Predicting workplace loneliness in the nursing profession
Aykut Arslan, Serdar Yener, Julie Aitken Schermer
Abstract
AIM: This study examined a model investigating how social interaction variables (leader-member exchange (interactions between managers and nurses), trust, and communication frequency) and work meaningfulness influence nurses' experiences of workplace loneliness. BACKGROUND: As workplace loneliness can result in lower job satisfaction and a decrease in workers' health, understanding the contributing factors to loneliness at work is important. METHOD: In this cross-sectional study, Turkish nurses (N = 864) completed self-report scales measuring social exchange between leaders and members, trust in leaders, communication frequency, work meaningfulness, and loneliness. To avoid fatigue and method variance influence, scales were completed over two testing times (separated by a month). RESULTS: Workplace loneliness was associated with less social interaction with leaders (lower leader-member exchange and frequency of communication), less trust in leaders, and lower reports of meaningful work. CONCLUSION: The results suggest that workplace loneliness can be reduced when managers exchange more information and communicate more frequently with their nurses. Workplace loneliness is also reduced when nurses trust their leaders and find their work meaningful. IMPLICATIONS FOR NURSING MANAGEMENT: Managers supervising nurses need to be aware that workplace loneliness occurs and that their interactions and relationships with the nurses will have an impact on experienced workplace loneliness.