Differences in the effects of organisational climate on burnout according to nurses' level of experience.

AIM: To elucidate the orientation of burnout prevention in line with the experience level of nurses by examining the impact of organisational climate on burnout by nursing experience level. BACKGROUND: While the relationship between a nurse and the organisation where they work changes depending on the nurse's experience level, there is a dearth of research that takes into account the nursing experience level in exploring the relationship between organisational climate and burnout. METHOD: A cross-sectional questionnaire survey was conducted with 1,102 nurses. Nursing experience was divided into six levels. Two scales for organisational climate and the Maslach burnout inventory were used. RESULTS: There were effects between the organisational climate and exhaustion/depersonalization, depending on the experience level. Novices with low scores for head nurses' considerations towards staff felt the highest level of emotional exhaustion. For advanced beginners, a sense of control significantly determined emotional exhaustion. CONCLUSIONS: There was a difference in the relationship between organisational climate and burnout in experience level, suggesting different intervention directions. IMPLICATIONS FOR NURSING MANAGEMENT: There is a direction of intervention suitable for each experience level, suggesting the need to respond to each accordingly.

Organizational identity and the state of organizational identification in nursing organizations.

AIM: This study qualitatively identified the organizational identity of a nursing organization and determined the state of organizational identification of staff in hospital wards. DESIGN: Cross-sectional descriptive survey study. METHODS: Interviews were conducted using interview guides; a qualitative inductive analysis was performed for the three attributes of organizational identity (central, distinctive and enduring). The study included three head nurses working in different facilities and three teams comprising three nurses each, who worked under each of the head nurses (12 nurses total). RESULTS: Centrality comprised two subcategories: "ward work attributes" and "ward care attributes". Clear centrality originating from a head nurse showed a strong influence on organizational culture in a hospital ward. As young staff is identified by distinctiveness in wards, it is important to clarify distinctiveness. When centrality and distinctiveness were not clear, enduring was weak.