The cooperative behavior and intention to stay of nursing personnel in healthcare management

• Published in: Journal of medicine and life Vol. 15; no. 10; pp. 1311 - 1317
• Main Authors: Muchlis, Nurmiati, Amir, Haeril, Cahyani, Desy Dwi, Alam, Rizqy Iftitah, Landu, Nurfitri, Mikawati, Mikawati, Febrianti, Nur, Junaidin, Junaidin, Sinaga, Mei Rianita Elfrida
• Format: Journal Article
• Language: English
• Published: Bucharest Carol Daila University Foundation 01-10-2022; Carol Davila University Press
• Subjects: Cooperatives; Employees; Employment; Employment security; Job satisfaction; Nurses; Nursing; Original; Perceptions
• ISSN: 1844-122X; 1844-3117
• DOI: 10.25122/jml-2022-0277

The management of human resources is essential in a hospital, and its success can be seen based on the turnover rate of nursing personnel (nurses and midwives). In a hospital, the nursing personnel represents the largest number of professionals, and its performance greatly affects the effectiveness of services for patients. This study examined how organizations can predict turnover rates through intention to stay. Furthermore, this study aimed to explain the influence of cooperative behavior (both perceived external prestige and internal respect that affects organizational identification), which correlates with the intention to stay of nursing personnel. This quantitative research had a cross-sectional design, using a survey. The population involved non-permanent workers in five private and government hospitals. The sample consisted of 147 respondents. This study indicates that cooperative behavior showed positivity and significantly influenced the intention to stay, based on a 95% confidence degree. Perceived external prestige (p=0.009) and perceived internal respect (p=0.002) showed positivity and significantly influenced organizational identification. Perceived internal respect directly influenced the intention to stay (p=0.000), and organizational identification showed positivity and significantly influenced the intention to stay (p=0.000). Hospital management is more active in improving efforts and programs to improve the behavior of cooperatives, which is actually more dominant in non-financial aspects.