ABSTRACT

Nursing homes contend with high staff turnover. Resources invested in employees are lost when an employee leaves. However, if employees are thriving in their job, turnover is less a concern. How can employers promote thriving in employees? Using an adaptation of Spreitzer et al. (2005)’s Social Embeddedness Model of Thriving at Work as a conceptual framework, we performed a logistic regression on the responses of 836 nursing home social service directors in the 2019 National Nursing Home Social Service Director Survey to determine factors that contribute to thriving. The model explained 39% of the variation. Seven variables contributed the most to distinguishing social service directors who report thriving at work from those who do not. Having greater influence on social service functions, having time to support residents, not having to do things others could do, and the facility providing quality care were all associated with greater thriving. Those who reported the administrator and/or attending physicians engage the expertise of social services were more likely to report thriving at work. Working in nursing home social services is demanding; retaining a good social worker is important. These findings suggest ways in which administrators can support social service directors thriving at work.

摘要

疗养院应对高员工流动率。当员工离职时，投资于员工的资源就会流失。但是，如果员工在工作中表现出色，则离职率就不是问题。雇主如何促进员工的蓬勃发展？使用 Spreitzer 等人的改编。(2005) 的工作繁荣社会嵌入模型作为概念框架，我们对 2019 年全国疗养院社会服务主任调查中 836 名疗养院社会服务主任的回答进行了逻辑回归，以确定有助于繁荣的因素。该模型解释了 39% 的变异。七个变量对区分报告在工作中蒸蒸日上的社会服务主管和那些没有的社会服务主管贡献最大。对社会服务功能有较大影响，有时间支持居民，不必做其他人可以做的事情，提供优质护理的设施都与更大的繁荣相关。那些报告管理人员和/或主治医师从事社会服务专业知识的人更有可能在工作中表现出色。在疗养院社会服务工作要求很高；留住一个好的社工很重要。这些发现提出了管理员可以支持社会服务主管在工作中蓬勃发展的方法。