Covering loyalty policy in quiet firing workplace: the association between quiet quitting, intention to leave, and nurses’ loyalty
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Background
Nurses’ intention to leave harms healthcare organizations and the nursing profession. Organizational productivity level that cannot be achieved without their attention to improving nurses’ loyalty with quiet firing management and nurses’ quiet quitting.
Purpose
This study aims to examine the relationships between nurses’ loyalty, intention to leave, quiet quitting, and quiet firing. Also, investigate the role of quiet quitting in the relation between nurses’ quiet firing, loyalty, and intention to leave.
Methods
The study employed a cross-sectional design. Data were collected from nurses in Sohag University Hospital, Egypt. It was conducted with 482 nurses who had worked at their employing facility. Researcher used three scales; intention to leave scale, loyalty scale and quiet quitting and quiet firing scale.
Results
Shows that there was a high statistically significant ( P < 0.001) positive correlation between quiet quitting intention and perceived quiet firing ( r = 0.460**), quiet quitting intentions and intention to leave scale ( r = 0.464 ** ), perceived quiet firing and intention to leave scale ( r = 0.450 ** ), while there was a statistically significant negative correlation between nurses’ loyalty and quiet quitting and quiet firing scale at ( r = -0.300 ** ) and nurses’ loyalty and intention to leave scale at ( r =-0.186 ** ).
Conclusion
The research findings concluded that there was a highly statistically significant relation between quiet quitting intentions, perceived quiet firing, nurse loyalty, and intention to leave. Also, there was a statistically significant indirect effect of perceived quiet firing on nurses’ intention to leave and perceived quiet firing on nurses’ loyalty when the perceived quiet firing acted as a mediator variable.
Implications for nursing and health policy
Policy implications to increase nurses’ loyalty by increasing nursing participation in hospital committees, promotion opportunities, implementation of professional practice models, and use of mentorship programs, to competitive compensation and career development opportunities.
