Advanced Practice Registered Nurse Burnout in Magnet Hospitals: Opportunities for Organizational Intervention
Lori Kennedy1, Heather Brom, Karen B Lasater
1Author Affiliations: Clinical Nurse Scientist, Director (Dr Kennedy), and Chief of Advanced Practice (DeLemos), UC Davis Medical Center, Sacramento, California; Research Assistant Professor (Dr Brom), Associate Professor (Dr Lasater), and Professor of Nursing and Sociology (Dr Aiken), Center for Health Outcomes and Policy Research, University of Pennsylvania School of Nursing, Philadelphia; Associate Chief Nursing Officer (Dr Albert), Research and Innovation, Cleveland Clinic, Ohio; Director of Professional Practice and Development and Magnet Director (Gobel), and Director, Professional Practice and Development for Advanced Practice Providers (Williams), Northwestern Memorial Hospital, Chicago, Illinois.
Objective:
To determine modifiable organizational factors associated with advanced practice RN (APRN) burnout in Magnet ® -designated hospitals to guide organizational interventions to improve APRN well-being and retention.
Methods:
Cross-sectional study of work environments of 50 US Magnet hospitals and the associated well-being of 21 855 of their clinicians (APRNs, physician assistants, physicians [MDs], RNs).
Results:
Overall, 37% of APRNs experienced high burnout compared with 34% of MDs ( P < 0.05) and 49% of RNs ( P < 0.001); additionally, 32% of APRNs intended to leave their jobs. APRN burnout was significantly lower in organizations that minimized chaotic working conditions, provided APRNs more control over their workloads, involved APRNs in shared governance, improved clinician and management relations, and improved interprofessional teamwork.
Conclusions:
Well-being and retention of APRNs in Magnet hospitals require their greater engagement in organization processes and systems that improve work environments.
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