title: Retaining nurses and other hospital workers: an intergenerational perspective of the work climate.
abstract: OBJECTIVE
  This article describes and compares work climate perceptions and intentions to quit among three generations of hospital workers and nurses.
  
  
  BACKGROUND
  Never before in history has the workplace comprised such a span of generations. The current workforce includes three main generations: Baby Boomers (born between 1946 and 1963), Generation X (born between 1964 and 1980), and Generation Y (born between 1981 and 2000). However, very little research has linked turnover among nurses and other healthcare workers to their generational profile.
  
  
  METHODS
  A quantitative study with a correlational descriptive design was used. 1,376 hospital workers of the three generations (with 42.1% nurses, 15.6% support staff, 20.1% office employees, and 22.1% health professionals or technicians), employed in a university-affiliated hospital, completed a self-administered questionnaire. They answered the Psychological Climate Questionnaire and a measure of turnover intention.
  
  
  RESULTS
  Generation Y hospital workers obtained a significantly lower score on the "Challenge" scale than did Baby Boomers. On the "Absence of Conflict" and "Warmth" scales, the opposite occurred, with Baby Boomers obtaining a significantly lower score than Generation Y respondents. If the nurse job category is taken separately, Generation Y nurses expressed a negative perception of the "Goal Emphasis" scale, compared with Baby Boomers. The proportion of Generation Y nurses who intend to quit is almost three times higher than that of other hospital workers from Generation Y. The main reason given by workers from Generations Y and X who intend to quit the organization is their own career advancement. The main reason given by Baby Boomers who intend to quit is retirement.
  
  
  CONCLUSIONS
  Retention strategies that focus on improving the work climate are beneficial to all generations of hospital workers and nurses. If generation-specific retention strategies are developed, these should focus on the three areas identified to have intergenerational differences: challenges, absence of conflict, and warmth.
  
  
  CONCLUSIONS
  New nurses will benefit from strategies aimed at supporting their career advancement in the workplace.
authors.affiliation: McGill University School of Nursing, 3506 University Street, Montréal, Québec, Canada. Melanie.lavoie-tremblay@mcgill.ca
authors.forename: Melanie
authors.initials: M
authors.lastname: Lavoie-Tremblay
authors.forename: Maxime
authors.initials: M
authors.lastname: Paquet
authors.forename: Marie-Anick
authors.initials: MA
authors.lastname: Duchesne
authors.forename: Anelise
authors.initials: A
authors.lastname: Santo
authors.forename: Ana
authors.initials: A
authors.lastname: Gavrancic
authors.forename: François
authors.initials: F
authors.lastname: Courcy
authors.forename: Serge
authors.initials: S
authors.lastname: Gagnon
mesh_terms: D000328:Adult; D000367:Age Factors; D001291:Attitude of Health Personnel; D005260:Female; D006272:Health Facility Environment / Q000458:organization & administration*; D006785:Hospitals, University; D006801:Humans; D033182:Intention; D016901:Intergenerational Relations; D007400:Interprofessional Relations; D008297:Male; D008875:Middle Aged; D015999:Multivariate Analysis; D015401:Nursing Administration Research; D015404:Nursing Methodology Research; D009741:Nursing Staff, Hospital / Q000458:organization & administration / Q000523:psychology; D015279:Organizational Culture; D010563:Personnel Turnover / Q000706:statistics & numerical data*; D011158:Population Growth; D011792:Quebec; D017132:Workplace / Q000458:organization & administration / Q000523:psychology