Nurses' supervisors, learning options and organisational commitment: Australia, Brazil and England.

Yvonne Brunetto, Kate Shacklock, Stephen Teo, Rod Farr-Wharton, Silvia Nelson

Research output: Contribution to journalArticlepeer-review

Abstract

Aim
To examine the relationships between leader–member exchange (LMX), workplace learning options (teamwork, training and development), empowerment and organisational commitment, for nurses in Australia, England and Brazil.

Background
The supervisor–employee relationship is fundamental to management theory and practice within the work context of Organisation for Economic Cooperation and Development (OECD) countries.

Methods
Survey-based, self-report data were collected from 1350 nurses in 23 acute-care hospitals during 2011.

Results
Significant relationships were found between key Social Exchange Theory antecedents (LMX and teamwork) and outcomes (organisational commitment) for nurses in Australia and England, but not in Brazil. As expected, the path between teamwork and organisational commitment was significant in the three countries.

Conclusions
The findings affirm the importance of LMX as a management tool affecting employee outcomes in OECD countries. In contrast, LMX cannot be assumed to play an important role within a context that operates a dual employment structure coupled with a culture accepting of ‘Jeitinho’ workplace relationships.

Implications for nursing management
Informal workplace relationships – ‘Jeitinho’ (similar to the Chinese ‘guanxi’) may be worthy of examination within BRICS (Brazil, Russia, India, China and South Africa) countries such as Brazil.
Original languageEnglish
Pages (from-to)1029-1038
JournalJournal of Nursing Management
Volume23
Issue number8
Early online date4 Aug 2014
DOIs
Publication statusPublished - 9 Nov 2015
Externally publishedYes

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