Organizational Climate, Role Ambiguity, Role Conflict and Nurse Faculty Work Balance: Influence on Organizational Commitment and Turnover Intention
Review TypeNone: Degree-based Submission
Review StatusNot Applicable (See Review Type)
Repository Posting Date2019-12-09T21:00:13Z
Author(s)Gormley, Denise K.
Author DetailsDenise K. Gormley, RN, MSN, PHD
Level of EvidenceCross-Sectional
Research ApproachQuantitative Research
The mission for faculty in university and college settings is generally three-part and encompasses teaching, research, and service. Nurse faculty have struggled to balance work and understand the changing views of scholarship. A number of factors affect faculty commitment to the academic organization, and can influence behavior and attitude in the workplace. No research was found that explored the effect of organizational climate, role ambiguity, role conflict, and nurse faculty work role balance on faculty organizational commitment and turnover intention. The purpose of this study was to examine how organizational commitment and turnover intention are influenced by organizational climate, role ambiguity, role conflict and nurse faculty work role balance in departments/colleges of nursing in Carnegie Doctoral/Research Universities---Extensive, public and private, not-for-profit institutions. The research was based on Meyer and Allen's Multidimensional Model of Organizational Commitment (Allen & Meyer, 1990). The sample was comprised of full-time tenure track, doctorally prepared nurse faculty. Forty-five schools of nursing and 316 full-time tenure track, doctorally prepared nurse faculty participated in the study. This non-experimental descriptive correlational study was conducted using an emailed approach. Zoomerang™, a survey software package, was used for confidential and secure electronic data collection. Pearson correlation, analysis of variance, and logistical regression were computed to analyze the relationships and evaluate the predictive quality of organizational climate, nurse faculty work role balance, role ambiguity, role conflict, and organizational commitment on turnover intention. Path analysis was completed to test the fit of the correlation matrix against the causal model. Role ambiguity and role conflict scores were affected by low, moderate, and high levels of the research, teaching, and service components of work role balance. Significant negative relationships (p ≤ .05) were reported for role ambiguity, role conflict, and the organizational climate subscales of consideration, intimacy, and production emphasis. Positive significant relationships (p ≤ .05) were found between role ambiguity, role conflict and the organizational subscale of disengagement. Role ambiguity and role conflict were also significantly (p ≤ .05) negatively correlated with affective, continuance, and normative organizational commitment. Organizational climate subscales of consideration, intimacy, and production emphasis were positively related to affective, continuance, and normative organizational commitment (p ≤ .05) and negatively related to turnover intention. Organizational climate subscale disengagement was positively related to turnover intention (p ≤ .05). (Abstract shortened by UMI.)
DescriptionThis dissertation has also been disseminated through the ProQuest Dissertations and Theses database. Dissertation/thesis number: 3197002; ProQuest document ID: 305004430. The author still retains copyright.
Degree GrantorUniversity of Cincinnati
NotesThis item has not gone through this repository's peer-review process, but has been accepted by the indicated university or college in partial fulfillment of the requirements for the specified degree.
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