Job Satisfaction Among Nurses Employed in Supplementary Healthcare Models, a Qualitative Descriptive Study

ABSTRACT

Aim

This study explored workplace satisfaction for nurses employed in the supplementary employment models.

Design

A qualitative descriptive methodology was used.

Methods

Data were collected using individual semi‐structured interviews with 10 nurses employed in supplementary employment models. A thematic analysis was used.

Findings

Analysis revealed four key themes related to job satisfaction: (1) Professional development, education, and training shape job satisfaction; (2) The influence of variability in work practice environments; (3) Distant work relationships affect communication and organisational support and (4) Work flexibility. These themes collectively illustrate the complex interplay of factors impacting nurses' experiences and job satisfaction in supplementary employment.

Conclusions

Supplementary employment models provide nurses with valuable flexibility and employment opportunities. However, there are barriers for nurses in communicating with organisational leadership through formal channels and in their contribution to improve the work environment and team culture with wards and departments. To improve job satisfaction for nurses employed in supplementary roles, strategies are needed to enhance access to education and training, strengthen communication and connection with clinical teams and leadership, and establish effective feedback mechanisms.

1. Introduction

The persistent mismatch between the demand and supply of nurses in hospital settings remains an ongoing challenge globally (Rocchio et al. 2023). In Australia, an ageing population, escalating chronic disease burden, and the integration of new health technologies have contributed to stretched nursing resources, where demand is surpassing supply capabilities (Mannix 2021). Given the key role nurses play in healthcare delivery, this disequilibrium in nursing workforce supply poses substantial risks to positive patient outcomes, quality, and safety (Tamata and Mohammadnezhad 2023). Essential to overcoming this risk is the organisation's capacity to retain nurses, both within the health service and within the nursing profession (Marufu et al. 2021; Pressley and Garside 2023). Rocchio et al. (2023) highlight that this retention imperative extends beyond nurses employed in traditional structures to include nurses employed in supplementary models.

Supplementary employment models, characterised by terms such as ‘casual nurse bank’ and ‘nurse pool’, are essential components of organisational hospital staffing addressing departmental nurse deficits (Straw 2018). Despite their crucial role, there exists a significant gap in understanding the factors that influence job satisfaction among nurses employed in supplementary workforce models. Job satisfaction carries significant implications for nurses' commitment to their roles and is intricately linked with organisational commitment, engagement and professional retention (Chami‐Malaeb 2022; Kelly et al. 2022; Pressley and Garside 2023). While research on job satisfaction is rich for traditional employment models for nurses (Kelly et al. 2022; Suprapto et al. 2023), there is a deficiency of literature focusing on nurses employed in supplementary workforce employment models. This research gap emphasises the need to explore nurses' job satisfaction within non‐traditional supplementary employment models to support workforce retention and ensure future workload demands are effectively addressed.

2. Background

Over the past two decades, driven by the evolving demands of patient care safety and further intensified by the COVID‐19 pandemic, nurse workforce planning in acute care organisations has significantly shifted towards flexible staffing solutions, with a growing reliance on supplementary workforce models (Fagefors et al. 2020; Rocchio et al. 2023). While terminology may vary among organisations, flexible supplementary workforce models are crucial in addressing staffing requirements and maintaining optimal patient care (Walden et al. 2020).

Both Pool and Bank supplementary workforce models provide an essential service to the organisation by addressing planned and unforeseen nursing shift vacancies and mitigating ward and departmental staff deficits (Fagefors et al. 2020). To meet organisational nursing workforce demands, nurses in supplementary workforce models are an important resource for short‐ and long‐term departmental staffing needs, especially valuable during periods of rapid organisational growth and workforce fluctuation (Fagefors et al. 2020). These workforce models offer an efficient resource, providing organisations with greater flexibility while also reducing costs associated with agency fees and staff burnout related to requirements to work above contracted hours over extended periods (Straw 2018; Walden et al. 2020; Rocchio et al. 2023).

In the healthcare organisation where this study was conducted, the supplementary employment models are represented by Bank and Pool models, with nurses in these roles maintaining distinct associations with the organisation. Nurses employed in Pool are contracted as permanent staff members, maintaining set hours, and are deployed across various departments as organisationally needed. In contrast, nurses employed in the Bank model are contracted as casual staff members, providing them with self‐selection of preferred shifts and work locations based on personal preference and clinical expertise and demand. Nurses employed in these supplementary employment models differ from those employed by private agencies as they maintain a direct employment contract and relationship with the organisation.

Nurses employed within supplementary workforce models navigate a distinct professional landscape compared to those permanently employed in a single ward or department. The frequent rotation of their shifts and assignments requires them to adjust to diverse departmental cultures and varied patient demographics (Straw 2018). This constantly shifting work environment often limits face‐to‐face interactions with reporting leaders, reducing opportunities for professional development, mentorship, and debriefing (Walden et al. 2020). While supplementary employment offers exposure to diverse work environments and nursing practices, the transient nature of this role can hinder the development of collegial relationships with colleagues, clinical educators, and departmental managers (Walden et al. 2020). Ultimately, the unique and complex working conditions faced by this group pose risks to their job satisfaction and may increase their intent to leave their organisation or even the nursing profession (Lafontant et al. 2019).

Research focusing on workforce strengths and psychological capacities sheds light on the importance of nurses' connections with their workplace. Nurses' perceptions of career opportunities, well‐being, and self‐confidence in professional advancement are crucial to mitigate turnover intention (Chami‐Malaeb 2022). Specifically, job satisfaction emerges as a key determinant of intention to stay in an organisation within the nursing profession (Kelly et al. 2022). Indeed, when nurses are satisfied and feel a strong sense of commitment to their work, organisational loyalty and engagement serve as stabilising forces, positively reinforcing their intent to remain within the organisation or nursing profession (Pressley and Garside 2023).

Job satisfaction is a factor that not only reinforces employees' intent to stay but also correlates with enhanced individual performance and overall organisational outcomes (De Simone et al. 2018; Alhalal et al. 2020). Employees with high job satisfaction are engaged, connected, involved, committed, and passionate about their profession and role. They understand that their performance is closely linked to the success of the organisation (Decuypere and Schaufeli 2020; Rahmadani et al. 2020). This alignment creates a synergy that boosts both individual and organisational performance (Decuypere and Schaufeli 2020). In healthcare, studies show that nurses' job satisfaction, work engagement, and self‐efficacy are positively associated with improved individual performance and key organisational outcomes, such as patient satisfaction and patient‐centred care (De Simone et al. 2018; Alhalal et al. 2020).

Job satisfaction emerges when employees feel their needs are being met, remain motivated and effectively overcome workplace challenges (Pressley and Garside 2023). Among general nursing groups, job satisfaction is influenced by various factors, including self‐efficacy and a sense of belonging (Wang et al. 2023). Additionally, workplace elements such as supportive relational leadership, recognition, organisational justice and opportunities for career growth are crucial in shaping outcomes like job satisfaction and the intention to stay (Chami‐Malaeb 2022; Hult et al. 2023; Pressley and Garside 2023).

While much is known about the factors influencing job satisfaction among general nursing groups, understanding how these factors apply to nurses employed in supplementary workforce models remains limited. Despite the crucial role these nurses play in maintaining workforce sustainability, there is still a significant gap in identifying factors that impact their job satisfaction. This research aims to bridge that gap by exploring the distinctive challenges experienced by nurses employed in supplementary roles which affect their job satisfaction. It is envisaged that this information will be used to develop targeted interventions to address factors that impact job satisfaction.

3. Methods

3.1. Design

A qualitative descriptive methodology was employed for its ability to capture real‐world experiences and yield clear, accessible findings without being limited to pre‐defined variables.

This approach prioritises describing data in participants' own words, offering insights into their lived experiences (Kim et al. 2017). Qualitative descriptive studies are adept at studying phenomena in their unaltered state, particularly valuable within healthcare settings (Malterud et al. 2016). Few studies have been conducted in which nurses' opinions have been examined using an in‐depth qualitative method.

3.2. Setting

The study was conducted within a major metropolitan health service in Melbourne, Victoria. The organisation manages numerous acute public hospitals with clinical services provided for mental health and wellbeing services, emergency medicine, intensive care, medical and surgical services, subacute care and onsite and virtual ambulatory clinics. The health services employ nurses in supplementary workforce models (e.g., Pool and Bank) to address staffing needs across various departments and wards.

3.3. Recruitment

All nurses employed in supplementary workforce models within the organisation in June 2023, including both Bank and Pool models, were invited to participate in an interview via an email invitation. No exclusion criteria were applied. Those interested in participating were invited to submit their contact details via a provided survey link. These individuals were then contacted about their study participation by a nurse researcher, and a mutually convenient time and location were organised for the interview.

3.4. Data Collection

Individual interviews were conducted online by one nurse researcher and were audio recorded using Zoom (Zoom Video Communications Inc. https://zoom.us/). Archibald et al. (2019) highlight Zoom's viability as a tool for collecting qualitative data, emphasising its user‐friendly interface, cost‐effectiveness, robust data management capabilities, and security features. An interview guide (Table 1) was employed to facilitate discussions on nurses' perspectives and experiences regarding factors that affect their job satisfaction. Interviews ranged from 12 to 42 min.

TABLE 1.

Interview guide.

Interview question guide
What factors have impacted your satisfaction in your current role?
Do these factors vary compared to previous jobs you have had?
What career and professional experiences has working in your current position afforded you?
What challenges have you experienced working in your current role?
Do these limitations impact the satisfaction you have for your role?
What experiences and situations have contributed to your feelings of confidence and competence in performing your job effectively in your current role?
What supports would you have liked to see to enhance these experiences?
What impact has working in your current position had on your career progression?
What are benefits you have gained through employment in your current position?
What would be reasons you would leave your current position or leave your organisation?

The transcripts were de‐identified and transcribed through a professional transcription service and then saved as Microsoft Word files in a safe platform. Individual transcripts were labelled according to participation. For example, the first participant was identified as P1.

3.5. Data Analysis

Data were analysed using Braun and Clarke's (2019) six‐phase coding framework, in which themes, patterns, and key topics are systematically identified to explore participants' rich experiences. The process began with familiarisation with the data, where two researchers independently read and re‐read the transcripts to understand the general sense and significance of the content. In the second phase, key ideas and concepts were coded, and recurring features were categorised as nodes. The third phase involved combining these codes into themes and sub‐themes. The fourth phase entailed reviewing the themes and sub‐themes, which were compared and refined by the researchers until a consensus was reached. In the fifth phase, the research team assessed the relevance of the findings, and finally, in the sixth phase, the results were recorded. NVivo software was used to analyse data (no 142023) (Jackson and Bazeley 2019).

3.6. Rigour

Data collection procedures were systematically designed to capture rich, detailed insights into nurses' experiences and views on job satisfaction. The interviews allowed participants to express themselves freely and provide thick descriptions of in‐depth responses. The research team collaboratively agreed on the key themes. The researchers also reflected on their biases, assumptions, and values throughout the research process, considering how they may influence the findings. An audit trail was maintained.

3.7. Ethical Considerations

Ethics approval was obtained from the DEDACTED ethics panel as a quality improvement study (HREC/23/WH/94689) on the 15th of May 2023. Written consent was obtained prior to the commencement of all interviews.

4. Results

Ten nurses were interviewed. The participants were predominantly female, and the majority had obtained their nursing qualifications in Australia. Most had more than 10 years of nursing experience, with the largest group being employed in Bank roles. Demographic characteristics of the participants are provided in Table 2.

TABLE 2.

Demographic characteristics of participants.

Characteristics	Category	N
Age (years)	20–30	2
	30–40	2
	40–50	6
Sex	Female	8
	Male	2
Country of nursing qualification	Australia	7
	New Zealand	1
	China	1
	India	1
Years of nursing practice in Australia	Less than 1 year	2
	3–10 years	3
	> 10 years	5
Employment group	Bank	7
	Pool	3

Analysis revealed four major themes as outlined in Table 3 and included the following: (1) Professional development, education and training shape job satisfaction; (2) The influence of variability in work practice environments; (3) Distant work relationships affect communication and organisational support and (4) Work flexibility. These themes are described in the following sections, supported with exemplar quotes.

TABLE 3.

Key themes and sub‐themes.

Main themes	Sub‐themes
Professional development, education and training, shape job satisfaction	Access to supervision and support by a clinical nurse educator
	Equality in professional development
	Education training, and employment opportunities and career progression
The influence of variability in work practice environments	Teamwork and collegiality
	Processes, practices and resources
	Workflow and workload
Distance work relationships affect communication and organisational support	Community and belonging
	Nurturing connections through communication
Work flexibility	Roster integration to meet personal and family commitments

4.1. Professional Development, Education and Training

The first theme, Professional development, education and training, underscores the importance of resources in nurturing the growth and development of nurses. Access to resources for professional development, including learning opportunities and clinical support, played a pivotal role in shaping participants' overall satisfaction with their careers; however, variability was identified between departments. All participants identified the importance of ongoing learning and skill development as essential to their sense of job satisfaction and work fulfilment. Three sub‐themes were identified: ‘Access to supervision and support by a clinical nurse educator’, ‘Equality in professional development’, ‘Education training, and employment opportunities and career progression’.

4.1.1. Access to Supervision and Support by a Clinical Nurse Educator

Participants highlighted the significance of support and supervision from clinical educators in enhancing their confidence and self‐efficacy. One participant mentioned,

I noticed … [clinical nurse educators] popping in, even though I didn't need help. … It was just very comforting having them there to explain something if I needed it to be explained. (P6)

However, some participants expressed difficulty in accessing support from clinical educators,

They do have some good educators on if you need them, but you have to really make an effort to seek them out. They're there for their own [staff]. (P5)

I actually voiced it to one of the educators … Pool [nurses] don't get enough support… One of them actually told me that … we are supposed to do it ourselves. (P9)

Participants remarked on the challenges they experienced when trying to access remote support. They described that some platforms, such as Electronic Medical Records, require immediate attention. One participant remarked,

We're relying on someone to [deliver support] over the phone … Especially with the [Electronic Medical Record], and you've got all the devices now, it's just a bit ridiculous. (P4)

4.1.2. Equality in Professional Development, Education and Training

Participants explained the importance of opportunities for training equivalent to permanently employed staff, including access to educational sessions. They emphasised the importance of observational learning and active participation in department‐based education activities.

I think just … having [the] same opportunities… Supernumerary, just being able to observe, buddy up with people. (P7)

Participants acknowledged the availability of educational sessions within the organisation to address their training needs. However, they also described that they had to be proactive in seeking out these opportunities, as access and notification of these educational sessions were not always readily available or promoted to them. All bank nurses in this study highlighted the lack of access to educational opportunities.

A lot of the teams will have in‐service and [education sessions] … for specific topics, which I don't necessarily get to attend. (P3)

Education that's open to bank nurses is … very limited. (P7)

4.1.3. Employment Opportunities and Career Progression

Participants emphasised that despite disparities in conventional avenues for professional development and training, they were exposed to alternative professional development experiences that assisted in advancing their careers and other employment opportunities. These experiences were obtained whilst employed through working across different wards and departments. Several participants credited their advancement in nursing practice to the extensive experiential learning they gained through their roles in bank and pool nursing.

So when we go to new wards we learn a lot of different things, that's what I like about being a bank nurse as well, exploring myself, and challeng[ing] myself to meet all the requirements of the ward, what the patient needs. (P2)

…this has allowed me to develop into the nurse that I want to become, and… do the work that I wanted to do. So, it's definitely helped me progress in a way that I've wanted to. (P6)

Conversely, others expressed barriers to career advancement, particularly in leadership and management.

I never got supported in [my career progression], and I've done all these courses. … I've done all of these things; I've still got told no. (P8)

4.2. Variability in Work Practice Environment

The second theme, Variability in work practice environment, encompassed the challenges and opportunities nurses in supplementary workforce models encountered as they engaged across different wards and departments. This variability was described in several ways, including differences in team dynamics, workflow, and workload demands, and availability of resources. Participants explained that they had to regularly navigate unfamiliar environments, quickly adapting to new routines, procedures, and expectations. Three sub‐themes were identified: (1) Teamwork and collegiality; (2) Processes, practices, and resources and (3) Workflow and workload.

4.2.1. Teamwork and Collegiality

Participants emphasised the importance of approachable and supportive colleagues when allocated a shift across hospital wards and departments, highlighting the value of a positive and inclusive culture. They appreciated working in environments where mutual support and collaboration fostered effective teamwork and enhanced job satisfaction.

Most of the wards are really welcoming and [they are] there for us and help us get things, get used to things around the ward. (P2)

I find certain wards that I've been working on at the moment … [are] friendly, everyone's very approachable, treating everyone … like [a] community…. (P6)

Some participants explained that they enjoyed returning to the same wards multiple times, as they gained familiarity with the staff members and the ward routines. Some participants recalled the influence of culture, specifically how varied departmental leadership styles build team cohesiveness and prevent workplace conflict.

It's a lot easier doing it in …. [a] ward where they've had … staff retention and continuity … You know the people … quite well, and you know what their skill set is. There's … a culture fostered over many years of teamwork, which is quite cohesive and works quite well. (P5)

I would say [that] the culture definitely depends on … management … and whether or not they're willing to step in and stop … certain behaviours. (P6)

However, others explained that it was not always easy to identify supportive staff on the wards with some participants feeling hesitant or intimidated to seek help. They elaborated that in departments lacking a supportive team culture, they often felt they were treated differently from permanently employed nurses, leading them to feel unsupported and isolated.

If you ask [ward staff] sometimes, they get annoyed, if you keep asking them things. (P2)

I kept going back and forward and telling … the [in‐charge nurse] Hey it's my first day in the adult space and there was just no support. (P8)

As a bank [nurse] you're quite separate from the group of nurses that work there regularly. (P1)

4.2.2. Processes, Practices and Resources

Participants detailed how the inconsistent nursing process, practices and resources across the different departments presented challenges to their job satisfaction and ability to perform their roles effectively. This variability in practice and lack of resources often required participants to adjust their approaches, leading to feelings of uncertainty as they performed tasks in different work environments.

If you are new, the ward might have a certain way of doing something, and you might say Well I did this on the other ward and it was fine. Why is it a little bit different here? (P1)

Participants explained that having a clear understanding of practice and process expectations in each ward or department enhanced their confidence. They suggested that having access to departmental guidelines would provide clarity in their nursing practice.

I think I would feel so much more confident if there were really clear guidelines. That would make me feel a lot more confident that I was … doing the right thing and … not … having to ask the [graduate nurse] next door. (P7)

Participants also commented that their inability to access essential equipment significantly affects their capacity to provide required nursing care. Lack of access to resources across different wards and/or departments increased their workload.

Sometimes I think I'd really love to reorganise this place, it's chaos. And it does affect your time management. (P5)

… wasting my time looking for things … I'm behind in my tasks because [I'm] looking for things. (P2)

They're constantly running out of stock that you need and you're having to spend a bit of time going to other wards to … get things you need to do your job. (P5)

4.2.3. Workflow and Workload

Many participants described that variability across the work environments affected their workload and time management. This affected their confidence in providing safe and quality patient care.

You're not sure what to do, it's going to take a lot of time, and then you fall behind on other stuff and then it becomes … a difficult shift all of a sudden. (P1)

…At times it can actually make me feel sort of fairly concerned that I'm not providing the best possible care, or … the delay might have an impact on the patient. (P3)

In contrast, some participants explained that variability in work environments increased their confidence and adaptability to practice in different wards and departments. Demonstrating resilience, these participants emphasised that this variability led to professional development of a more expansive skill set.

In terms of the skills that I've developed, they're broad, so it gives me that flexibility to move around into other areas, with other hospitals or other facilities. (P3)

What you're exposed to is just so much. It's really good experience you know, so it's great—you become a really well‐rounded nurse working in bank and pool. (P1)

Participants shared that despite having an understanding of different wards and departments, they felt frustrated over the lack of opportunities to provide reporting and organisational managers and leaders with feedback. In their view, the sharing of this information could act to improve work practice and processes.

Some things are really efficient … like the workflow and even the layout, and the way that things are organised in different areas. [But] there's not really any way to feed that back. (P5)

… [They should] utilise pool and bank staff … as an untapped resource, for quality improvement through the whole hospital … A lot of the bank and pool staff have been [here] for a really long time, so they'll notice things. (P5)

… just nice to … hear that [management] are wanting to know what's going on. (P3)

4.3. Distance Work Relations Dynamics

The third theme, Distance work relationship dynamics, sheds light on the impact of restricted face‐to‐face interactions that participants described between bank and pool nurses, their colleagues and the leadership team. This affects their sense of connection, engagement, and support within the organisation. Participants described the complex interplay between the desire for belonging and the transient realities of supplementary nursing work, urging for concerted efforts to improve relationships and connections with management, leadership and other nurses employed in this workforce.

Within this theme, two sub‐themes were identified: (1) Community and belonging and (2) Nurturing connections through communication.

4.3.1. Community and Belonging

Participants described their need for connection and belonging within their team. However, they find it difficult to establish these connections with other nurses in supplementary models due to limited contact. Participants expressed that they perceive their employment model as a barrier to building a sense of belonging and camaraderie. Participants identified that the transitory nature of their roles, spanning various wards or departments, diminishes opportunities to cultivate meaningful relationships with colleagues, leading to feelings of isolation.

For me personally, especially because I am like an introvert, and it's hard for me to … make connections with people. With pool it is hard … I did my job …but even when working in [the] hospital, you need to have … support, you need to have people to talk to about your shift. Sometimes it was hard to do that. (P9)

I don't think I do belong anywhere. I think I belong somewhere until … I stop getting shifts there, and then all of a sudden, I don't belong anymore. (P7)

4.3.2. Nurturing Connections Through Communication

Participants explained the importance of transparent and clear communication from leaders in fostering connection and support for nurses employed in supplementary workforce models. Consistent communication from leadership positively impacted their satisfaction levels. However, some participants expressed uncertainty about whom to approach when experiencing issues, citing a lack of clear formal communication processes. In their view, communication with management occurs mainly through digital platforms, such as email, surveys or online forums, which was often viewed as inadequate for cultivating meaningful relationships between team members.

I don't actually know who I would call if I have an issue. All my issues that I've had so far, I've been able to resolve myself. But I actually don't know who I would call. (P7)

We're managed in this very remote fashion and everything is online. Yeah, I just think some regular face‐to‐face meetings would be good. (P7)

I found it a little bit isolating as well in some ways. In terms of … I've never even met any of the workforce unit people. (P3)

Participants acknowledged opportunities for socialisation, such as departmental gatherings or networking forums, which can alleviate their feelings of isolation. They stressed the significance of empathetic and inclusive communication practices in bridging the gap between leaders and team members, fostering engagement, alignment, and organisational cohesion.

I think it would be lovely to have some sense of community amongst the bank staff, casual staff… I've met a lot of nurses, young nurses who are starting out on bank, and that is really tough, so I try and just have a chat to them and encourage them on the ward. (P9)

4.4. Work Flexibility

Many participants highlighted that the flexibility offered by working in the supplementary workforce was the key reason for their employment choice. They valued being able to choose their shifts based on personal availability and competing responsibilities.

It gives me freedom to choose shifts when I'm available. So that's the main [reason] that I'm with bank at the moment. (P2)

It's just the flexibility to fit in with my own family life, and not having to do the rotating shifts and all the night shift. (P5)

Despite the benefits, some challenges were mentioned such as cancelled shifts at short notice. Cancelled shifts impact personal planning arising from an inconsistent income.

I was being offered a shift for the public holiday, which [was] cancelled 2 h ago. I was offered [the shift] like a fortnight ahead. So, it kind of breaks my heart. (P2)

It just depends whether you get shifts in the areas that you prefer, but that's always going to be the nature of casual work, you get the flexibility but you don't get the guaranteed shifts. (P5)

5. Discussion

This study examined nurses' perceptions of job satisfaction within supplementary workforce models, revealing a complex employment structure that differs from traditional departmental roles. Nurses employed in supplementary employment models lack access to professional development and training opportunities which have the potential to bolster their job satisfaction. They also do not have a clear understanding of modes of communication with organisational leaders and mentors, which affects their sense of connection with the organisation and perception of support by workplace colleagues and leadership. A recognised benefit of supplementary employment included diverse experiential learning across various wards and departments, which offered skill expansion. Variations in practice across departments significantly impacted nurses' workload and job satisfaction, with differences in department team dynamics, workflow processes and resource availability. While valued for its flexibility, supplementary employment can lead to inconsistent income due to cancelled shifts.

A central finding that resonated among study participants was the need for professional development opportunities to strengthen job satisfaction. This aligns with the existing literature, emphasising the critical role of nurses' professional development in addressing individuals' needs, regardless of their employment status within the organisational structure (Orgambídez et al. 2020; Anderson et al. 2021; Kelly et al. 2022). Participants in this study reported lower access to various training opportunities in comparison to permanently employed nurses. Chang et al. (2019) highlighted these perceived inequities in professional development opportunities as a risk to nurses' professional commitment.

Professional development opportunities were highlighted as essential for career progression and workplace satisfaction. The findings revealed that some participants viewed their varied work experiences as beneficial for enhancing their clinical skills. Key factors shaping nurses' career trajectories include the professional development of capabilities (Orgambídez et al. 2020; Ni et al. 2022). Exposure to diverse clinical settings enables nurses to excel in various roles and environments (Blenner et al. 2021). Nurses who perceive ample career and professional development opportunities tend to exhibit greater job satisfaction and organisational commitment (Chang et al. 2019; Weng and Zhu 2020). This underscores the potential to harness diverse work experiences, as experienced by nurses employed in supplementary employment models, as valuable professional development opportunities.

Some participants reported that they had broadened their skill set and gained enhanced resilience and adaptive skills, resulting from working across various wards and departments. Effective mentoring plays a critical role in nurturing resilience, well‐being, and self‐confidence, and is central to fostering self‐efficacy (Lengelle et al. 2017; Orgambídez et al. 2020). Access to mentorship not only helps expand professional networks and career development opportunities, but also enhances problem‐solving competence (Davey et al. 2020). By integrating effective mentoring with supportive leadership, organisations can leverage these developmental opportunities to significantly boost job satisfaction. Leaders who acknowledge nurses' experiences and provide consistent support reinforce their sense of value, which can enhance overall job satisfaction and foster long‐term commitment.

The importance of supportive local department cultures for nurses employed in supplementary roles in adapting to diverse work environments was evident in the findings. This resonates with research highlighting the role of approachable colleagues and cohesive teams in fostering workplace belonging and confidence (Anderson et al. 2021; Wang et al. 2023). Cox and Simpson (2016) emphasise the importance of cultivating mastery experiences in supportive clinical environments. However, participants in this study noted challenges in some clinical settings, leading to hesitancy in seeking support and mentorship. In demanding clinical contexts, it is vital for individuals to feel valued and to work in a respectful, safe environment where they can confidently seek assistance when required (Anderson et al. 2021).

Based on participants' insights, nurses in supplementary roles have a nuanced understanding of organisational work environments, team dynamics, and departmental culture, stemming from their diverse employment experiences. Harnessing their perspectives may enhance local and organisational improvement initiatives, thereby improving patient safety and quality of care (Straw 2018). Empowering all nurses to share feedback, regardless of their employment model, drives organisational improvement and fosters feelings of professional autonomy and control (Straw 2018).

The findings highlight the crucial role of connection and a sense of belonging for nurses in supplementary roles, emphasising their relationships with both leadership and peers. A key factor in career satisfaction is the professional ecosystem and the relationships nurses build (Rahmadani et al. 2020; Van Tuin et al. 2021). Fostering strong connections meets the essential need for interpersonal bonds, promoting camaraderie, trust, engagement, and collaboration (Decuypere and Schaufeli 2020). High‐quality relationships with leaders and colleagues help nurses view their roles as more defined and recognised by the organisation, thereby enhancing their sense of belonging and value (Hult et al. 2023). However, addressing feelings of isolation and uncertainty for supplementary workforce groups can be challenging for leaders, particularly with limited face‐to‐face interaction. Effective team communication is crucial for emotional and cognitive development (Rahmadani et al. 2020; Van Tuin et al. 2021). Establishing supportive community practice forums and leveraging online social networking tools can enhance social engagement, professional integration, and a sense of belonging (Abiodun et al. 2020). These platforms facilitate open discussions, knowledge sharing, and collective problem‐solving, ultimately improving job satisfaction among nurses in supplementary roles (Pimmer et al. 2019).

6. Recommendations

Given the complex dynamics experienced by nurses employed in supplementary models, it is essential to adopt a comprehensive approach that enhances job satisfaction for these nurses. Three main recommendations were identified. First, organisations should develop a customised professional development framework tailored to the specific requirements of nurses in supplementary roles. This framework should integrate experiential learning opportunities aligned with diverse work environments, individual career trajectories, and access to clinical support and mentorship.

Second, mechanisms should be implemented to collect feedback from nurses in supplementary roles regarding their work environment and team dynamics. By instituting a feedback system, healthcare leaders can regularly collect information about workplace satisfaction, concerns about work environments and culture, and resource requirements.

Third, to foster a collaborative culture and overcome communication challenges for social interaction should be prioritised. Implementing a professional WhatsApp group can enhance real‐time information sharing and peer support among supplementary workforce staff. Additionally, regular face‐to‐face meetings for professional development plan discussions offer personalised feedback and collaboration, further promoting team cohesion, mentoring opportunities, and engagement.

7. Strength and Limitations

The findings should be weighed against specific limitations. This study concentrated on nurses from a single organisation, so while it provides valuable insights, relevance to other contexts necessitates additional scrutiny and confirmation. Moreover, this study was conducted immediately after the healthcare response to COVID‐19, and other related factors might have influenced participants' experiences. The response rate was low compared to the total sample, potentially limiting the capture of diverse perspectives within the organisation. However, ‘information power’ (Malterud et al. 2016) is influenced by several factors, including the study's aim, sample specificity, the application of established theory, the quality of dialogue, and the analysis strategy. In the context of this study's specific aim, the combination of a smaller sample size and qualitative methodology enabled the collection of rich and relevant data, providing meaningful insights to address the research question.

The qualitative nature of the research enabled thorough analysis until no new information emerged. Furthermore, the identification of key issues offers a foundation for future research and the development of targeted interventions aimed at improving job satisfaction for nurses in supplementary roles.

8. Conclusion

Nurses employed in supplementary models are critical assets to healthcare organisations, maintaining workforce flexibility and sustainability. However, initiatives are needed to improve their job satisfaction. Professional development and mentorship programs, implementation of feedback mechanisms, and fostering of communication and social interaction may lead to nurses feeling valued, supported, and empowered. Strategies are needed to address the challenges faced by nurses employed in supplementary models to build a resilient, engaged, and satisfied workforce, essential factors for the retention of experienced nurses in the future.

Author Contributions

Hannah Sharrock: Conception, data analysis and interpretation, drafting the article. Joanna Petrunic: Data collection, Data analysis and interpretation, drafting the article. Debra Kerr: Data analysis and interpretation, critical revision of the article. Shane Crowe and Lisa Gatzonis: Final approval of the version to be published. Bodil Rasmussen: Conception, critical revision of the article, final approval of the version to be published.

Ethics Statement

Ethics approval was obtained from the Western Health ethics panel as a quality improvement study (HREC/23/WH/94689) on the 15th of May 2023. Written consent was obtained prior to the commencement of all interviews.

Conflicts of Interest

The authors declare no conflicts of interest.

Data Availability Statement

The data that support the findings of this study are available on request from the corresponding author. The data are not publicly available due to privacy or ethical restrictions.