Anger‐provoking events and intention to turnover in hospital administrators

Abstract

Purpose

The purpose of this paper is to examine anger associated with types of negative work events experienced by health administrators and to examine the impact of anger on intent to leave.

Design/methodology/approach

Textual data analysis is used to measure anger in open‐ended survey responses from administrative staff of a Canadian hospital. Multivariate regression is applied to predict anger from event type, on the one hand, and turnover intentions from anger, on the other.

Findings

Person‐related negative events contributed to administrator anger more than policy‐related events. Anger from events predicted turnover intentions after adjusting for numerous potential confounds.

Research limitations/implications

Future studies using larger samples across multiple sites are needed to test the generalizability of results.

Practical implications

Results provide useful information for retention strategies through codifying respect and fairness in interactions and policies. Health organizations stand to gain efficiencies by helping administrators handle anger effectively, leading to more stable staffing levels and more pleasurable, productive work environments.

Originality/value

This paper addresses gaps in knowledge about determinants of turnover in this population by examining the impact of administrator anger on intent to leave and the work events which give rise to anger. Given the strategic importance of health administration work and the high costs to health organizations when administrators leave, results hold particular promise for health human resources.

Citation

Harlos, K. (2010), "Anger‐provoking events and intention to turnover in hospital administrators", Journal of Health Organization and Management, Vol. 24 No. 1, pp. 45-56. https://doi.org/10.1108/14777261011029561