Organizational socialization in the first three years of nursing profession: strategies to decrease turnover intention

Marco Tomietto, Cristina Maria Rappagliosi, Riccardo Sartori, Adalgisa Battistelli


In the first years of nursing profession, new-graduate nurses’ turnover intention is a relevant issue due to both the tangible and intangible costs it generates to health care organizations, such as selection and recruitment costs, ward team burden in the onboarding process and the possibility to enhance ward team stability in order to provide an effective and safe nusing care. Organizational socialization is the main factor involved in these dynamics of turnover intention in the first years of nursing profession.
This study aims to identify the main factors involved in the organizational socialization process to reduce turnover intention in the first 3 years of nursing profession.
101 new-graduate nurses have been enrolled within the first three years of nursing profes-sion. They have been stratified looking at tenure and years in nursing. Organizational Socialization Inventory scale has been used to assess the onboarding process and 4 items to assess turnover intention.
Turnover intention is of 23% in the first year in nursing, and it’s over the 26% starting from the second year. The onboarding process explains over the 26% of the variance in turnover intention, and over the 36% in the sub-sample with a stable tenure. Unstable tenured nurses prefer to acquire those competences useful to perform their work, while stable tenure nurses aim to search for professional growth opportunities and integration in the ward-team, in order to reduce turnover intention.
Turnover intention is relevant in the first three years of nursing profession. According to the different tenure, different strategies are necessary to plan an effective onboarding process and enhance nursing retention.

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