Date of Conferral
2023
Degree
Doctor of Business Administration (D.B.A.)
School
Business Administration
Advisor
Gwendolyn Dooley
Abstract
Some hospital administrators experience yearly loss of human capital, resulting in economic and noneconomic consequences that require resource reallocation to sustain operations. Grounded in the cultural humility theory, the purpose of this quantitative correlational study was to examine the relationship between nurses’ perceptions of their nurse managers’ (a) openness, (b) self-awareness, (c) egolessness, (d) self-reflection and critique, (e) supportive interaction, and nurse turnover intention. Participants included 142 registered nurses working in the Midwest United States. Data were collected using Foronda’s Cultural Humility Scale and the Michigan Organizational Assessment Questionnaire. Results of multiple regression analysis indicated the model could significantly predict nurse turnover intentions, F(5, 135) = 5.285, p < .001, R2 = .164. Supportive interaction was the only significant predictor (t = -3.003, p = .003). A key recommendation is for healthcare leaders to implement cultural humility practices including supportive interactions to drive nurse retention efforts. Implications for social change include increased health system sustainability and safe healthcare accessibility for consumers.
Recommended Citation
Scharfenberg, Jessica, "Relationship Between Nurse Managers’ Cultural Humility Practices and Nurse Retention" (2023). Walden Dissertations and Doctoral Studies. 12202.
https://scholarworks.waldenu.edu/dissertations/12202
