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Obedience

According to obedience research, we may harm others under the forceful pressures of an authority figure (Milgram, 1974). How about if the inappropriate orders were delivered with less force? The increasing interdependence between nurses and physicians compelled Hofling and his colleagues to explore nurses’ reactions to a potentially harmful medical request made by the perceived authority figure, the doctor (Hofling, Brotzman, Dalrymple, Graves, & Pierce, 1966). In this situation, obedience...
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Related Experiment Videos

A case study into labour turnover within an NHS Trust.

David Bamford1, Catherine Hall

  • 1Manchester Business School, Manchester, UK. David.Bamford@mbs.ac.uk

Health Services Management Research
|February 3, 2007
PubMed
Summary

Staff turnover in the UK National Health Service (NHS) is driven by career development and education, not pay. Improving management, training, and induction are key retention strategies for healthcare organizations.

Area of Science:

  • Healthcare Management
  • Organizational Psychology
  • Human Resources

Background:

  • High staff turnover is a persistent challenge within the British National Health Service (NHS).
  • Understanding the specific drivers of employee departure is crucial for effective retention strategies.
  • Previous research highlights various factors influencing turnover, but organizational context can lead to unique findings.

Purpose of the Study:

  • To investigate the primary reasons for staff turnover within a specific British NHS Trust.
  • To determine the applicability of established literature-based retention factors to this NHS Trust.
  • To examine unique reasons for departure among staff with less than 12 months of service and unqualified nursing staff.

Main Methods:

  • Qualitative investigation of staff turnover within a British NHS Trust.

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  • Analysis of reasons for leaving, focusing on specific staff demographics.
  • Comparison of findings with existing literature on employee turnover and retention.

    • Main Results:

    • Key reasons for staff departure included relocation, career advancement, and pursuing further education.
    • Contrary to common assumptions, 'level of pay' was not identified as a significant reason for leaving.
    • Retention strategies like enhanced line management, training, career development, appraisal, communication, and induction showed promise for reducing turnover.

    Conclusions:

    • The study confirms the relevance of several established retention strategies within the NHS context.
    • Factors such as career development and education are more influential than pay in this specific NHS Trust.
    • Recommendations are provided for optimizing labor turnover management in healthcare settings and for future research.