Mediating Effect of Job Burnout on the Relationship Between Organisational Support and Quiet Quitting in Nurses.

AIM

The main purpose of this study was to investigate the potential mediating role of job burnout in the relationship between organisational support and quiet quitting among nurses. Additionally, this study aimed to determine the associations between organisational support, job burnout and quiet quitting.

DESIGN

This study was a descriptive, cross-sectional study.

METHODS

This descriptive and cross-sectional study included a total of 383 nurses. The convenience sampling method was used, and the study was conducted in Türkiye. Self-reported measures, which included organisational support, job burnout and the quiet quitting scale, were completed by using an online version of the scale.

RESULTS

Statistically significant associations were found between organisational support, job burnout and quiet quitting. Organisational support had a significant negative effect on quiet quitting. Additionally, job burnout had a positive effect on quiet quitting behaviour. Moreover, job burnout partially mediated the relationship between organisational support and quiet quitting.

CONCLUSION

The findings highlight the importance of considering job burnout as a critical factor in mitigating the positive effect of organisational support on quiet quitting. Prioritising the job burnout of healthcare workers plays a significant role in reducing quiet quitting behaviour through organisational support.

IMPACT

This study focused on how organisational support and burnout interact with quiet quitting, which is a current issue among nurses, and explained the mediating role of job burnout in the relationship between organisational support and quiet quitting. The main findings of this research provide evidence that organisational support influences quiet quitting behaviour. Similarly, job burnout affects quiet quitting behaviour. Moreover, job burnout plays a mediating role in the relationship between organisational support and quiet quitting behaviour. It has been proven that job burnout is a significant barrier to the impact of organisational support in reducing quiet quitting behaviour. This research will have an impact on the management and strategic planning of healthcare organisations.

REPORTING METHOD

STROBE reporting method has been followed.

PATIENT OR PUBLIC CONTRIBUTION

No patient or public contribution.