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Preceptors and New Hires

Preceptors and New Hires. Nicole Alonso Caitlin Porter James Rigby University of Houston. Demographic similarity in the preceptorship relationship. Krisanne Graves Mary Gordon Texas Children’s Hospital. Agenda Organizational Newcomers Onboarding Current Study. page 2.

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Preceptors and New Hires

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  1. Preceptors and New Hires Nicole Alonso Caitlin Porter James Rigby University of Houston Demographic similarity in the preceptorship relationship Krisanne Graves Mary Gordon Texas Children’s Hospital

  2. Agenda Organizational Newcomers Onboarding Current Study page 2

  3. Organizational Newcomers • New to the field or just new to the organization • Research finds: • Turnover tends to be highest for newcomers • Minorities tend to leave at higher rates than non-minorities page 3

  4. What can Texas Children’s Hospital do during the onboarding process to prevent turnover?

  5. Why Onboarding? Role Clarity Knowing the expectations of the role Social Adjustment Building relationships with others in the workplace and identifying with the organization Job Satisfaction Overall satisfaction with the job Job Performance As rated by supervisors Lower Turnover Employees staying in their jobs past the first year

  6. Typical Onboarding Practices • Orientation • On the job training • Supervisor • Written materials • Building relationships • Mentors

  7. TCH Preceptors & New Nurses

  8. Preceptor Importance Teach Teaching new employees how to perform the job Role Model Role modeling appropriate behavior and procedures Support Providing support while new employee adjusts to new environment

  9. Research Question: Does having preceptor who’s similar to you make you happier and want to stay at Texas Children’s Hospital?

  10. Please go to meet.ps/preceptand answer the question: What similarities do you believe are most important to the success of the preceptor/orientee relationship?

  11. Background • Demographic similarity between people in a relationship at work (boss, peers, mentor) • Age, race, gender • Most salient characteristics

  12. Background • We like to form relationships with those who are like us • Those in relationships with racio-ethnically similar others experience greater: Performance Relationship Quality Support Liking Ensher & Murphy, 1997; Ragins, 1997; Schaffer & Riordan, 2013; Thomas, 1990; Tsui, Porter & Egan, 2002

  13. Employees with high quality relationships are less likely to leave their job Maertz & Campion, 2004; Mitchell, Holtom, Lee, Sablynski & Erez, 2001; Ragins et al., 2000

  14. Hypotheses

  15. Hypothesescon’t

  16. Hypothesescon’t

  17. Demographic Information New nurses • Hired at TCH between April 2016 and June 2018 (n=231) • 54% White, 12% Black, 17% Asian, 13% Hispanic, 4% other • 95% Female • Average age = 32.5 years Preceptors • Indicated as primary preceptor by new hire (n=207) • 53% White, 12% Black, 21% Asian, 12% Hispanic, 2% other • 93% Female • Average age = 39 years

  18. Measures & Analysis • Analysis • Linear regression for job satisfaction and turnover intentions • Logistic regression for turnover • Control Variables • Number of days worked at TCH • Number of years worked as nurse • Number of preceptors New Hires: • Demographic data • Job satisfaction • Turnover intentions • Voluntary turnover data • ~ 6 months after data collection • 8.7% of new nurses • Match variable • Minority variable Preceptors: • Demographic data collected from HR

  19. Results

  20. Hypothesis 4a Turnover Intentions

  21. Racio-ethnically matching newcomers and preceptors reduces turnover intentions • But not actual turnover • Is not related to job satisfaction • Racial matching reduces turnover intentions more for minority newcomers • May positively impact short-term outcomes but need to be thinking about long-term implications • More research needed to determine how new nurses make relationships with those that are different from them Discussion & Implications

  22. Why turnover intentions but not job satisfaction? • Why does racio-ethnic matching make a new nurse less likely to want to leave? • How might the practice of racio-ethnic matching be paired with other onboarding practices to reduce turnover? • What are the long-term effects of this onboarding practice? Future Directions

  23. References Allen, D. G. (2006). Do Organizational Socialization Tactics Influence Newcomer Embeddedness and Turnover? Journal of Management, 32(2), 237-256. Byrne D. (1971). The attraction paradigm. New York: Academic Press. Ellingson, J. E., Tews, M. J., & Dachner, A. M. (2016). Constituent attachment and voluntary turnover in low-wage/low-skill service work. Journal of Applied Psychology, 101(1), 129. Ensher, E. A., & Murphy, S. E. (1997). Effects of race, gender, perceived similarity, and contact on mentor relationships. Journal of Vocational Behavior, 50(3), 460-481. Friedman, R. A. & Holtom, B. (2002). The Effects of Network Groups on Minority Employee Turnover Intentions. Human Resource Management, 41(4), 405-421. Hebl, M. R., Tonidandel, S., & Ruggs, E. N. (2012). The impact of like-mentors for gay/lesbian employees. Human Performance, 25(1), 52-71. Maertz Jr, C. P., & Campion, M. A. (2004). Profiles in quitting: Integrating process and content turnover theory. Academy of Management Journal, 47(4), 566-582. Mitchell, T., Holtom, B.C., Lee, T., Sablynski, C.J., & Erez, M. (2001). Why people stay: Using job embeddedness to predict voluntary turnover. The Academy of Management Journal, 44(6), 1102-1121.

  24. Ragins, B.R. (1997). Antecedents of diversified mentoring relationships. Journal of Vocational Behavior, 51, 90-109. Ragins, B. R., Cotton, J. L., & Miller, J. S. (2000). Marginal mentoring: The effects of type of mentor, quality of relationship, and program design on work and career attitudes. Academy of management journal, 43(6), 1177-1194. Schaffer, B.S., & Riordan, C. (2013). Relational demography in supervisor-subordinate dyads: An examination of discrimination and exclusionary treatment. Canadian Journal of Administrative Sciences, 30, 3-17. Schein, E. H. (1968). The individual, the organization, and the career: A conceptual scheme. Journal of Applied Behavioral Science, 7, 401-426. Thomas, D.A. (1990). The impact of race on managers’ experiences of developmental relationships (mentoring and sponsorship): An intra-organizational study. Journal of Organizational Behavior, 11, 479-492. Tsui, A. S., Egan, T. D., & O’Reilly, C. A. (1992). Being Different: Relational Demography and Organizational Attachment. Administrative Science Quarterly, 37 (4), 549-579.

  25. Thank You

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