NURSE TURNOVER INTENTION IN INDRIATI SOLO BARU GENERAL

HOSPITAL

Patricia Rani Rumondang ^1,2

Introduction: The world health organization is facing a critical challenge in the form of increasing numbersturnoverhealth workers, especially nurses. Percentageturnover nurses in the United States, England, South Korea and Indonesia respectively 18%, 20%, 25% and 15%.¹ Nurses are health workers whose numbers and needs are the most dominant among other health workers, therefore, the availability of nurses determines the superiority of hospital services.Turnover intention nurse is the nurse's intention to leave and leave work within a certain period of time. Research data at the "X" hospital shows an increase in the numberturnover In 2018 there were 28 nurses out of 220 nurses (12.7%) and in 2019 there were 34 out of 274 nurses (12.4%). There isturnoverhas bad consequences in the form of employee volatility, decreased employee creativity, non-conducive work environment, increased HR costs and decreased employee performance.^2,3 This study aims to describeturnover intention along with the influencing factorsturnover intention nurse at "X" Hospital.

Method:The research design is descriptive-qualitative with semi-structured interviews. The interviews were conducted for 10-15 minutes with 2 themes: 1) organizational conflict, the sub-themes included work atmosphere, job satisfaction, motivation to leave the hospital and 2) nursing management, with the sub-themes of inner pressure and disappointment of the participants towards the hospital management system. The informants used were 14 nurses at "X" Hospital (85.7% aged 20-30 years, 64.3% were female, 57.1% had a Diploma in Nursing education and 50% worked more than 3 years). The use of a sample of 14 people is according to Kahija's theory in the Phenomenological Research book that the number of qualitative samples that meet the requirements is 7-14 people. Researchers maintain the data and identity of informants to minimizeconflict of interest management RS. Data collection withkey instrument, interview guides, field notes and tape recorders. Data were analyzed usingdata collection, data reduction, data display andconclusion drawing.

Results:The research results describeturnover intention nurses in "X" Hospital due to organizational conflicts and nursing management that have not been well structured. Organizational conflict was identified based on non-conducive work atmosphere, low job satisfaction, and motivation to leave to find a better job. Nurses feel uncomfortable because the division of labor is unfair, they are often cornered and blamed. Nurse job satisfaction decreases because of disappointment over expectations that do not match reality, such as giftsjob exceed the capacity of nurses; not getting the appropriate salary; no overtime pay. Nursing management is identified based on inner pressure and disillusionment with management arrangements. The results of the interviews show that the head of the field lacks ownershipattitude who is good at speaking and leading. Meanwhile, the availability of SOPs is not standardized, inconsistent and always changing.

Conclusion: The main factor causing turnover intention nurses because of organizational conflicts and nursing management that have not been well organized. Some nurses already have the intention to move from "X" Hospital because the atmosphere and work environment are not conducive, low job satisfaction, motivation to find a better hospital and think about registering as civil servants. After conducting interviews, there were 2 informants who resigned because of the low financial well-being they felt while working at the hospital

“X”. Several informants have taken the CPNS test and will immediately resign if they have been declared accepted. Hospital "X" will carry out an evaluation so that it pays more attention to the welfare of nurses according to the law based on work competence and professionalism to maintain the number of available staff.