| Abstract: | Background: Employee turnover represents the movement of the workforce, reflected in departures, job changes, or reemployment in other institutions, which can significantly affect the stability of an organization. The occurrence of turnover is influenced by a range of risk factors, such as working conditions, pay, psychosocial burdens, organizational relationships, and individual circumstances of employees. In social care institutions, where work is carried out under demanding conditions involving the care of vulnerable groups, these factors are even more pronounced and can strongly affect employee satisfaction and retention. The purpose of our research is to examine the risk factors for employee turnover in social care institutions.
Methods: The research was based on a quantitative research approach and a descriptive method. For the purposes of the empirical part, primary and secondary sources were collected, analyzed, and synthesized. Primary data collection, conducted in the month of September, was carried out using a prepared template for a semi structured interview. The selected sample was purposive and included six participants: three registered nurses, one nursing technician, one nurse assistant, and one individual with secondary education, all of whom were employed in a social care institution and subsequently left it.
Results: The interviewees stated that employee turnover is influenced by organizational factors (poor working conditions, low pay, staff shortages), psychosocial factors (burnout, stress, conflicts, a lack of recognition), individual factors (age, expectations, health issues), and systemic factors (unstable funding, low social recognition of the profession). They highlighted excessive workload, irregular schedules, low pay, and poor relationships with management as the main reasons for leaving. Most reported a decline in motivation and a negative impact of work on their mental health.
Discussion: The results confirm previous research findings that a combination of inadequate working conditions, low pay, and psychosocial strain significantly increases turnover intentions. Reducing turnover requires a comprehensive approach that includes improving working conditions, competitive pay, greater opportunities for professional development, strengthening leadership competencies, and providing psychosocial support for employees. At the systemic level, stable funding, clear staffing standards, and promotion of the profession are essential. Without these measures, the long-term care sector will remain vulnerable to staffing crises, negatively impacting the quality of care provided to users. |
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