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Frontline health care workers and perceived career mobility: do high-performance work practices make a difference?
Janette S Dill1, Jennifer Craft Morgan, Bryan Weiner
1Janette S. Dill, PhD, is Assistant Professor, Sociology Department, The University of Akron, Ohio. E-mail: jdill@uakron.edu. Jennifer Craft Morgan, PhD, is Assistant Professor, Gerontology Institute, Georgia State University, Atlanta. Bryan Weiner, PhD, is Professor, The Department of Health Policy and Management, The University of North Carolina at Chapel Hill.
Health Care Management Review
|August 31, 2013
Summary
High-performance work practices (HPWPs) like tuition support enhance healthcare workers' perceived mobility, job satisfaction, and retention, helping address workforce shortages.
Area of Science:
- Healthcare Management
- Human Resources
- Organizational Behavior
Background:
- Healthcare organizations increasingly invest in frontline staff due to skill shortages and quality concerns.
- High-performance work practices (HPWPs) for career development are more common, but their impact on career trajectories is understudied.
Purpose of the Study:
- To investigate the relationship between HPWPs focused on career development and perceived employee mobility.
- To examine how perceived mobility relates to job satisfaction and turnover intent.
Main Methods:
- Confirmatory factor analysis and structural equation modeling were employed.
- Data collected from 947 frontline healthcare workers across 22 US organizations.
Main Results:
- Tuition remission and educational release time positively predicted perceived mobility.
- Organizational and supervisor support significantly predicted perceived mobility.
- Perceived mobility positively predicted job satisfaction and intent to stay.
Conclusions:
- HPWPs for career development can enhance frontline healthcare workers' career outlook and job satisfaction.
- Implementing these HPWPs may aid in retaining staff and alleviating workforce shortages.
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