Contemporary transformations in the world of work, together with the growing emotional and physical demands in nursing, have led to the emergence of new labor phenomena such as quiet quitting, which reflects changes in professional engagement and in the management of nurses’ well-being. Objective: To translate, culturally adapt, and validate the Quiet Quitting Scale for European Portuguese, evaluating its psychometric properties among the nursing population. Methods: A cross-sectional validation study was conducted following COSMIN guidelines. The process included forward and back translation, expert panel review, and pretesting with 30 nurses. The psychometric evaluation was carried out with 347 nurses from Northern Portugal. Data were analyzed using descriptive and inferential statistics, internal consistency measures (Cronbach’s α and McDonald’s ω), and confirmatory factor analysis (CFA) with maximum likelihood estimation to assess construct validity. Results: The Portuguese version (QQS-PT) maintained the original three-factor structure (Detachment/Disinterest, Lack of Initiative, and Lack of Motivation). The model showed satisfactory fit indices (CFI = 0.936; GFI = 0.901; AGFI = 0.814; TLI = 0.905; RMSEA = 0.133). The overall internal consistency was excellent (α = 0.918; ω = 0.922), with subscale α ranging from 0.788 to 0.924. Composite reliability (CR) ranged from 0.815 to 0.924, and average variance extracted (AVE) from 0.606 to 0.859, confirming convergent and discriminant validity. Conclusions: The QQS-PT demonstrated a stable factorial structure, strong reliability, and solid validity evidence. It is a brief and psychometrically sound instrument for assessing quiet quitting among nurses, providing valuable insights for research and management of professional engagement and well-being in healthcare contexts.

Objectives: This study aimed to evaluate the relationship between quiet quitting and burnout among nurses, considering the influence of sociodemographic and occupational factors in healthcare settings. Methods: This cross-sectional, observational, and quantitative study was conducted from April to July 2025 in health services in northern Portugal, involving 1097 nurses who completed a questionnaire, the Silent Employment Abandonment Scale, and the Shirom–Melamed Burnout Scale. Descriptive and inferential analyses examined associations between sociodemographic variables, work context, and outcomes. Results: The 1097 participating nurses showed a positive correlation between overall quiet quitting and total burnout across all domains. Burnout remained significantly associated with overall quiet quitting after adjustment, and physical and cognitive fatigue showed the most consistent independent associations across models. The strongest coefficients were observed for the ‘lack of motivation’ dimension. Conclusions: Quiet quitting was consistently associated with burnout among nurses after adjustment for sociodemographic and occupational factors. The pattern of results was stronger for physical and cognitive fatigue and for lack of motivation, supporting the interpretation of quiet quitting as an important correlation of occupational strain in nursing and reinforcing the need for organizational and leadership strategies that reduce fatigue and sustain professional engagement.

Background/Objectives: Structural empowerment involves access to opportunities, information, support, and resources within the work environment. These elements are crucial as they foster nurses’ professional growth and autonomy. Given their significance, understanding hospital nurses’ perceptions of structural empowerment is important. Therefore, the aim of this study is to explore hospital nurses’ perceptions of their levels of structural empowerment. Methods: This cross-sectional study included 684 nurses from a Portuguese hospital, conducted between November 2024 and January 2025. The questionnaire collected demographic data and employed the Conditions of Work Effectiveness Questionnaire II. Results: The mean total score for structural empowerment was 18.74 (SD = 3.46), with significant differences found between nurses and specialist nurses, for those with the specialist title (p = 0.0477) and within the professional category (p = 0.0058), as well as between nurses working day shifts and those working day and night shifts (p < 0.0001). Additional significant differences were observed between nurses from the Medicine department (median [Q1–Q3]: 19.25 [17.00–21.50]) and those from the Surgery department (18.17 [16.00–20.25], p = 0.0104), as well as between Generation Z nurses (19.58 [17.33–21.83]) and Generation Y nurses (18.29 [16.25–20.33], p = 0.0018). Conclusions: These results underscore the importance of consistently promoting structural empowerment across the nursing staff, addressing disparities between groups, and improving both professional development and quality of patient care.

Background: Generational diversity in nursing has introduced new challenges for nurse managers in addressing the needs of both nurses and clients and appropriately formulating social and health policies within organizations. The organizational climate should encourage professionals to sustain practice environments that foster healthy intergenerational coexistence, respecting each generation’s distinctive characteristics and values, to ensure team effectiveness and organizational success. Aims: To analyze nurse managers’ perceptions of generational diversity among nurses and the strategies they consider most relevant for fostering inclusive nursing practice environments. Methods: Qualitative, descriptive, and exploratory study conducted through a focus group involving 10 nurse managers, selected using a purposive sampling technique. Data analysis was performed using ATLAS.ti Version 24®. Results: The main findings were grouped into two thematic areas: generational differences in nursing and strategies to improve the management of generational diversity among nurses. The analysis revealed how participants perceive generational differences among nurses, identified factors they consider to be facilitators or hindrances to managing multigenerational teams, and listed strategies that promote inclusive practice environments. Conclusion: The global shortage of nurses, driven by an aging workforce, high professional turnover, and challenges in attracting and retaining staff, poses a significant challenge to nursing leadership and organizations, requiring the development of innovative strategies responsive to generational diversity among nurses.