Turnover intention of hospital staff in Ontario, Canada: exploring the role of frontline supervisors, teamwork, and mindful organizing

Table 4 Results of hierarchical regression analysis (DV = turnover intention)

	Model 1, β	Model 2, β	Model 3, β	Model 4, β
Block 1—Unit affiliation
ICU	− .397	− .543	− .151	− .146
ED	− .206	− .375	− .278	− .271
Mental health	.648	.590	.390	.473
Block 2—Staff demographics
Tenure (2–5 years)		.018	− .401	− .376
Tenure (> 5 years)		.537	.156	.119
Female		.087	− .109	− .118
Nurses		1.138*	1.504**	1.554**
Clerical staff		1.415*	1.776**	1.749**
Block 3—Predictor variables
Supervisory Leadership			.268	.338*
Teamwork			− 1.002***	− 1.097***
Mindful organizing (SOS)			− .229	− .142
Block 4—Interactions
Supervisory × teamwork				.307
Supervisory × SOS				− .446**
Teamwork × SOS				.358
Total R² (adjusted)	.021	.050	.170***	.197*
Change in R²	.039	.057	.130***	.040*

Reference groups: general medicine, tenure (6–24 months), male, and allied health professionals (N = 165)
***p < .001, **p < .01, *p < .05

ISSN: 1478-4491