JORT Journal

Results

General information of nurses and correlation analysis with willingness to stay in the job, see Table 1

Table 1: General information of nurses and correlation analysis with willingness to stay (X±S).

Nurses' scores on the dimensions of the Job Stress Scale, see Table 2.1 and Table 2.2

Table 2.1: Nurses' scores on the dimensions of the Job Stress Scale (points, X±S).

Table 2.2: Top three nurses' job stressor scores (X).

The total score of nurses' willingness to stay in their jobs and the scores of each dimension are shown in Table 3

Table 3: Total score of nurses' willingness to stay and scores of each dimension (points, X±S).

Nurses' scores on the dimensions of the social support scale, see Table 4

Table 4: Nurses' scores on the dimensions of the social support scale (points, X±S).

Correlation analysis of nurses' willingness to stay in their jobs and their social stress, see Table 5

Table 5: Correlation analysis between nurses' willingness to stay in their jobs and their job stress (r-value).

Correlation analysis of nurses' willingness to stay and their social support, see Table 6

Table 6: Correlation analysis between nurses' willingness to stay in their jobs and their social support (r-value).

Discussion

Nurses' willingness to stay in their jobs is at a moderate level

The results of the survey showed that the willingness of the nurses in this study to stay in their jobs was (19.12±4.29), which was at a medium level. Similar to the results of related domestic studies [13], this fully demonstrates that the current nursing team is relatively unstable, and the willingness to stay in the job needs to be further improved. Nursing managers should actively take appropriate measures to stabilize the nursing team according to the present situation of the hospital nursing team, improve the willingness to stay in the job, and reduce the departure rate. The difference in willingness to stay scores between different ages, genders, qualifications, emotional conditions, years of entry and whether they have completed training or not are not statistically significant (P>0.05). Meanwhile, it was found that the difference in the willingness to stay in scores of nurses with different fertility status, title and income satisfaction level was statistically significant (P<0.05), which may be related to the fact that the above groups have relatively stable families and jobs, and relatively high income and social status, and therefore have a stronger willingness to stay in their jobs.

Nurses' work stress The higher the work stress, the lower the nurses' willingness to stay in their jobs

According to the results of this survey study, the overall mean work stress score of the sample was at the level of moderate stress (2.98 ± 0.65). Work stress was negatively correlated with the willingness to stay in the job (P < 0.05), indicating that the higher the work stress, the lower the nurses' willingness to stay in the job, which is similar to the findings of Zhao Genghua [14]. Workload and time allocation (3.52±0.93) and nursing work and specialty (3.13±0.68) were at a high level of stress; work environment and instrumentation (2.65±0.89), patient care (2.73±0.68), and management and interpersonal relationships (2.44±0. 85) were at a moderate level of stress, indicating that nurses' work stressors are multifaceted, in which the top three stressors rated by nurses were frequent shift work, too much workload, and too much useless paperwork, which are similar to the findings of He Han [15]. Work stress is caused by an imbalance between the demands of the work environment and the responsiveness of the nurses, which can have a serious impact on the physical and mental health of nurses and the quality of care [16].

In the analysis of correlation factors and willingness to stay in the job for each dimension of this survey, workload and time allocation had the largest correlation coefficient (R=-0.603). Domestic surveys have shown that nursing specialty and work-related problems are the most important stressors for clinical nurses in China. [17] is different from the results of this survey, the reason for the difference may be that the new hospital district to carry out the initial construction of various disciplines is in the period of figuring out and grinding, at the same time, the transformation of the nursing model and the increase of young nurses to learn the knowledge of the path to professional knowledge of the strengthening of professional knowledge, therefore, this survey of the nursing profession and work is not the primary pressure. However, due to the development of new knowledge and technology, the service area and workload of nursing staff gradually expand, and the service demand of patients continues to improve. This suggests that managers should strengthen the allocation of human resources to reduce the psychological pressure of clinical nurses and ensure the smooth implementation of quality nursing services. [18] And clinical nurses have to face not only the medical professional work, but also the warehouse manager, sensory controller, precious materials manager, human resources and teaching training and other tasks, which not only increases the workload and delays the off-duty time, which leads to an increase in the willingness to quit in the long run. Therefore, departmental nursing managers should reasonably assess the workload distribution of personnel, so that nursing staff can combine work and rest to maintain the stability of the nursing team.

In addition, management and interpersonal relationships had the next highest correlation with willingness to stay (R=-0.563). The possible reason is that the new hospital nursing managers and nursing staff are in the stage of mutual learning and mutual progress, but also the beginning of the establishment of interpersonal relationships, managers of the department's decision-making, whether to lead the department team upward, whether to treat their subordinates fair and impartial and so on will have an impact on the willingness of nursing staff to stay in the job. And this survey is a group of young nurses, enter the community for a short time, due to the social role of the transition can not adapt well to the hospital, patients and their families or doctors and colleagues of the interpersonal relationship, work performance is poor, easy to produce anxiety or depression and other negative emotions, increasing the potential rate of departure and nursing risk, reducing the quality of care and nursing team stability [19], therefore, nursing managers must not ignore the departmental harmony, to help maintain a stable departmental relationship, to help maintain a stable departmental relationship. help maintain stable departmental relationships.

The higher the level of nurses' social support, the higher the willingness to stay in the job.

The study results indicate that the social support provided to nurses was at a lower middle level (32.32±6.96) points, which was below the domestic norm (34.56±3.73) [20] points. The level of willingness to remain in the nursing team was positively associated with the overall social support score, as well as subjective, objective, and utilization of support. Therefore, it can be inferred that higher levels of social support result in stronger willingness to remain and better team stability. These findings are consistent with the research conducted by Liu Ke [21] and Zhao Genghua [14]. The score for subjective support (18.45±4.07) exceeded that of objective support (6.60±2.59) and utilization of support (7.27±1.82), consistent with Chen Caifeng's [22] results. Greater scores in the subjective support dimension suggest that nurses feel more emotionally respected, supported, and understood by their social group. The lower score on the objective support dimension can be attributed to the fact that respondents in this study are located in a first-tier city with a fast pace of life and weak neighborhood relationships[23].

In this study, among respondents aged 23-27, 61.9% of nurses were single. Additionally, 56.72% of them did not reside in the same city as their relatives and friends, resulting in a lack of familial support. Furthermore, 60.45% of the participants were only casually acquainted with their neighbors, potentially due to the distant location of the newly constructed hospital area. Further regression analysis revealed a significant correlation (R=0.333) between the utilization of social support and job retention. However, this sample's social support usage scored the lowest, implying respondents were unable to effectively employ social supports to mitigate problems, ultimately resulting in a heightened willingness to leave the job. Consequently, it is recommended that management provide greater assistance and care to young nurses and help establish a more comprehensive social support system. Provide practical and visible support resources, objectively designed [24], to increase the willingness of nurses to remain employed.