This systematic review aimed to identify and compare instruments measuring nurses’ organizational well-being, summarise the dimensions measured by these instruments, the statistical analysis performed for validity evidence and identify an instrument that comprehensively investigates nurses’ organizational well-being. The JBI Manual for Evidence Synthesis and the PRISMA checklist were used as guidelines. The search was conducted on Medline, CINAHL, Cochrane Library and Scopus. Critical appraisal and data extraction were drawn on the COSMIN checklist. Dimensions were conceptually synthesized by the measurement concepts' similarity. Twenty-two articles were retrieved and they included 21 instruments that measured nurses’ organizational well-being. The instruments vary by dimension number (range 2–19), items (range 12–118) and concept elicitation. A plurality of methodologies has been used in instrument development and assessments of evidence for validity. Only four instruments reported a concurrent criterion validity or a measurement comparison with an already tested-for-validity instrument. Similar dimensions were leadership and support, relationships and communication, work-family balance, work demands, violence, control and autonomy, satisfaction and motivation, work environment and resources, careers, and organizational policy. This review underlines the core areas of the instruments that measure nursing organizational well-being. It allows administrators and researchers to choose the appropriate instruments for monitoring this multidimensional concept.

Background and Purpose:A good understanding of nursing organizational well-being can allow nurse managers to monitor their work context, guide clinical practice, and improve care quality. Theoretical studies of nursing organizational well-being are limited, and this article proposes a situation-specific theory.Methods:The article’s content explains the development of this situational theory of nursing organizational well-being following the integrative approach by Im and Meleis by checking assumptions for theorization, initiating theorization through multiple sources, reasoning through critical analyses, documenting theorization, and reporting and sharing theorization.Results:Eight theoretical propositions are conceptualized, emphasizing the interconnectedness of various professionals and work context factors with nursing organizational well-being and related outcomes. Nursing demands and nursing resources have been identified in this situational theory as crucial in determining nursing organizational well-being.Implications for Practice:This article discusses the implications of developing knowledge on nursing organizational well-being. Using this situational theory, researchers can understand the variables determining nursing organizational well-being, and the theory can guide their research study. Health care managers can also use this situational theory to evaluate the nursing work environment and the variables influencing it, subsequently improving outcomes for nurses, organizations, and patients.

Introduction. A healthcare organization that promotes the well-being of its nurses ensures better quality and safety for patients. Studies have focused on investigating nurses' experiences without examining the differences related to specific clinical contexts in determining their organizational well-being. This study aims to identify which variables in specific nursing clinical contexts are associated with their reported organizational well-being. Methods. A descriptive cross-sectional study was conducted using the Strengthening the Reporting of Observational Studies in Epidemiology (STROBE) checklist. A convenience sample of nurses from different departments (e.g., medicine, surgery, emergency room) was recruited in different hospital settings across Italy. Data were collected through a web survey comprising validated instruments that investigated organizational well-being and associated variables (e.g., work-home conflicts, relationships, resources). Descriptive and inferential analyses were conducted. Results. The study included 272 nurses. In medical departments, organizational well-being was associated with nurses' relationships with physicians (r = 0.35, p < 0.001), colleagues (r = 0.32, p < 0.01), and head nurse (r = 0.23, p < 0.05), available resources (r = 0.46, p < 0.001), workload (r = -0.23, p < 0.05), and work-home conflicts (r = -0.49, p < 0.001). In surgical departments, it was associated with available resources (r = 0.36, p < 0.01), relationships with the head nurse (r = 0.47, p < 0.001), and work-home conflicts (r = -0.29, p < 0.01). In emergency departments, it was associated with nurses' relationships with physicians (r = 0.24, p < 0.05) and head nurses (r = 0.29, p < 0.01), available resources (r = 0.42, p < 0.001), workload (r = -0.25, p < 0.01), and work-home conflicts (r = -0.38, p < 0.001). The mean scores for workload and relationships with the head nurse differed among the considered departments. Discussion. The results underlined differences in organizational well-being perception depending on the clinical context. Relationships with physicians and colleagues were only associated with nurses' well-being in specific clinical settings. In contrast, work-family conflicts, availability of resources, and relationships with the head nurse were common clinical context variables influencing the organizational well-being perceived by nurses. This study adds to the existing literature by highlighting how different clinical environments shape nurses' organizational well-being, emphasizing the need for tailored organizational interventions to address context-specific challenges.

Introduction. In several countries, the desire among nurses to leave their profession is a significant concern. Recent studies highlight a relationship between the nursing working context and the intention to leave the profession, indicating that suboptimal working conditions significantly influence the willingness to remain a nurse. This literature review aims to define the relationship between nurses' organizational well-being and intention to leave the profession, analyzing which organizational well-being variables influence this decision. Materials and methods. A scoping review was conducted on PubMed, Scopus, CINAHL, and Cochrane. The Joanna Briggs Institute’s (JBI) methodology and the Preferred Reporting Items for Systematic Reviews and Meta-Analyses extension for Scoping Reviews (PRISMA-ScR) guidelines have been followed. Critical appraisal and data extraction were conducted using the JBI tools. Data were extracted and analyzed according to narrative synthesis. Results. The search yielded 3,224 references. Following the review process, twelve articles were included in the review. Four main categories of variables were identified: job satisfaction, working conditions, physical-psychosocial health, and economic and professional recognition. Balanced workloads and organizational demands, adequate resources, and positive relationships between colleagues and patients characterized a supportive work environment where nurses lived in a condition of well-being and their intention to leave the profession decreased. In contrast, high workloads, overtime, insufficient resources, and lack of managerial support increased the intention to leave the profession. Discussion. The relationship between nurses' well-being and their intention to leave the profession has been identified. Healthcare organizations should improve the individual and organizational well-being of nurses as strategies to promote their retention. Understanding turnover drivers enabled healthcare managers to address critical issues that promoted retention by fostering sustainable work environments. Future multicenter studies should implement interventions to promote organizational well-being and evaluate the nurses' turnover intentions.