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Social Capital in the Workplace for New Graduate Nurses: Maximizing Recruitment and Retention
Faye Ari Inumerables1, Jennifer Emilie Mannino, Lisa A Lumley
1Author Affiliations: PhD Student (Inumerables), Professor and Director, PhD in Nursing Program (Dr Mannino), and Assistant Professor (Dr Lumley), The Barbara H. Hagan School of Nursing and Health Sciences, Molloy University, Rockville Centre; Executive Director (Dr Williams), National Student Nurses' Association, Foundation of the National Student Nurses' Association, Brooklyn; and Statistical Consultant (Dr Watters), Office of Graduate Academic Affairs, and PhD Student (Joseph), PhD Student (Campbell-Taylor), Graduate (Hahl), Graduate (Leistner), and BSN Graduate (Stevenson), The Barbara H. Hagan School of Nursing and Health Sciences, Molloy University, Rockville Centre, New York.
Objective:
To examine new graduate nurses' (NGNs') 1st job experiences through the lens of social capital.
Background:
Understanding NGN experiences and how those experiences impact their decision to accept a position and stay is essential to recruitment and retention amid critical nursing shortages.
Methods:
Quantitative secondary analysis was conducted using the membership survey data of the National Student Nurses' Association.
Results:
New nurses who reported higher levels of social capital and a healthier, happier work environment were more likely to plan to stay in their current positions longer. Key factors influencing their decision to accept a position included opportunities for professional development, supportive management, and work-life balance.
Conclusions:
Understanding the social capital approach to recruitment and retention can aid hospital and healthcare system administrators in developing new strategies to attract and retain nurse.
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