140(3):379–391. https://doi.org/10.1080/00224540009600478

123. Murrells T, Robinson S, Griffiths P. Job satisfaction trends during nurses’ early career. BMC Nurs. 2008;7:7. https://doi.org/10.1186/1472-6955-7-7

124. Laschinger HK, Finegan J, Shamian J, Casier S. Organizational trust and empowerment in restructured healthcare settings. Effects on staff nurse commitment. J Nurs Adm. 2000;30(9):413–425. https://doi.org/10.1097/00005110-200009000-00008

125. Laschinger HK, Finegan J, Shamian J, Almost J. Testing Karasek’s Demands-Control Model in restructured healthcare settings: effects of job strain on staff nurses’ quality of work life. J Nurs Adm. 2001;31(5):233–243. https://doi.org/10.1097/00005110-200105000-00003

126. Kuokkanen L, Katajisto J. Promoting or impeding empowerment? Nurses’ assessments of their work environment. J Nurs Adm. 2003;33(4):209–215. https://doi.org/10.1097/00005110-200304000-00005

127. McNeese-Smith DK. A nursing shortage: building organizational commitment among nurses. J Healthc Manag. 2001;46(3):173–186; discussion 186–187.

128. Gellatly IR, Cowden TL, Cummings GG. Staff nurse commitment, work relationships, and turnover intentions: a latent profile analysis. Nurs Res. 2014;63(3):170–181. https://doi.org/10.1097/NNR.0000000000000035

129. Hsu CP, Chiang CY, Chang CW, Huang HC, Chen CC. Enhancing the commitment of nurses to the organisation by means of trust and monetary reward. J Nurs Manag. 2015;23(5):567–576. https://doi.org/10.1111/jonm.12180

130. Lu KY, Lin PL, Wu CM, Hsieh YL, Chang YY. The relationships among turnover intentions, professional commitment, and job satisfaction of hospital nurses. J Prof Nurs. 2002;18(4):214–219. https://doi.org/10.1053/jpnu.2002.127573

131. Sourdif J. Predictors of nurses’ intent to stay at work in a university health center. Nurs Health Sci. 2004;6(1):59–68. https://doi.org/10.1111/j.1442-2018.2003.00174.x

132. Lynn MR, Redman RW. Faces of the nursing shortage: influences on staff nurses’ intentions to leave their positions or nursing. J Nurs Adm. 2005;35(5):264–270. https://doi.org/10.1097/00005110-200505000-00010

133. Park HH, Park KS, Yom YH, Kim KH. [Impact of clinical nurses’ power and empowerment on job satisfaction and organizational commitment]. Taehan Kanho Hakhoe Chi. 2006;36(2):244–254. Korean. https://doi.org/10.4040/jkan.2006.36.2.244

134. Han SS, Moon SJ, Yun EK. Empowerment, job satisfaction, and organizational commitment: comparison of permanent and temporary nurses in Korea. Appl Nurs Res. 2009;22(4):e15–20. https://doi.org/10.1016/j.apnr.2009.06.004

135. Kim EK, Hwang JI. Characteristics associated with intent to stay among Quality Improvement nurses. Int Nurs Rev. 2011;58(1):89–95. https://doi.org/10.1111/j.1466-7657.2010.00841.x

136. Pinho P, Albuquerque C. Influência do empenhamento organizacional e profissional dos enfermeiros nas estratégias de resoluçāo dos conflitos [Influence of organizational commitment and professional nurses in conflict resolution strategies]. Servir. 2013;58(1–2):103–116. Portuguese.

137. Zhao X, Sun T, Cao Q, Li C, Duan X, Fan L, Liu Y. The impact of quality of work life on job embeddedness and affective commitment and their co-effect on turnover intention of nurses. J Clin Nurs. 2013;22(5- 6):780–788. https://doi.org/10.1111/j.1365-2702.2012.04198.x

138. Choi HG, Ahn SH. [Influence of Nurse Managers’ Authentic Leadership on Nurses’ Organizational Commitment and Job Satisfaction: Focused on the Mediating Effects of Empowerment]. J Korean Acad Nurs. 2016;46(1):100–108. Korean. https://doi.org/10.4040/jkan.2016.46.1.100

139. Negussie N, Berehe C. Factors affecting performance of public hospital nurses in Addis Ababa region, Ethiopia. J Egypt Public Health Assoc. 2016;91(1):26–30. https://doi.org/10.1097/01.EPX.0000480931.63648.9b

140. Gupta V, Agarwal UA, Khatri N. The relationships between perceived organizational support, affective commitment, psychological contract breach, organizational citizenship behaviour and work engagement. J Adv Nurs. 2016;72(11):2806–2817. https://doi.org/10.1111/jan.13043

141. Perreira T, Berta W, Ginsburg L, Barnsley J, Herbert M. Insights into nurses’ work: Exploring relationships among work attitudes and work-related behaviors. Health Care Manage Rev. 2018;43(4):315–327. https://doi.org/10.1097/HMR.0000000000000151

142. Huyghebaert T, Gillet N, Audusseau O, Fouquereau E. Perceived career opportunities, commitment to the supervisor, social isolation: Their effects on nurses’ well-being and turnover. J Nurs Manag. 2019;27(1):207–214. https://doi.org/10.1111/jonm.12666

143. Al-Ahmadi H. Factors affecting performance of hospital nurses in Riyadh Region, Saudi Arabia. Int J Health Care Qual Assur. 2009;22(1):40–54. https://doi.org/10.1108/09526860910927943

144. Han SS, Sohn IS, Kim NE. [New nurse turnover intention and influencing factors]. J Korean Acad Nurs. 2009;39(6):878–887. Korean. https://doi.org/10.4040/jkan.2009.39.6.878

145. Vagharseyyedin SA. An integrative review of literature on determinants of nurses’ organizational commitment. Iran J Nurs Midwifery Res. 2016;21(2):107–117. https://doi.org/10.4103/1735-9066.178224

146. McGillis Hall L, Lalonde M, Dales L, Peterson J, Cripps L. Strategies for retaining midcareer nurses. J Nurs Adm. 2011;41(12):531–537. https://doi.org/10.1097/NNA.0b013e3182378d6c

147. Sjöberg A, Sverke M. The interactive effect of job involvement and organizational commitment on job turnover revisited: a note on the mediating role of turnover intention. Scand J Psychol. 2000;41(3):247–252. https://doi.org/10.1111/1467-9450.00194

148. Mrayyan MT. Hospital organizational climates and nurses’ intent to stay: differences between units and wards. Contemp Nurse. 2008;27(2):223–236. https://doi.org/10.5555/conu.2008.27.2.223

149. Liou SR. Nurses’ intention to leave: critically analyse the theory of reasoned action and organizational commitment model. J Nurs Manag. 2009;17(1):92–99. https://doi.org/10.1111/j.1365-2834.2008.00873.x

150. Chen SY, Wu WC, Chang CS, Lin CT, Kung JY, Weng HC, Lin YT, Lee SI. Organizational justice, trust, and identification and their effects on organizational commitment in hospital nursing staff. BMC Health Serv Res. 2015;15:363. https://doi.org/10.1186/s12913-015-1016-8

151. Sveinsdóttir H, Ragnarsdóttir ED, Blöndal K. Praise matters: the influence of nurse unit managers’ praise on nurses’ practice, work environment and job satisfaction: a questionnaire study. J Adv Nurs. 2016;72(3):558–568. https://doi.org/10.1111/jan.12849

152. Rodwell J, Ellershaw J. Fulfill Promises and Avoid Breaches to Retain Satisfied, Committed Nurses. J Nurs Scholarsh. 2016;48(4):406–413. https://doi.org/10.1111/jnu.12215

153. Attree M. Patients’ and relatives’ experiences and perspectives of ‘Good’ and ‘Not so Good’ quality care. J Adv Nurs. 2001;33(4):456–466. https://doi.org/10.1046/j.1365-2648.2001.01689.x

154. Endo E, Miyahara T, Suzuki S, Ohmasa T. Partnering of researcher and practicing nurses for transformative nursing. Nurs Sci Q. 2005;18(2):138–145. https://doi.org/10.1177/0894318405274825

155. Cooper E. Creating a culture of professional development: a milestone pathway tool for registered nurses. J Contin Educ Nurs. 2009;40(11):501–508. https://doi.org/10.3928/00220124-20091023-07

156. Guerrero S, Chênevert D, Kilroy S. New Graduate Nurses’ Professional Commitment: Antecedents and Outcomes. J Nurs Scholarsh. 2017;49(5):572–579. https://doi.org/10.1111/jnu.12323

157. De Gieter S, Hofmans J, Pepermans R. Revisiting the impact of job satisfaction and organizational commitment on nurse turnover intention: an individual differences analysis. Int J Nurs Stud. 2011;48(12):1562–1569. https://doi.org/10.1016/j.ijnurstu.2011.06.007

158. Cleary M, Horsfall J. Integrity and mental health nursing: factors to consider. Issues Ment Health Nurs. 2013;34(9):673–677. https://doi.org/10.3109/01612840.2013.794179

159. Huynh T, Alderson M, Thompson M. Emotional labour underlying caring: an evolutionary concept analysis. J Adv Nurs. 2008;64(2):195–208. https://doi.org/10.1111/j.1365-2648.2008.04780.x

160. Tummers LG, Den Dulk L. The effects of work alienation on organisational commitment, work effort and work-to-family enrichment. J Nurs Manag. 2013;21(6):850–859. https://doi.org/10.1111/jonm.12159

161. Pendry PS. Moral distress: recognizing it to retain nurses. Nurs Econ. 2007;25(4):217–221.

162. Yildirim A, Yildirim D. Mobbing in the workplace by peers and managers: mobbing experienced by nurses working in healthcare facilities in Turkey and its effect on nurses. J Clin Nurs. 2007;16(8):1444–1453. https://doi.org/10.1111/j.1365-2702.2006.01814.x

163. Yildirim D. Bullying among nurses and its effects. Int Nurs Rev. 2009;56(4):504–511. https://doi.org/10.1111/j.1466-7657.2009.00745.x

164. Olender-Russo L. Creating a culture of regard: an antidote for workplace bullying. Creat Nurs. 2009;15(2):75–81. https://doi.org/10.1891/1078-4535.15.2.75

165. Schalk R. The influence of organizational commitment and health on sickness absenteeism: a longitudinal study. J Nurs Manag. 2011;19(5):596–600. https://doi.org/10.1111/j.1365-2834.2010.01170.x

166. Greenglass ER, Burke RJ. Hospital restructuring and burnout. J Health Hum Serv Adm. 2002;25(1):89–114.

167. Judkins SK, Ingram M. Decreasing stress among nurse managers: a long-term solution. J Contin Educ Nurs. 2002;33(6):259–264. https://doi.org/10.3928/0022-0124-20021101-06

168. Malagon-Aguilera MC, Suñer-Soler R, Bonmatí-Tomas A, Bosch-Farré C, Gelabert-Vilella S, Juvinyà-Canal D. Relationship between sense of coherence, health and work engagement among nurses. J Nurs Manag. 2019;27(8):1620–1630. https://doi.org/10.1111/jonm.12848

169. McGilton KS, McGillis Hall L, Boscart V, Brown M. Effects of director of care support on job stress and job satisfaction among long-term care nurse supervisors. Nurs Leadersh (Tor Ont). 2007;20(3):52–66. https://doi.org/10.12927/cjnl.2007.19288

170. Ho WH, Chang CS, Shih YL, Liang RD. Effects of job rotation and role stress among nurses on job satisfaction and organizational commitment. BMC Health Serv Res. 2009;9:8. https://doi.org/10.1186/1472-6963-9-8

171. Chen SY, Wu WC, Chang CS, Lin CT. Job rotation and internal marketing for increased job satisfaction and organisational commitment in hospital nursing staff. J Nurs Manag. 2015 Apr;23(3):297–306. https://doi.org/10.1111/jonm.12126. Epub 2013 Aug 26

172. Allen DE, de Nesnera A, Souther JW. Executive-level reviews of seclusion and restraint promote interdisciplinary collaboration and innovation. J Am Psychiatr Nurses Assoc. 2009 Aug;15(4):260–264. https://doi.org/10.1177/1078390309342749. PMID: 21665812

173. McAllister M, Stockhausen L. Using action research within a school of nursing: exposing tensions in ideologies. Aust J Adv Nurs. 2001;18(4):15–22.

174. Merkeley Keith K, Fraser Askin D. Effective collaboration: the key to better healthcare. Nurs Leadersh (Tor Ont). 2008;21(2):51–61. https://doi.org/10.12927/cjnl.2008.19875

175. Grube JA, Piliavin JA, Turner JW. The courage of one’s conviction: when do nurse practitioners report unsafe practices? Health Commun. 2010;25(2):155–164. https://doi.org/10.1080/10410230903544944

176. Altuntas S, Baykal U. Relationship between nurses’ organizational trust levels and their organizational citizenship behaviors. J Nurs Scholarsh. 2010;42(2):186–194. https://doi.org/10.1111/j.1547-5069.2010.01347.x

177. English B, Chalon C. Strengthening affective organizational commitment: the influence of fairness perceptions of management practices and underlying employee cynicism. Health Care Manag (Frederick). 2011;30(1):29–35. https://doi.org/10.1097/HCM.0b013e3182078ae2

178. Mark G, Smith AP. Occupational stress, job characteristics, coping, and the mental health of nurses. Br J Health Psychol. 2012;17(3):505–521. https://doi.org/10.1111/j.2044-8287.2011.02051.x

179. Schadenhofer P, Kundi M, Abrahamian H, Blasche G, Stummer H, Kautzky-Willer A. Job-related meaningfulness moderates the association between over-commitment and emotional exhaustion in nurses. J Nurs Manag. 2018;26(7):820–832. https://doi.org/10.1111/jonm.12602

180. Estes BC. Abusive supervision and nursing performance. Nurs Forum. 2013;48(1):3–16. https://doi.org/10.1111/nuf.12004

181. Cogin JA, Ng JL, Lee I. Controlling healthcare professionals: how human resource management influences job attitudes and operational efficiency. Hum Resour Health. 2016;14(1):55. https://doi.org/10.1186/s12960-016-0149-0

182. Bastos MA. O processo de socialização dos enfermeiros em um centro de tratamento intensivo [The process of socialization of nurses at an intensive care center]. Rev Esc Enferm USP. 2001;35(3):291–299. Portuguese. https://doi.org/10.1590/s0080-62342001000300014

183. Rapps J, Riegel B, Glaser D. Testing a predictive model of what makes a critical thinker. West J Nurs Res. 2001;23(6):610–626. https://doi.org/10.1177/01939450122045410

184. Robinson-Walker C. The role of coaching in creating cultures of engagement. Semin Nurse Manag. 2002;10(3):150–156.

185. Lu H, While AE, Barriball KL. A model of job satisfaction of nurses: a reflection of nurses’ working lives in Mainland China. J Adv Nurs. 2007;58(5):468–479. https://doi.org/10.1111/j.1365-2648.2007.04233.x

186. Liou SR, Cheng CY. Building organizational commitment of Asian nurses in the United States. J Nurs Adm. 2008;38(1):8–10. https://doi.org/10.1097/01.NNA.0000295633.80345.74

187. Good L. Addressing hospital nurses’ fear of abandonment in a bioterrorism emergency. AAOHN J. 2007;55(12):493–498; quiz 499–500. https://doi.org/10.1177/216507990705501203

188. Liou SR, Tsai HM, Cheng CY. Measuring Asian nurses’ organizational commitment: a critical analysis of the psychometric properties of two organizational commitment instruments. Nurs Forum. 2013 AprJun;48(2):142–153. https://doi.org/10.1111/nuf.12013

189. Lu KY, Pan SM, Lee LL, Shia LY, Chang YY. The influence of professional commitment on turnover intention. Kaohsiung J Med Sci. 2001;17(7):364–371.

190. Shih FJ, Liao YC, Chan SM, Duh BR, Gau ML. The impact of the 9-21 earthquake experiences of Taiwanese nurses as rescuers. Soc Sci Med. 2002;55(4):659–672. https://doi.org/10.1016/s0277-9536(01)00194-0

191. Park WY, Yoon SH. [The mediating role of organizational citizenship behavior between organizational justice and organizational effectiveness in nursing organizations]. J Korean Acad Nurs. 2009 Apr;39(2):229–236. Korean. https://doi.org/10.4040/jkan.2009.39.2.229

192. Cheah WL, Giloi N, Chang CT, Lim JF. The Perception, Level of Safety Satisfaction and Safety Feedback on Occupational Safety and Health Management among Hospital Staff Nurses in Sabah State Health Department. Malays J Med Sci. 2012;19(3):57–63.

193. Memarian R, Ahmadi F, Vaismoradi M. The leadership concept in Iranian nursing. Int Nurs Rev. 2008;55(1):48–54. https://doi.org/10.1111/j.1466-7657.2007.00587.x

194. Ravari A, Bazargan-Hejazi S, Ebadi A, Mirzaei T, Oshvandi K. Work values and job satisfaction: a qualitative study of Iranian nurses. Nurs Ethics. 2013;20(4):448–458. https://doi.org/10.1177/0969733012458606

195. Nasrabadi AN, Forooshani ZS, Rafiee F. Altruism the Essense of the Iranian Nurses’ Job Satisfaction: A Qualitative Study. Glob J Health Sci. 2016;8(8):50269. https://doi.org/10.5539/gjhs.v8n8p13

196. Trevizan MA, Mendes IA, Hayashida M, de Godoy S, Nogueira MS. La búsqueda del compromiso actitudinal: tendencia de la conducta ética del enfermero gerente [The search for attitudinal commitment: tendency in the manager nurse’s ethical behavior]. Rev Esc Enferm USP. 2009;43(3):721–725. Portuguese. https://doi.org/10.1590/s0080-62342009000300031

197. Pesut B, Fowler M, Reimer-Kirkham S, Taylor EJ, Sawatzky R. Particularizing spirituality in points of tension: enriching the discourse. Nurs Inq. 2009;16(4):337–346. https://doi.org/10.1111/j.1440-1800.2009.00462.x

198. Kagan I, Itzhaki M, Melnikov S. Patriotism, organizational commitment and nurses’ intention to report for work in emergencies. Int Nurs Rev. 2017;64(4):468–475. https://doi.org/10.1111/inr.12395

199. Antia BE, Bertin FD. Multilingualism and healthcare in Nigeria: a management perspective. Commun Med. 2004;1(2):107–117. https://doi.org/10.1515/come.2004.1.2.107

200. Timmermans K. Developing countries and trade in health services: which way is forward? Int J Health Serv. 2004;34(3):453–466. https://doi.org/10.2190/323D-0VJ3-XC58-VXHU

201. London L, Baldwin-Ragaven L. Human rights and health: challenges for training nurses in South Africa. Curationis. 2008;31(1):5–18. https://doi.org/10.4102/curationis.v31i1.898

202. Anyangwe SC, Mtonga C. Inequities in the global health workforce: the greatest impediment to health in sub-Saharan Africa. Int J Environ Res Public Health. 2007;4(2):93–100. https://doi.org/10.3390/ijerph2007040002

203. Adzei FA, Atinga RA. Motivation and retention of health workers in Ghana’s district hospitals: addressing the critical issues. J Health Organ Manag. 2012;26(4-5):467–485. https://doi.org/10.1108/14777261211251535

204. Kasper J, Bajunirwe F. Brain drain in sub-Saharan Africa: contributing factors, potential remedies and the role of academic medical centres. Arch Dis Child. 2012;97(11):973–979. https://doi.org/10.1136/archdischild-2012-301900

205. Rodríguez-Madrid MN, Pastor-Moreno G, Albert-Lopez E, PastorValero M. “You knew you had to be there, it had to be done”: Experiences of health professionals who faced the COVID-19 pandemic in one public hospital in Spain. Front Public Health. 2023;11:1089565. https://doi.org/10.3389/fpubh.2023.1089565

206. Langster HJ, Cutrer S. A Scoping Review of the Impact of Downsizing on Survivors. J Nurs Adm. 2021;51(6):329–333. https://doi.org/10.1097/NNA.0000000000001022

207. Soto-Rubio A, Giménez-Espert MDC, Prado-Gascó V. Effect of Emotional Intelligence and Psychosocial Risks on Burnout, Job Satisfaction, and Nurses’ Health during the COVID-19 Pandemic. Int J Environ Res Public Health. 2020;17(21):7998. https://doi.org/10.3390/ijerph17217998

208. Gander P, O’Keeffe K, Santos-Fernandez E, Huntington A, Walker L, Willis J. Development and evaluation of a matrix for assessing fatigue-related risk, derived from a national survey of nurses’ work patterns. Int J Nurs Stud. 2020;112:103573. https://doi.org/10.1016/j.ijnurstu.2020.103573

209. Jun J, Ojemeni MM, Kalamani R, Tong J, Crecelius ML. Relationship between nurse burnout, patient and organizational outcomes: Systematic review. Int J Nurs Stud. 2021;119:103933. https://doi.org/10.1016/j.ijnurstu.2021.103933

210. Atalla ADG, El-Ashry AM, Mohamed SMS. The influence of job enrichment on job embeddedness and sick presenteeism among nurses. Int Nurs Rev. 2025;72(2):e13043. https://doi.org/10.1111/inr.13043

211. Rodríguez-Fernández M, Herrera J, de Las Heras-Rosas C. Model of Organizational Commitment Applied to Health Management Systems. Int J Environ Res Public Health. 2021;18(9):4496. https://doi.org/10.3390/ijerph18094496

212. Renkema M, de Leede J, Van Zyl LE. High-involvement HRM and innovative behaviour: The mediating roles of nursing staff’s autonomy and affective commitment. J Nurs Manag. 2021;29(8):2499–2514. https://doi.org/10.1111/jonm.13390

213. Gong Z, Van Swol LM, Wang X. Study on the Relationship between Nurses’ Mentoring Relationship and Organizational Commitment. Int J Environ Res Public Health. 2022;19(20):13362. https://doi.org/10.3390/ijerph192013362

214. McCamey D. Making space and taking space: Promoting inclusion and belonging, a crucial imperative for nurse practitioner organizations. J Am Assoc Nurse Pract. 2023;35(9):531–533. https://doi.org/10.1097/JXX.0000000000000938

215. Gibson I, Kerins C, Foley L, Hynes L, Byrne M, Murphy AW, Reardon CM, McEvoy JW, Meade O. Factors influencing implementation of digital cardiac rehabilitation: A qualitative analysis of health workers perspectives. HRB Open Res. 2024;7:50. https://doi.org/10.12688/hrbopenres.13929.1

216. Sommer D, Wilhelm S, Wahl F. Nurses’ Workplace Perceptions in Southern Germany-Job Satisfaction and Self-Intended Retention towards Nursing. Healthcare (Basel). 2024;12(2):172. https://doi.org/10.3390/healthcare12020172

217. Adam D, Berschick J, Schiele JK, Bogdanski M, Schröter M, Steinmetz M, Koch AK, Sehouli J, Reschke S, Stritter W, Kessler CS, Seifert G. Interventions to reduce stress and prevent burnout in healthcare professionals supported by digital applications: a scoping review. Front Public Health. 2023;11:1231266. https://doi.org/10.3389/fpubh.2023.1231266

218. Mather CA, Cummings EA, Gale F. Advancing mobile learning in Australian healthcare environments: nursing profession organisation perspectives and leadership challenges. BMC Nurs. 2018;17:44. https://doi.org/10.1186/s12912-018-0313-z

219. Watson AL. Ethical considerations for artificial intelligence use in nursing informatics. Nurs Ethics. 2024;31(6):1031–1040. https://doi.org/10.1177/09697330241230515

220. Jeon HG, Jang KS, Kim EA. [The Influence of Diversity Management of Nursing Organization on Organizational Commitment: Double Mediating Effect of Diversity Sensitivity Orientation and Positive Nursing Organizational Culture]. J Korean Acad Nurs. 2024;54(3):403–417. Korean. https://doi.org/10.4040/jkan.23120

221. Morrison V, Hauch RR, Perez E, Bates M, Sepe P, Dans M. Diversity, Equity, and Inclusion in Nursing: The Pathway to Excellence Framework Alignment. Nurs Adm Q. 2021;45(4):311–323. https://doi.org/10.1097/NAQ.0000000000000494

222. Logroño KJ, Al-Lenjawi BA, Singh K, Alomari A. Assessment of nurse’s perceived just culture: a cross-sectional study. BMC Nurs. 2023;22(1):348. https://doi.org/10.1186/s12912-023-01478-4

223. Ito A, Sasaki M, Yonekura Y, Ogata Y. Impact of organizational justice and manager’s mental health on staff nurses’ affective commitment: A multilevel analysis of the work environment of hospital nurses in Japan-Part II (WENS-J-II). Int J Nurs Stud Adv. 2023;5:100137. https://doi.org/10.1016/j.ijnsa.2023.100137

224. Buss J, Arnold D. Communicative action, a path through the dissonance between nursing and corporate healthcare values. Nurs Inq. 2023;30(4):e12581. https://doi.org/10.1111/nin.12581

225. Lee AG, Carter KD. Managing the new mandate in resident education: a blueprint for translating a national mandate into local compliance. Ophthalmology. 2004;111(10):1807–1812. https://doi.org/10.1016/j.ophtha.2004.04.021

226. Choi SO. [The development of an organizational socialization process model for new nurses using a system dynamics approach]. Taehan Kanho Hakhoe Chi. 2005;35(2):323–335. Korean. https://doi.org/10.4040/jkan.2005.35.2.323

227. Callaghan L. The use of collaboration in personal outcomes. Int J Health Care Qual Assur Inc Leadersh Health Serv. 2006;19(4-5):384–399. https://doi.org/10.1108/09526860610680030

228. Hsu MY, Kernohan G. Dimensions of hospital nurses’ quality of working life. J Adv Nurs. 2006;54(1):120–131. https://doi.org/10.1111/j.1365-2648.2006.03788.x

229. Schrems BM. Mind the gaps in ethical regulations of nursing research. Nurs Ethics. 2013;20(3):336–347. https://doi.org/10.1177/0969733012462051

230. Hofmeyer A, Marck PB. Building social capital in healthcare organizations: thinking ecologically for safer care. Nurs Outlook. 2008;56(4):145–151.e2. https://doi.org/10.1016/j.outlook.2008.01.001