Psychological contract fulfilment, engagement and nurse professional turnover intention

Abstract

Purpose

The purpose of this paper is to analyse the effect of nurses’ experience of the fulfilment of their psychological contract on their intention to leave the nursing profession and to consider employee engagement as a mediator between the fulfilment of the psychological contract of nurses and their intention to leave their profession.

Design/methodology/approach

The authors used a quantitative, cross-sectional research design. In total, 1,039 Australian nurses completed an anonymous online survey conducted via the Australian Nursing and Midwifery Federation website. Structural equation modelling was used to test the hypotheses.

Findings

The fulfilment of promises related to interesting job content and social atmosphere were negatively associated with intentions to leave the nursing profession, and these relationships were mediated by engagement. The fulfilment of promises related to career development, financial rewards and work–life balance were not associated with intentions to leave the nursing profession.

Research limitations/implications

To ensure professional nurse retention, it is necessary to not just promise nurses interesting jobs and a supportive social atmosphere, but to manage nurse perceptions regarding the fulfilment of these promises.

Originality/value

Although there has been extensive research on nurse intention to leave their current job, the important area of nurse professional turnover has received less attention. The research highlights the importance of fulfilling expectations and promises related to interesting nurse job content that encourages nurse responsibility and autonomy as well as promises of a social atmosphere that includes co-operative relationships and good communication with colleagues.

Citation

Sheehan, C., Tham, T.L., Holland, P. and Cooper, B. (2019), "Psychological contract fulfilment, engagement and nurse professional turnover intention", International Journal of Manpower, Vol. 40 No. 1, pp. 2-16. https://doi.org/10.1108/IJM-08-2017-0211