• 간호행정학회지
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• 제7권1호
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• pp.145-163
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• 2001

The purpose of this research is to identify antecedent variables and outcome variables of the empowerment in clinical nurses, and to suggest managerial strategies for increasing their empowerment. Data were collected from October 12 to 18, 2000 through questionnarie taken by 566 nurses in 3 general hospitals. The 5 structured instruments were used for collecting the data : Spreitzer's Items Measuring Empowerment, Bass's Multifactor Leadership Questionnaire-1, Moorman's Equity of rewards scale, Mobley's turnover intention scale, and the Organizational Commitment Scale developed by Mowday, Porter & Steers. The data obtained were analyzed using frequency, percentage, mean, standard deviation, t-test, one-way ANOVA, Scheffe' test, Pearson's Correlation Coefficients, Factor Analysis, Cronbach's alpha Coefficients, Multiple Regression. The results were as follows; 1. Head nurse's transformational leadership showed an positive correlation with empowerment(r=.304, p=.00). Regression coefficient between transformational leadership and empowerment was significant(${\beta}=.326$, p=.00), However, there was no a correlation between equity of rewards and empowerment. 2. The general characteristics of nurses were significant differences with empowerment. As for position, age, working experience, and education background showed significant difference with empowerment(F=10.979, 11.224, 6.812, 5.411, p<.01). 3. Empowerment showed a positive correlation with organizational commitment and a negative correlation with turnover intention (r=.387, -.274, p=.00). Regression coefficient between empowerment and organization commitment was significant(${\beta}=.365$, p=.00). In conclusion, the more head nurse took the transformational leadership, the higher nurses perceived empowerment. The higher their empowerment level, the higher organizational commitment they perceived. On the contrary, the higher their empowerment level, the lower their turnover intention. Therefore, in order to increase nurses' organization commitment and decrease their turnover intention, their empowerment should be increase. And it is necessary to develop the transformational leadership of head nurses so as to increase empowerment.

• 간호행정학회지
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• 제9권3호
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• pp.305-314
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• 2003

Purpose: The purpose of this study is to examine nurses' turnover experiences and to provide basic information for developing turnover intervention program for effective human resources management. Methods: This study is an inductive, descriptive phenomenological research that uses profound interviews and observations. The subjects of the study were nurses retired from a hospital. Results: The themes were classified into the three theme clusters. The first theme was about 'deepening inside wound' which was described as experiencing stresses due to introversion, feeling a heavy burden about responsibilities as experienced nurses, feeling guilty about limits of performance and hurt about reproaches by seniors and having conflicts with physicians. The second theme cluster focused on 'powerlessness as time goes', which was stated as having difficulty in adaptation to the new rotated wards, feeling tired and having no spare time and difficulty in night duty, experiencing stagnation and powerlessness and feeling disappointed about inadequate rewards. The third was about 'can't find the exit' which were expressed with wanting to change the speciality because of concerns about future, having affection to motherhood, feeling conflict over the nursing profession itself, concentrating on the matter of turnover and facing related personal situations, and regretting turnover. Conclusion & Suggestions: Considering all these experiences, field managers in nursing should build up a support system that helps nurses overcome risks related to decision-making about turnover. In addition, nurse managers need to develop a human resources development program in which competent nurses are continuously won over through education and counseling.