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  • The impact of supervisor-subordinate relationships on morale: implications for public and private sector nurses' commitment

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    60112_1.pdf (159.6Kb)
    Author(s)
    Brunetto, Yvonne
    Farr-Wharton, Rod
    Shacklock, Kate
    Griffith University Author(s)
    Shacklock, Kate H.
    Year published
    2010
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    Abstract
    This paper used Social Exchange Theory as a lens for comparing the impact of the supervisor-subordinate relationship on public and private nurses' perceptions of morale and affective commitment. Many OECD countries are experiencing nurse shortages and this theoretical framework proved insightful into factors contributing to turnover. The findings suggest that private sector nurses are significantly more satisfied with their supervision, enjoy greater morale and are more committed to their organisations. However, both groups were only slightly satisfied with their supervisor-subordinate relationships, implying that present ...
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    This paper used Social Exchange Theory as a lens for comparing the impact of the supervisor-subordinate relationship on public and private nurses' perceptions of morale and affective commitment. Many OECD countries are experiencing nurse shortages and this theoretical framework proved insightful into factors contributing to turnover. The findings suggest that private sector nurses are significantly more satisfied with their supervision, enjoy greater morale and are more committed to their organisations. However, both groups were only slightly satisfied with their supervisor-subordinate relationships, implying that present management practices are not ideal for promoting effective workplace relationships. Implications for healthcare management are discussed.
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    Journal Title
    Human Resource Management Journal
    Volume
    20
    Issue
    2
    Publisher URI
    https://onlinelibrary.wiley.com/doi/10.1111/j.1748-8583.2009.00117.x
    DOI
    https://doi.org/10.1111/j.1748-8583.2009.00117.x
    Copyright Statement
    © 2009 Wiley-Blackwell Publishing. This is the author-manuscript version of the paper. Reproduced in accordance with the copyright policy of the publisher.The definitive version is available at www.interscience.wiley.com
    Subject
    Human Resources Management
    Business and Management
    Psychology
    Publication URI
    http://hdl.handle.net/10072/29645
    Collection
    • Journal articles

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