Sample Manuscript

International Journal of Open-Access, Interdisciplinary & New Educational Discoveries of ETCOR Educational Research Center (iJOINED ETCOR)
Nightingale Nurses during Pandemic: The Relationship of Job Satisfaction, Work

Environment, Leadership and Intention to Leave Work during the Covid-19
Pandemic in Private Hospitals in Metro Manila
Dr. Dexter A. Soguilon

University of Perpetual Help System Dalta, Philippines
Corresponding Author email: dexsoguilon@yahoo.com
Received: 04 April 2023 Revised: 28 April 2023 Accepted: 05 May 2023
Available Online: 07 May 2023
Volume II (2023), Issue 2, P-ISSN – 2984-7567; E-ISSN - 2945-3577
Abstract
Aim: This study determined the relationship between job satisfaction, work environment, and intention
to leave of nurses working in private hospitals during the COVID-19 pandemic.
Methodology: This study used a descriptive, correlational design using surveys to determine the
relationship between the variables. This study was conducted at the three largest hospitals in Metro
Manila with 206 respondents. Purposive sampling was employed with the criteria that they work as a
nurse, handle COVID-19 patients during the pandemic, and work in the largest private hospitals in
Metro Manila.
Results: With a correlation coefficient (r) of 0.744, there is a strong positive correlation between
nurses’ work environment and job satisfaction. Furthermore, there is a a moderate negative
correlation between job satisfaction and nurses’ intention to leave, as indicated by the correlation
coefficient of (r) -0.463. Moreover, there is a weak negative correlation (r = -0.358) on the the
relationship between the level of nurses’ work environment and nurses’ intention to leave.
Conclusion: There is a strong positive correlation between nurses’ work environment and job
satisfaction. Furthermore, there is a moderate negative correlation between job satisfaction and
nurses’ intention to leave. Moreover, there is a weak negative correlation on the relationship between
the level of nurses’ work environment and nurses’ intention to leave.
Keywords: correlation, work environment, job satisfaction, intention to quit
INTRODUCTION
Before the pandemic, the world is already experiencing a global shortage of nurses. The
nursing shortage is attributed to a difficult working environment (Buerhaus et al., 2000, 2006 as cited
in Cicolini et al., 2013) and high turnover intention due to unsatisfying workplaces (Hayes et al., 2006;
Purdy et al., 2010 as mentioned in Cicolini et al., 2013; Copanitsanou et al., 2017; Nantsupawat et al.,
2017 as cited in Li et al., 2018).
Pre-pandemic, nurses’ intention to leave is said to be caused by insufficient compensation,
desire to work abroad, retirement, better opportunities elsewhere, desire to change profession, and
desire to improve skills (Dones et al., 2016). Job satisfaction among health professionals has been a
topic of global interest for a long time. The topic persisted because it affects the employees’
(professionals’) job performance and, subsequently, the quality of hospital and healthcare services.
Delivering healthcare in a resource-constrained environment is becoming a challenge in the
Philippines, especially during this pandemic. Hospital managers are expected to balance the burden of
disease and the patient load against shrinking resources while maintaining quality of care.
The height of the pandemic has affected all medical health officials, specifically the nurses. As
of October 8, 2020, the total number of cumulative cases of COVID-19 nationwide have reached
331,869, where 6,069 died, and 51,482 remain active (Department of Health [DOH], 2020). In addition,
the current 7-day moving average in the Philippines exceeds 3,000 cases, while the bed occupancy
rate is at 45.4% (DOH, 2020).
216
Because of the outbreak, the Philippine government decided to implement community

quarantine in March 2020 as an intervention (Salendab, 2023; Sanchez, et al., 2022;). However,
COVID-19 continues to spread in the community (Sanchez, 2020), and the high number of cases puts
enormous pressure on the Philippine healthcare system.
This has led to the declaration of the Philippines to be in a state of calamity until September
2021 under Proclamation No. 1021, implying that there is little chance that the curve will flatten
anytime soon. This, in turn, poses a concern on how being in a state of a public health emergency for
the long-term may negatively impact the healthcare system and the healthcare worker, especially its
most significant component, the nurses.
Due to the nationwide community quarantine, health professionals were temporarily banned
from leaving the country. The weight of this burden is increasingly being felt in the public health care
services, where there is a need to support a growing population of uninsured citizens and immigrants
from elsewhere in the country seeking care, and, for reasons both economic and related to the design
and delivery of healthcare, the trend is compounded by an ageing population, a rising burden of
infectious and chronic diseases and a global shortage of an adequately skilled workforce.
Job satisfaction and job stress are highlighted by nurses, for which job satisfaction is
significantly negatively correlated to stress and intention to leave employment and affecting the
turnover within the nursing profession. As frequently cited in the literature, the main reasons for
affecting job satisfaction are heavy workloads and poor peer support.
Studies have also shown that the effects of poor organizational climate, autonomy, and salary
are factors related to the consequence of nurses’ job satisfaction. As frequently cited in nursing
literature, factors affecting job satisfaction are heavy workload, poor conditions in peer support,
organizational climate, autonomy, and salary, which all may lead to high staff turnover.
Job satisfaction is determined by a comparison of one’s prior expectations about the job and
the actual experience of the job. It has been found that job satisfaction relates to individuals' beliefs
and emotions about their job. It has been described as an attitude with an affective and cognitive
component. When establishing job satisfaction, we should focus on how employees feel about their
work and personal relationships and how leaders influence employees’ satisfaction.
A different leadership model is needed to respond to this rapidly changing environment, a
model in which leadership is shared among the employees, all working as a team towards a shared
vision through continuous improvement. It is not uncommon for any organization's leader to embrace
change to create a better future.
This future, however, will be more than simply an extrapolation of current circumstances.
Instead is part of a complex and discontinuous journey toward an unpredictable end. This end cannot
be goal-less, but should present a vision that drives change strategically. In addition, leaders and
managers need to achieve operational efficiency. Without a doubt, satisfied employees are the
ultimate goal of every leader.
On the other hand, the goal of every employee is to find the kind of work that matches his
abilities and interests as closely as possible, enables him to succeed, and provides him with
opportunities for promotion. Satisfied employees tend to be more productive and committed to their
employers, and a direct correlation has been shown between staff satisfaction and patient satisfaction
in healthcare organizations. It is in these goals that this study has been conceptualized.
Today's leaders would need to do something different to avoid a system collapse. Leaders will
need to change in a transformational direction to improve the quality of care provided. Such a change
in strategy comes with the realization that there is no quick fix and that the transformation process
takes time to be embedded and institutionalized. Transformation involves much more than any single
event but is part of an overarching strategy, the core of which is maximizing value for the patient.
However, this focus should not deflect attention away from the goal of ensuring that the staff who
provide the service have the resources and a safe and pleasant environment to perform these duties.
The expectation of good governance and management extends beyond merely managing
resources and people to include the challenge of understanding the context within which those with
executive responsibility will have to function, how they will motivate and enable those from whom they
seek a desired action, in addition, to interpret the customers’ needs and how to satisfy them.
It has been widely known that employees are much more likely to be happy, engaged, and
productive when satisfied with their jobs. Since successful companies are built on the backs of satisfied
and motivated employees, it would seem like a no-brainer that organizations would care deeply about
217
employee satisfaction. A nurse’s work environment has been highly studied over the years through
research. For any employee, a work environment provides context to a worker’s job conditions and
workplace. For nurses, the work environment involves intensive shifts of patient care and working with
fellow nurses, supervisors, and other health professionals. Conditions that characterize a nurses’ work
environment include the number of patients assigned, autonomy in patient care, the complexity of
cases, opportunities for learning, adequacy of compensation, relationship with colleagues, and many
more. These conditions play roles in a nurse’s performance and, according to Albashayreh et. Al
(2019), are critical in a nurses’ job satisfaction. A nurses’ job satisfaction refers to their contentment in
the above conditions. A working environment that provides high job satisfaction to the employee will
more likely encourage the employee to stay in the workplace and possibly even good work
performance. In contrast, if the opposite is true, the worker may opt to leave the workplace to find an
environment offering better conditions.
For nurses, job satisfaction may be affected by one or more of the following examples: high
workload/intensive shifts, inadequate compensation, poor interpersonal relationships with
colleagues/superiors, disempowering work culture, etc. These conditions may compel nurses to leave
their workplace if these conditions are strong enough. This is known as ‘turnover intention. Turnover
intention or intention to leave the workplace is said to be correlated to high dissatisfaction.
These elements are important to know because nurses comprise the largest component of the
healthcare workforce. Moreover, in times of outbreaks and public health crises, the role of nurses in
the healthcare system is magnified as they stand in the frontlines of the response to such crises.
Because it affects not only the quality of nursing but also patients’ satisfaction, the level of employees’
job satisfaction is very important for healthcare institutions. Strong empirical evidence supports a
causal relationship between job satisfaction, patient safety, and quality of care. In the Philippines, no
studies on job satisfaction have been conducted. There was only some research about leadership
styles in healthcare institutions. Organizational climate and organizational culture in nursing have
been studied as well as job satisfaction in some institutions. Job satisfaction is a critical factor in health
care.
Hence, it is imperative to look into this topic to determine the relationship between Filipino
nurses’ job satisfaction, work environment, and intention to leave the workplace amidst the covid-19
pandemic. In this premise, the study's concept has been drawn.
Work plays a dominant role in our lives. It occupies more of our time than any other activity.
We define ourselves in part by our career or profession. It is very difficult to enjoy life without doing
some productive work. Any activity which has so much importance must evoke strong positive or
negative reactions, and these reactions tell how satisfied or dissatisfied one is with his/her work.
Job satisfaction is so important that its absence often leads to lethargy and reduced
organizational commitment (Moser, 2017). Lack of job satisfaction is a predictor of quitting a job
(Jamal, 2017; Sanchez, 2022). Several studies had been conducted to investigate the
relationship between job satisfaction and performance, whether individually, in work groups and
organizations. According to Locke, there are about 3,000 researches and related studies that focus on
job satisfaction since 1976, and it remains to be of significant until today. This indicates that the
importance of continuous investigation on this topic is still relevant and interesting in the field of
science. According to many scholars, the significance of establishing the relationship between job
satisfaction, motivation and job performance is evident in addressing the problems and issues in
Human Resource Departments, thereby making it highly interesting for many organizations,
employees-employer relationships, and in work teams.
As an example, many researchers investigated the relationship between job satisfaction and
productivity while other assumptions focused on the negative correlation between job satisfaction and
absenteeism or turnover. Even though this topic was already the forefront of discussion for the past
decades, it is still a relevant and urgent concern for companies nowadays and its importance is
directed towards a highly motivated, productive, and loyal workforce as ingredients of the company’s
competitive advantage and landscape.
Kirchler (2016) confirmed in his study that highly satisfied employees with their jobs led
healthier and happier lives. Relative to this, the main thrust of this paper is to give valuable ideas and
perspectives on job satisfaction because it affects not only the quality of nursing but also patients’
satisfaction. The level of employees’ job satisfaction is very important for health care institutions.
218
A discussion was presented on the relationship of these findings to theory and quantitative
research outcomes. These findings have implications for nursing practice, administration, and
education as the profession considers organizational and individual factors influencing nurses’ feelings
about their job and prepares for future nursing shortages.
Job descriptions should be reliable, valid, understandable, and specific enough to provide
direction for staff behavior. Job descriptions should focus on what the staff member does (e.g. advises
the student government association) and what outcomes are expected. These outcomes should be
clearly linked to departmental and institutional objectives and needs. Job descriptions should use
action words such “plans” or “supervises” rather than “demonstrates initiative’ or “is likable.” Job
descriptions should provide guidelines for staff so they know the specific behaviors expected from
them. The responsibilities of the staff member should be listed in order of importance and weighted
relative to importance, if possible.
A nurse who has been suspended without pay must be furnished a statement in writing setting
forth the specific acts or omissions that are the reasons for the disciplinary suspension without pay as
well as the employee’s appeal rights. Informing the nurses of how well they are doing in their work is
important in measuring their job performance. The nurses’ job description is used because it is a
representative of the performance description of other nursing personnel either at the staff nurse level
or at higher levels of management.
Employees’ commitment to the organization is a crucial issue in today's healthcare.
Commitment of employees can be an important instrument for improving the performance of the
organization. Researchers conducted on commitment have shown that employees with higher
organizational commitment engage in organizational citizen behavior and this, in turn, results in better
performance and higher work motivation that are beneficial to the organization (Chang et al., 2007;
Sanchez, 2023). So, employees’ productivity is largely related to their motivation levels and a higher
level of organizational commitment.
Objective
This study determined the relationship between job satisfaction, work environment, and
intention to leave of nurses working in private hospitals during the COVID-19 pandemic.
Specifically, it sought to answer the following research questions:
1. What is the socio-demographic profile of nurses in COVID-19 pandemic in terms of
1.1. Age;
1.2. Sex;
1.3. Highest educational attainment;
1.4. Nursing designation; and
1.5. Years of experience?
2. What is the level of job satisfaction among nurses working in hospitals during the COVID-19
pandemic?
3. What is the state of the nursing work environment as perceived by nurses working in hospitals
during the COVID-19 pandemic?
4. What are the intentions of the nurses in leaving their current employment?
5. What is the relationship between the level of nurses’ work environment and job satisfaction?
6. What is the relationship between the level of job satisfaction and the nurses’ intention to
leave?
7. What is the relationship between nurses’ work environment and their intention to leave?
Hypothesis
Given the stated research problem, the following hypotheses were tested on 0.05 level of
significance:
Hypothesis 1: There is a significant relationship between the nurses’ work environment and
their job satisfaction
Hypothesis 2: There is a significant relationship between nurses’ job satisfaction and their
intention to leave the workplace.
219
Hypothesis 3: There is a significant relationship between the nurses’ work environment and
their intention to leave the workplace.
METHODS
Research Design
This study used a descriptive, correlational design using surveys to determine the relationship
between job satisfaction, work environment, leadership, and intention to leave the nursing workplace
during the COVID-19 pandemic
Population and Sampling

This study was conducted at the three largest hospitals in Metro Manila from March to July
2022 with 206 respondents. Purposive sampling was employed with the criteria that they work as a
nurse, handle COVID-19 patients during the pandemic, and work in the largest private hospitals in
Metro Manila.
Instrument
Survey questionnaire was used to collect the necessary data in this study. Said instrumnet was
validated by experts in the field.
Data Collection
The data were gathered, read, and analyzed following the objective of the study and in
adherence to all protocols in the coduct of research.
Treatment of Data
Statistical Analysis were used to analyze the level of job satisfaction among nurses working in
hospitals during the COVID-19 pandemic, the state of the nursing work environment as perceived by
nurses working in hospitals during the COVID-19 pandemic, the intentions of the nurses in leaving their
current employment, the relationship between the level of nurses’ work environment and job
satisfaction, the relationship between the level of job satisfaction and the nurses’ intention to leave,
and the relationship between nurses’ work environment and their intention to leave.
Ethical Considarations
The researcher ensured that all research protocols involving ethics in research were complied
with for the protection of all people and institutions involved in the conduct of the study.
RESULTS and DISCUSSION

The highest number of respondents predominantly belongs to 31-35 years old bracket, which
means that the respondents are in their prime and most productive and energetic years. Males are
33.86 percent while females comprise 66.14 percent of the total respondents. Females have a higher
population in this research locale than male respondents.
As to the distribution of the respondents by highest educational attainment, most of the
respondents are college degree holders, with 87% and 4% having finished their master’s degrees.
As to years of experience, 1-5 years comprised 70 percent, which means there are more
nurses who are starting with their career and more nurses are handling the Nurse I position. Nursing
professionals have high difficulty finishing their graduate studies because of their work as medical
frontliners, and they don’t manifest an interest in completing a graduate degree. Nurse managers
should pay attention to nurses' career advancement opportunities, recognize their achievements, and
provide opportunities for continuing education and independent work.
The majority of the respondents from the three hospitals belong to rank-and-file positions, and
only a few are in managerial positions. The distribution of nurses among the nursing designation is
congruent with the fact that there are more nurses in rank-and-file positions (Nurse I and II). Since
most of the nurses have become busy with their work as medical frontliners particularly in this
pandemic, they hardly have time for professional upgrading and other activities that would help them
gain higher status in their careers.
220
Level of job satisfaction among nurses working in hospitals during the COVID-19 pandemic
Job satisfaction and job stress are highlighted by nurses in this pandemic, for which job
satisfaction is significantly negatively correlated to stress and intention to leave employment and
affecting the turnover within the nursing profession. Table 6 demonstrates the Level of Job Satisfaction
of Nurses during COVID-19 Pandemic.
Table 1
Level of Job Satisfaction of Nurses during COVID-19 Pandemic
1st Hospital 2nd Hospital 3rd Hospital Total

Job Satisfaction
WM Desc WM Desc WM Desc WM Desc
1. Keep busy all the time 3.55 S 3.80 S 4.00 S 3.78 S
2. Work alone on the job 3.47 NSD 3.80 S 3.62 S 3.63 S
3 Do different things from
3.96 S 3.89 S 4.00 S 3.95 S
time to time.
4. Be “somebody” in the
3.91 S 3.92 S 3.92 S 3.92 S
community.
5. Supervisor handles his/her
3.59 S 4.09 S 4.15 S 3.94 S
workers
6. Competence of my
supervisor in making 3.71 S 4.27 S 4.18 S 4.05 S
decisions.
7. Do things that don’t go
3.67 S 3.99 S 3.95 S 3.87 S
against my conscience.
8. Job provides for steady
4.24 S 4.14 S 4.23 S 4.20 S
employment.
9. Do things for other people. 4.41 S 4.16 S 4.38 S 4.32 S
10. Tell people what to do. 4.41 S 4.23 S 4.41 S 4.35 S
11. Do something that makes
3.66 S 3.91 S 3.92 S 3.83 S
use of my abilities
12. Company policies are put
3.07 NSD 3.55 S 3.90 S 3.51 S
into practice
13. Pay and the amount of
3.62 S 3.85 S 3.82 S 3.76 S
work I do.
14. Chances for advancement
3.95 S 4.05 S 4.18 S 4.06 S
on the job.
15. Freedom to use my own
3.88 S 4.03 S 4.18 S 4.03 S
judgment.
16.Chance to try my own
3.28 NSD 3.69 S 4.13 S 3.70 S
methods of doing the job.
17. Working conditions. 3.99 S 3.97 S 4.18 S 4.05 S
18. Co-workers get along with
3.61 S 3.82 S 3.95 S 3.79 S
each other.
19. Praise I get for doing a
4.00 S 3.97 S 4.21 S 4.06 S
good job.
20. Accomplishments I get
4.00 S 3.97 S 4.21 S 4.06 S
from the job.
3.80 S 3.96 S 4.07 S 3.94 S
SD 0.34 0.18 0.19 0.22
221
0.50 - 1.49 Very Dissatisfied (VD);

1.50 - 2.49 Dissatisfied (D)
2.50 – 3.49 Neither Satisfied or Dissatisfied (NSD)
3.50 – 4.49 Satisfied (S)
4.50 – 5.00 Very Satisfied (VS )
With an overall mean of 3.94, the respondents from the three hospital settings are ‘satisfied’
with their jobs during the COVID-19 pandemic. Regarding ranks, the respondents from the third
hospital have an overall rating of 4.07 or ‘Satisfied’; followed by the second hospital with an overall
rating of 3.96, and the first hospital with an overall satisfaction rating of 3.80.
However, the respondents in first hospital were undecided because they are ‘Neither Satisfied
or Dissatisfied’ (NSD) on the following indicators as follows: ‘Chance to try my own methods of doing
the job, 3.28’; Company policies are put into practice, 3.07; and, the chance to work alone on the job’
was rated as 3.47.
Overall, the following indicators have the lowest rating: Chance to work alone on the job with
3.63; Company policies are put into practice with a rating of 3.51; and for ‘Chance to try my own
methods of doing the job with a rating 3.70.
The data gathered has defined that nursing encompasses autonomous and collaborative care
of individuals of all ages, families, groups and communities, sick or well and in all settings. It includes
the promotion of health, prevention of illness, and the care of ill, disabled and dying people. Advocacy,
promotion of a safe environment, research, participation in shaping health policy and in patient and
health systems management, and education are also key nursing roles. (ICN,2002).
On the other hand, the goal of every employee is to find the kind of work that matches his
abilities and interests as closely as possible, enables him to succeed, and provides him with
opportunities for promotion. Satisfied employees tend to be more productive and committed to their
employers, and a direct correlation has been shown between staff satisfaction and patient satisfaction
in healthcare organizations. When job satisfaction and performance is linked with group performance,
the outcome revealed that higher job satisfaction leads to higher performance although it is not always
the case. Working together is the key to achieving desirable outcomes, which means that employees
should not be kept in isolation but should be encouraged to work together to effectively achieve goals
and success, whether in a group or the organization (Sanchez & Sarmiento, 2020). Job satisfaction is
determined by contentedness and a feeling of fulfillment derived from one’s nature of work. It has
been found that job satisfaction is an attitude with affective and cognitive components; it is influenced
by an employee’s beliefs and emotions about his job and workplace.
State of the nursing work environment as perceived by nurses working in hospitals during
the COVID-19 pandemic
Nurses play a critical role in the provision of care and the optimization of health services
resources worldwide, which is particularly relevant during the current COVID-19 pandemic. Table 2
presents the state of nursing work environment during covid-19 pandemic.
Table 2
State of Nursing Work Environment during COVID-19 Pandemic
1st 2nd 3rd
Total
Hospital Hospital Hospital
Work Environment
WM Des Des WM Des WM Des
WM
c c c c
1. If the nurse manager is off duty, the unit is
3.4
encouraged to contact her/him when there are 3.20 U 3.70 A 3.49 U U
6
staffing difficulties.
2. I am able to take at least a 30-minute meal 3.7
3.16 U 3.99 A 4.08 A A
break during my shift. 4
3. Individual assignments are fairly distributed 3.9
3.74 A 3.97 A 4.00 A A
within the unit given the available resources 0
4. Most days I feel my workload is reasonable 3.5
3.36 U 3.55 A 3.77 A A
6
222
5. If I complain about my workload to the nurse 3.7

3.54 A 4.04 A 3.62 A A
manager she/he will be empathetic 3
6. Equipment (blood pressure machines, sat
monitors, scales, lifts, wheelchairs, 3.9
3.50 A 4.01 A 4.36 A A
thermometers) for patient care is available 6
when I need it for patient care.
7. I work with nurses who I respect 4.3
4.39 A 4.30 A 4.44 A A
professionally 8
8. When I feel overwhelmed I can count on 4.1
4.18 A 4.20 A 4.18 A A
other nurses to help me. 9
9. I stay in my current position because of the 3.9
3.51 A 4.24 A 4.13 A A
support of my nurse manager. 6
10. Social workers are available as needed by 3.9
3.67 A 4.05 A 4.08 A A
the patients I care for. 3
11. My current workload will cause me to look 3.2
3.33 U 3.81 A 2.74 U U
for a new position. 9
12. When a patient experiences a major crisis
(code blue, new life-threatening diagnosis) or 4.0
4.08 A 3.91 A 4.00 A A
dies a chaplain is available to support the 0
patient and/or their family.
13. I do not plan to stay in my current position 2.6
2.75 U 2.66 U 2.38 D U
for the next 12 months. 0
14. The nurse manager assists in working with
3.9
patients and families who are unhappy with 3.67 A 4.26 A 3.92 A A
5
their care.
15. The nurses on my unit are a team. 4.3
4.21 A 4.38 A 4.36 A A
2
16. The nurses I work with are competent in 4.2
4.22 A 4.36 A 4.23 A A
caring for our typical patient population. 7
17. I plan to stay in my current position for at 3.6
3.47 U 3.64 A 3.85 A A
least the next 12 months. 5
18. I plan to stay in my current position for at 4.0
3.95 A 3.30 U 4.74 A A
least the next 12 months. 0
19. Pharmacy services provide adequate 3.1
3.16 U 3.05 U 3.26 U U
support in the medication process. 6
20. The nurse manager actively works to fill 3.7
3.39 U 4.03 A 3.82 A A
open positions on the unit in a timely manner. 5
21. The nurse manager is actively involved in
4.0
securing enough staff each shift that is 3.86 A 4.16 A 4.05 A A
2
needed.
22. I have voiced concerns about my workload
3.6
being too heavy to the nurse manager or 3.92 A 3.49 U 3.59 A A
7
charge nurse.
23. I intend to look for a new position in a
2.7
different unit or in a different organization 3.09 U 2.68 U 2.56 U U
8
within the next 12 months.
24. My manager is competent to provide basic 4.1
3.99 A 4.31 A 4.13 A A
patient care on the unit. 4
25. I am able to provide adequate
4.2
psychological/emotional support to the 4.11 A 4.27 A 4.41 A A
6
patients assigned to me.
26. I would feel comfortable having one of my 4.0
3.96 A 4.15 A 4.10 A A
family members cared for by staff on my unit 7
27. The nurse manager on my unit provides 4.1
3.96 A 4.32 A 4.21 A A
support in patient care when it is needed. 6
223
28. My current work environment makes me 3.7

3.46 U 3.88 A 3.92 A A
want to stay and work here. 5
29. The nurses I work with are an important 3.9
3.88 A 4.16 A 3.87 A A
reason I stay in my current job. 7
Over-all WM 3.6 3.8 3.8 3.8
A A A A
8 9 7 1
SD 0.41 0.47 0.55 0.43
0.50 - Strongly Disagree

1.49 (SD)
1.50 - Disagree (D)
2.49
2.50 – Unsure (U)
3.49
3.50 – Agree (A)
4.49
4.50 – Strongly Agree (SA)
5.00
With the overall mean of 3.81, the respondents from the three hospital settings express
perspective ‘Agree’ with their state of nursing work environment during COVID-19 pandemic.
In terms of ranks, the respondents from the first hospital have an overall rating of 3.87 or
‘Agree’; followed by second hospital with an overall rating of 3.89, and, third hospital with an overall
satisfaction rating of 3.68. The nurse-respondents have ‘agreed’ (3.81) on the overall state of nursing
work environment during COVID-19 pandemic as reflected in the various indicators. However, they are
also ‘unsure’ of the following indicators: Pharmacy services provide adequate support in the
medication process (3.16). During this pandemic, the medication delivery system is redesigned to
minimize contact among patients and the health care providers.
Also, the remote medication monitoring system was implemented to deliver pharmaceutical
care for inpatients. Communication technology was used to assist the pharmacist in medication
counseling. QR codes to access videos demonstrating the use of devices were made available for
patients. On the other hand, the indicator that says: ‘I do not plan to stay in my current position for the
next 12 months (2.60); and, my current workload will cause me to look for a new position (3.29)
synonymously describes the uncertainty and volatility of the pandemic that drives people from their
current work. The COVID-19 pandemic has increased the demand and workload on nurses.
In addition, the number of critical cases, the uncertainty about the disease, and the incidence
rate of death from the disease impose a psychological stress on nurses. Considering the alarming
issues of stress, burnout, and turnover among nurses even before the pandemic, the pandemic might
have amplified such issues. Moreover, turnover intention has been linked to several adverse outcomes
such as medication error, falls, and pressure injuries [Falatah, 2020]. Moreover, it has been linked to
increased healthcare system costs due to its impact on both financial and time resources. Thus,
numerous studies have been conducted to identify nurses’ turnover intention predictors and provide
useful information for the development of remedial programs to lower nurses’ turnover intention rates.
Among the identified predictors are job satisfaction, job commitment, stress, anxiety, and burnout.
The data proves that nurses can only stay long and provide quality services if their work
environment provides adequate conditions to support them. Today the employment and working
conditions of many nurses worldwide are precarious, and the current pandemic has prompted more
visibility to the vulnerability to health-damaging factors of nurses’ globally.
Intentions of the nurses in leaving their current employment

The following information summarizes the nurses' plans for quitting their present position. The
epidemic of COVID-19 has increased nurses' workload and demand. In addition, the quantity of critical
cases, the unknown nature of the sickness, and the mortality rate associated with the condition put
nurses under psychological strain. The epidemic may have exacerbated the already worrying concerns
of stress, burnout, and turnover among nurses before the pandemic. Thus, it is necessary to
224
investigate the effect of the COVID-19 pandemic on nurses' turnover and desire to leave the
profession. The desire of the nurses to leave their current position is shown in Table 3.
Table 3
Intentions of Nurses to Leave during COVID-19 Pandemic
1st 2nd
3rd Hospital Total
Intentions to Leave Hospital Hospital
WM Desc WM Desc WM Desc WM Desc
1. How often have you considered 2.6
3.12 NEU 2.84 NEU NEU 2.88 NEU
leaving your job? 7
3.How often are you frustrated
when not given the opportunity at 2.7
work to achieve your personal 2
work-related goals?
4. How often do you dream about
2.9
getting another job that will 3.30 NEU 3.10 NEU NEU 3.12 NEU
5
better suit your personal needs?
6. How often do you look forward 2.3
another day at work? 8
2. How satisfying is your job in 2.1
2.46 U 2.52 NEU U 2.37 U
fulfilling your personal needs? 3
5. How likely are you accept
another job at the same 2.9
compensation level should it be 7
offered to you?
Over-all WM
2.90 2.88 2.64 2.81
SD 0.30 0.28 0.33 0.29
For Items 1,3,4, & 6 For Item 2 For Item 5

0.50 - Never (N) 0.50 - Very Unsatisfying 0.50 - Highly Unlikely (HU)
1.49 1.49 (VU) 1.49
1.50 - Rarely (R) 1.50 - Unsatisfying (U) 1.50 - Unlikely (U)
2.49 2.49 2.49
2.50 – Neutral (NEU) 2.50 – Neutral (NEU) 2.50 – Neutral (NEU)
3.49 3.49 3.49
3.50 – Often (O) 3.50 – Satisfying (S) 3.50 – Likely (L)
4.49 4.49 4.49
4.50 – Always (A) 4.50 – Very Satisfying (VS) 4.50 – Highly Likely (HL)
5.00 5.00 5.00
The table shows the psychological turmoil and confusion that the responses from the nurses
implying their intentions to Leave their work during COVID-19 pandemic.
For the question of ‘How often have you considered leaving your job?’ the respondents have
unanimously rated it as NEU or neutral with from first hospital (3.12), second hospital (2.84) and third
hospital (2.67) and an overall mean of 2.88 or NEU. These findings proved that nurses are having
difficulty responding to the demands of their job both physically and mentally. Nurses are the largest
group in the healthcare team and have the longest contact time with patients [Beauvais, 2018]. Thus,
the pandemic increased the demand and workload on nurses in an extreme work environment.
The number of critical cases, the uncertainty about the disease, and the incidence of death
from the disease impose a psychological stress on nurses [Khattak, 2020]. Considering the alarming
issues of stress, burnout, and turnover among nurses even before the pandemic [Piotrowski, 2020],
the pandemic might have amplified the issue.
To validate the first question, the answer to the query: ‘How often are you frustrated when not
given the opportunity at work to achieve your personal work-related goals?’, the respondents have
225
neither affirm or negated the issue of frustration on their part given the difficulty and stress of their
work as medical frontliners so they were candid in saying neutrality on the issue with first hospital
(2.80), second hospital (2.88) and third hospital (2.72) with an overall mean of 2.80.
Moreover, for the question: How often do you dream about getting another job that will better
suit your personal needs? The respondents have neither affirm or negated the issue of frustration on
their part given the difficulty and stress of their work as medical frontliners so they were candid in
saying neutrality on the issue with first hospital (3.30), second hospital (3.10) and third hospital (2.95)
with an overall mean of 3.12. Furthermore, for the question: How often do you look forward another
day at work? The respondents have neither affirm or negated the issue of frustration on their part
given the difficulty and stress of their work as medical frontliners so they were candid in saying
neutrality on the issue with first hopsital (2.75), second hospital (2.67) and third hospital (2.38) with an
overall mean of 2.60.
For another critical question: How satisfying is your job in fulfilling your personal needs? The
respondents have neither affirm or negated the issue of frustration on their part given the difficulty
and stress of their work as medical frontliners so they were candid in saying neutrality on the issue
with first hospital (2.46), second hospital (2.52) and third hospital (2.13) with an overall mean of 2.37.
And lastly, for the question: ‘How likely are you accept another job at the same compensation
level should it be offered to you? The respondents have neither affirm or negated the issue of
frustration on their part given the difficulty and stress of their work as medical frontliners so they were
candid in saying neutrality on the issue with first hospital (2.95), second hospital (3.28) and third
hospital (2.97) with an overall mean of 3.07.
In the context of the data, it can be concluded that the respondents who are not willing to
answer a particular question have put a check on Neutral. It is just like an escape for the respondents
which ultimately lead the previous citations about turnover results and the us, true essence of the
assumption is achieved. Neutrality denotes a state of confirming their positions. We take in an attitude
scale neutral states that the respondent has neither a positive response nor a negative response, but
undecided denotes a state of confusion of the respondent.
In the interest of data analysis, the neutral response option is the biggest source of dispute
surrounding the Likert scale. Originally offered in an effort to avoid false responses (Bishop, 2017), the
neutral response option enabled people who were ignorant about or indifferent to a subject to select
no opinion or neutral instead of being forced to choose a response that did not reflect their true beliefs
(Johns, 2005; Krosnick et al., 2018).
Although designed with the intention of reducing instances of false responses, studies show
that the inclusion of a neutral or “no opinion” option significantly increases the number of people
stating they have no opinion when they actually do (Bishop, 1987; Johns, 2005; Kalton, Roberts, & Holt,
1980; Krosnick et al., 2002; Nowlis, Kahn, & Dhar, 2018). Three factors likely influence a participant’s
decision to falsely report via the neutral option: cognitive effort, ambivalence, and social desirability.
In the context of this study, the findings are proof of the conditions of nurses across the
country in which nurses are quitting bedside jobs at an alarming rate. They are worn out, mentally and
physically, from dealing with surge after surge of desperately ill covid patients, fear for their own lives
and frustration with people who renounce lifesaving covid vaccines or even deny the virus is
dangerous. The nurses who remain are left to care for more people with fewer resources, further
fraying the fragile system and harming patients and healthcare providers alike.
Nursing has always been a tough job. A wave of hospital consolidations in recent decades has
helped hold down nurses’ pay and contributed to understaffing. But covid has turned a problem into a
crisis. More than one-third of nurses’ plan to leave their current role by the end of the year, according
to a survey by Incredible Health, a nurse staffing company. The American Association of Critical-Care
Nurses (AACN) recently found that 66 percent of acute and critical-care nurses have considered
leaving the profession.
226
Two years into the pandemic, recent news reports in the Philippines highlighted those Filipino
nurses are resigning to work abroad. In the first two to three weeks of October 2021 alone, it was
noted that about 5% to 10% of nurses working in private hospitals have resigned [Mendoza, 2021]. In
another 2021 news report, a hospital director in a city mentioned that their nursing staff had
decreased from 200 to 63 over the past year (Agence France-Presse, 20121).
Overall, about 40% of nurses in private hospitals have resigned since the pandemic began
[Dumlao, 2021]. Thus, hospitals in the Philippines may be understaffed due to the dwindling number of
nurses during the pandemic.
The relationship between the level of nurses’ work environment and job satisfaction
The following data describes the relationship between the level of nurses’ work environment
and job satisfaction. Table 4 presents the Significant relationship between the level of nurses’ work
environment and job satisfaction.
Table 4
Relationship between level of Nurses’ Work Environment and Job Satisfaction
Computed Tabular Value Descripti Decisio

df
Value at 0.05 on n
Work Environment and 18 Accept
Job Satisfaction 0.744 0.148 Significant
7 Ha
T
able 4 shows the summary statistics of the Pearson Correlation Test to determine if there is a
significant relationship between the nurses’ work environment and job satisfaction.
The results show a sample correlation coefficient (r) of 0.744, indicating a strong positive
correlation between nurses’ work environment and job satisfaction. This implies that job satisfaction
also increases when there is an improvement in nurses’ work environment. Furthermore, the data also
shows the computed value of 0.744 is greater than the tabular value of 0.148 (df=187, α =0.05). This
condition causes the acceptance of the alternative hypothesis that there is a relationship between the
two variables. Therefore, a significant relationship between nurses’ work environment and job
satisfaction can be concluded.
The study’s results agree with the study done by Lin et al. (2020). The study showed a
statistically significant positive relationship between the perceived indicators of the quality nursing
work environment (QNWE) and the level of job satisfaction. The study also showed that after
controlling for the effects of demographic profiles, professional specialization, teamwork, support, and
caring significantly correlated to job satisfaction. The model explained 72.9 percent of the variability.
This study is further supported by Kagan et al. (2021) study. The study showed that nurses’ positive
perception of the working environment is significantly associated with higher job satisfaction.
Moreover, being female, working in the emergency room and pediatric wards, and having higher
personal initiative is also significantly associated with increased job satisfaction.
Furthermore, it is recommended for nurse managers to invest in strengthening the
organizational climate to stimulate initiate behavior and make them more engaged and promote
innovation. Ayalew et al. (2020) added that disagreement in recognition and work itself is a factor in
nurses’ intention to leave their current job. It is highly recommended to promote recognition at work to
promote a good working environment.
Relationship between the level of job satisfaction and the nurses’ intention to leave
The following data illustrates the correlation between nurses' work satisfaction and their desire to
quit. Table 5 shows the correlation between nurses' work satisfaction and their desire to quit.
Table 5
Significant relationship between level of Job Satisfaction and the Nurses’ Intention to Leave
227
Computed Tabular Value at Descripti Decisio

df
Value 0.05 on n
Job Satisfaction
18 Accept
and Intention to -0.463 0.148 Significant
7 Ha
Leave
Table 5 shows if there is a significant relationship between job satisfaction and the nurses’
intention to leave. The data reveals a moderate negative correlation between job satisfaction and
nurses’ intention to leave, as indicated by the sample correlation coefficient of (r) -0.463. It implies
that when nurses are satisfied with their job, there is a lower intention to leave their workplaces. It also
shows that the absolute computed value of r = | -0.463 | is greater than the tabular value of 0.148
(df=187, α =0.05) which causes the acceptance of the alternative hypothesis. Therefore, it can be
concluded that there is a statistically significant relationship between the level of job satisfaction and
the nurses’ intention to leave.
The study's results are congruent to the Abdul Kadar Muhammad Masum et al. (2016) survey,
which shows a negative relationship between job satisfaction and intention to quit the existing
employment. Kantek et al. (2017) further supported the result of the study, which shows a positive
correlation between the professional values of nurses and their job satisfaction but a negative
correlation between professional values and intention to leave the current workplace.
Woldekiros et al. (2022) identified factors that contribute to nurses’ intention to leave. This
includes salary imbalance with demands, managers with no personal plan for developing skills,
stressful jobs, and health problems. Identifying factors that contribute to improving job satisfaction and
decreasing nurses’ intention to leave is important to nursing managers.
This enables them to develop and provide an evidence-based policy to improve job satisfaction
and lower the rate of nurses’ intention to leave. This action will provide long-term benefits to the
organization regarding quality patient care and reduced cost.
Relationship between nurses’ work environment and their intention to leave

The following data describes the relationship between nurses’ work environment and their
intention to leave. Table 6 presents the significant relationship between level of Nurses’ Work
Environment and Intention to Leave.
Table 6
Relationship between level of Nurses’ Work Environment and Intention to Leave
Computed Tabular Value at Descripti Decisio
df
Value 0.05 on n
Work Environment -0.358 0.148 Significant
18 Accept
and Intention to
7 Ha
Leave
Table 6 shows the summary statistics to determine the relationship between the level of
nurses’ work environment and nurses’ intention to leave. The sample correlation coefficient indicates a
weak negative correlation (r = -0.358) between the two variables of interest.
The negative correlation implies nurses’ intention to leave the workplace is lower when there is
a good working environment. The absolute computed value r = | -0.358 | is greater than the tabular
value (0.148 (df=187, α =0.05) which causes the acceptance of the alternative hypothesis. Therefore,
the conclusion can be made that there is a statistically significant relationship between nurses’ work
environment and intention to leave.
Several pieces of literature supported the findings of this study (Sanchez, 2020). The study by
Li et al (2022) showed that a poor working environment characterized by an imbalance between high
effort and low reward (poor promotion suspects) is associated with a new intention to leave the
nursing profession. Poku et al (2022) study also revealed significant associations between some
nursing work environment facets and turnover intention. Furthermore, it shows that burnout resulting
from an unsafe working environment affects the nurse turnover intention.
228
Specifically, the study shows a significant relationship between nurse-physician relations,

nurse manager leadership, the nursing foundation for quality care, staffing and resource adequacy,
and turnover intention being burnout as the medium.
Leone et al (2015) revealed that nursing units where opportunities for career advancement are
present have a lower intention to leave their workplace. The study also highlighted that programs for
career advancement can override other factors that contribute to high turnover intention.
Sharififard et al (2019) revealed that work climate, type of employment, marital status, and overtime
work is a significant predictor of nurses’ intention to leave. Identification of these factors served as a
guide for policy development in nursing organizations
Summary, Conclusions, and Recommendations

Most nurses have become busy with their work as medical frontliners, particularly in this
pandemic, and they hardly have time for professional upgrading and other activities that would help
them gain higher status in their career. The turnover of nurses is very high due to many factors that
account for job satisfaction and burnout primarily caused by staffing shortages. On the level of job
satisfaction among nurses working in hospitals during the COVID-19 pandemic, the respondents from
the three hospital settings are ‘satisfied’ with their level of job satisfaction during the COVID-19
pandemic. However, they are least satisfied with the chance to work alone on the job, the way the
company policies are implemented, and the chance to try their job methods.
On the state of the nursing work environment, as perceived by nurses working in hospitals
during the COVID-19 pandemic, most of the respondents from the three hospitals are satisfied with
their state of the nursing work environment during the COVID-19 pandemic.
Considering the alarming issues of stress, burnout, and turnover among nurses even before
the pandemic, the pandemic might have amplified such issues. The data proves that nurses can only
stay long and provide quality services if their work environment provides adequate conditions to
support them.
On the intentions of the nurses in leaving their current employment. It can be gleaned from the
data that the psychological turmoil and confusion of the nurses' responses imply their intentions to
leave their work during the COVID-19 pandemic. These findings proved that nurses are having
difficulty responding to the demands of their job both physically and mentally.
The conditions of nurses across the country which nurses are quitting bedside jobs at an
alarming rate. They are worn out, mentally and physically, from dealing with surge after surge of
desperately ill covid patients. They also fear for their own lives and are frustrated with people who
renounce lifesaving covid vaccines or even deny the virus is dangerous.
A strong positive correlation exists between nurses’ work environment and job satisfaction.
This implies that job satisfaction also increases when there is an improvement in nurses’ work
environment. The COVID-19 pandemic has increased the demand and workload on nurses. Moreover, a
moderate negative correlation exists between job satisfaction and nurses’ intention to leave. It implies
that when nurses are satisfied with their job, there is a lower intention to leave their workplaces.
Considering the alarming issues of stress, burnout, and turnover among nurses even before the
pandemic, the pandemic has amplified such issues.
There is a negative correlation between nurses’ intention to leave the workplace when there is a good
working environment. A statistically significant relationship exists between nurses’ work environment
and intention to leave.
REFERENCES
AFM, Manila (2022). ‘Burned out:’ Philippine nurses battle Covid-19, resignations. Available:
https://www.manilatimes.net/2021/09/21/opinion/burned-out-philippine-nurses-battle-covid-19-
resignations/1815452. Accessed: 07 July 2022).
Alenazy, F. S., Dettrick, Z., & Keogh, S. (2021) The relationship between practice environment, job
satisfaction and
intention to leave in critical care nurses. Nurs Crit Care. 2021; 1- 10. doi:10.1111/nicc.12737
229
Arslan, Y. H., & Kocaman, G. (2019). Structural empowerment, workplace incivility, nurses’ intentions
to leave their
organization and profession: A path analysis. Journal of Nursing Management. 27: 732– 739.
https://doi.org/10.1111/jonm.12751
Bahar, D. K., & Nezaket, Y., (2022). The relationship between workplace incivility and turnover
intention in nurses:
A cross‐sectional study. Journal of Nursing Management, 10.1111/jonm.13594, 30, 5, (1235-
1242).
Ball, J., Day, T., Murrells, T. et al. (2017) Cross-sectional examination of the association between shift
length and
hospital nurses job satisfaction and nurse reported quality measures. BMC Nurs 16, 26.
Chung Hee Woo, Chanhee Kim (2020). Impact of workplace incivility on compassion competence of
Korean nurses:
Moderating effect of psychological capital. Journal of Nursing Management,
10.1111/jonm.12982, 28, 3,
(682-689),
Chen, H., Feng, H., & Liao, L. (2020). Evaluation of quality improvement intervention with nurse
training in nursing
homes: A systematic review. J Clin Nurs. 2020; 29: 2788– 2800.
Doughty, L., Sinnema, C., McKillop, A., & Dixon, R. (2021). The impact of postgraduate education in
transition to
practice programmes on new graduate nurses' knowledge and skills: A pre- post survey
design. Nurse
Education Today, 102. https://doi.org/10.1016/j.nedt.2021.104888.
Halcomb, E., & Bird, S. (2020). Job satisfaction and career intention of Australian general practice
nurses: A cross-
sectional survey. Journal of Nursing Scholarship, 52: 270-280.
https://doi.org/10.1111/jnu.12548
Hao‐Yuan Chang, Tzu‐Ling Huang, Alice May‐Kuen Wong, Lun‐Hui Ho, Yeh‐Chun Juan, Yi‐Fang Chen, &
Ching‐I Teng
(2019). How career facilitators and barriers influence nurses’ professional turnover intention.
Journal of
Advanced Nursing, 10.1111/jan.14191, 75, 12, (3577-3587),
Joswiak, M. E. (2018). Transforming orientation through a tiered skills acquisition model. Journal for
Nurses in
Professional Development, 34(3), 118-122.
Maassen, S. M., Jansen, A. M., Brekelmans, G., Vermeulen, H., & Oostveen, C. J. (2020). Psychometric
evaluation of
instruments measuring the work environment of healthcare professionals in hospitals: A
systematic
literature review. International Journal for Quality in Health Care, 32(8), 545–557.
https://doi.org/10.1093/intqhc/mzaa072
Moon, C., & Morais, C. (2022). Understanding the consequences of workplace incivility: The roles of
emotional
exhaustion, acceptability and political skill. International Journal of Conflict Management,
10.1108/IJCMA-
230
09-2021-0147, 33, 3, (425-447).
Murrell, M. C., Caffrey, J. M., Marcovich, D. T. et al. (2018). Seasonal oxygen dynamics in a warm
temperate
estuary: Effects of hydrologic variability on measurements of primary production, respiration,
and net
metabolism. Estuaries and Coasts, 41, 690–707 (2018). https://doi.org/10.1007/s12237-017-
0328-9
Neubert, M. J., Hunter, E. M., & Tolentino, R. C. (2021). Modeling character: Servant leaders, incivility
and patient
outcomes. Journal of Business Ethics, 10.1007/s10551-021-04783-7, 178, 1, (261-278).
Neves, T., Parreira, P., Rodrigues, V., & Graveto, J. (2022) Organizational commitment and intention
to leave of
nurses in Portuguese hospitals. International Journal of Environmental Research and Public
Health,
10.3390/ijerph19042470, 19, 4.
Quek, S. J., Thomson, L., Houghton, R., Bramley, L., Davis, S., & Cooper, J. (2021). Distributed
leadership as a
predictor of employee engagement, job satisfaction and turnover intention in UK nursing staff.
J Nurs
Manag, 29: 1544– 1553. https://doi.org/10.1111/jonm.13321
Salendab, F. A. (2023). Proposed instructional scheme in the new normal education: Basis for
pedagogical
strategies/practices. Psychology and Education: A Multidisciplinary Journal, 6(8), 712-719.
https://doi.org/10.5281/zenodo.7502764
Sanchez, A. M. P. (2022). HR practitioners’ perceptions on boosting employees’ loyalty and

commitment: Inputs for a
21st century-responsive human resource system. International Journal of Open-access,
Interdisciplinary and
New Educational Discoveries of ETCOR Educational Research Center (iJOINED ETCOR), 1(4), 89-
102.
Sanchez, R. (2023). Utilization of the daily lesson logs: An evaluation employing the CIPP model.
International
Journal of Open-access, Interdisciplinary and New Educational Discoveries of ETCOR
Educational Research
Center (iJOINED ETCOR), 2(1), 199-215.
Sanchez, R. (2020, December 28). Parent-teacher collaboration in the time of pandemic. SunStar
Pampanga.
https://www.pressreader.com/philippines/sunstar-pampanga/20201228/281608128046465
Sanchez, R. (2020, December 29). Three qualities of a successful leader. SunStar Pampanga.
https://www.pressreader.com/philippines/sunstar-pampanga/20201229
Sanchez, R., & Sarmiento, P. J. (2020). Learning together hand-in-hand: An assessment of students’
immersion
program in a schools division. International Journal of Research Studies in Education, 9(1), 85-
97.
231
Sanchez, R., Sarmiento, P. J., Pangilinan, A., Guinto, N., Sanchez, A. M., & Sanchez, J. J. (2022). In the
name of
authentic public service: A descriptive phenomenological study on the lives of Filipino teachers
in select
coastal villages. International Journal of Open-access, Interdisciplinary and New Educational
Discoveries of
ETCOR Educational Research Center (iJOINED ETCOR), 1(1), 35-44.
Xing, L., Sun, J. M., Jepsen, D., & Zhang, Y. (2021). Supervisor negative feedback and employee
motivation to learn:
An attribution perspective. Human Relations, 0(0).
https://doi.org/10.1177/00187267211038514
Zahoor Ahmad Parray, Shahbaz Ul Islam, & Tanveer Ahmad Shah (2022). Exploring the effect of
workplace incivility
on job outcomes: Testing the mediating effect of emotional exhaustion. Journal of
Organizational
Effectiveness: People and Performance, 10.1108/JOEPP-07-2022-0178.
Zangaro, G. A., & Jones, K. (2019). Practice environment scale of the nursing work index: A reliability
generalization
meta-analysis. Western Journal of Nursing Research. 2019;41(11):1658-1684.
doi:10.1177/0193945918823779
Zwanenburg, S. P., & Qureshi, I. (2019). Anticipating, avoiding, and alleviating measurement error: A
synthesis of
the literature with practical recommendations. Australasian Journal of Information Systems, 23.
https://doi.org/10.3127/ajis.v23i0.1844
232

Sample Manuscript

Uploaded by

Copyright:

Available Formats

Sample Manuscript

Uploaded by

Document Information

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Sample Manuscript

Uploaded by

Copyright:

Available Formats

International Journal of Open-Access, Interdisciplinary & New Educational Discoveries of ETCOR Educational Research Center (iJOINED ETCOR)

Nightingale Nurses during Pandemic: The Relationship of Job Satisfaction, Work

Dr. Dexter A. Soguilon

Received: 04 April 2023 Revised: 28 April 2023 Accepted: 05 May 2023

Available Online: 07 May 2023

Volume II (2023), Issue 2, P-ISSN – 2984-7567; E-ISSN - 2945-3577

Keywords: correlation, work environment, job satisfaction, intention to quit

Because of the outbreak, the Philippine government decided to implement community

Population and Sampling

RESULTS and DISCUSSION

1st Hospital 2nd Hospital 3rd Hospital Total

0.50 - 1.49 Very Dissatisfied (VD);

5. If I complain about my workload to the nurse 3.7

28. My current work environment makes me 3.7

0.50 - Strongly Disagree

Intentions of the nurses in leaving their current employment

For Items 1,3,4, & 6 For Item 2 For Item 5

Computed Tabular Value Descripti Decisio

Computed Tabular Value at Descripti Decisio

Relationship between nurses’ work environment and their intention to leave

Specifically, the study shows a significant relationship between nurse-physician relations,

Summary, Conclusions, and Recommendations

09-2021-0147, 33, 3, (425-447).

Sanchez, A. M. P. (2022). HR practitioners’ perceptions on boosting employees’ loyalty and

You might also like