Table 4.

Regression Analysis indicating significant effects of nurse staffing on total profit margin with three models - all facilities (N=121), more competitive (N=60) and less competitive (N=61)

	All Facilities		More Competitive		Less Competitive
Dependent Variable - Total Profit Margin	Coef	P>|t|	Coef.	P>|t|	Coef.	P>|t|
Adjusted R-squared	0.43		0.36		0.59
Fulltime RNs per 1000 inpatient days1	0.37	0.22	3.32	0.02**	0.15	0.61
Ownership Status	2.63	0.04**	4.54	0.052*	1.81	0.23
Overall Case Mix	1.49	0.65	5.70	0.27	3.11	0.54
Average Length of Stay	0.09	0.93	−0.95	0.56	−0.54	0.69
Lagged Total Margin (2007)	0.61	0.00	0.36	0.00	0.88	0.00
Total Hospital Beds	0.00	0.91	0.001	0.69	−0.004	0.10*
Ratio of Fulltime RNs to other nurses	−0.51	0.22	−0.49	0.42	−0.42	0.55
County Per Capita Income	0.00	0.08*	0.00	0.12	0.00	0.42
RNs with BSN or higher	−0.04	0.40	−0.02	0.82	−0.08	0.13
RNs Surveyed as 'Very Satisfied'	−0.18	0.01**	0.14	0.49	−0.11	0.2
Work Environment - Better	5.11	0.05*	13.67	0.01**	4.75	0.12
Work Environment - Mixed	−0.01	0.99	6.84	0.13	1.62	0.6
Intend to Stay	−0.08	0.25	−0.14	0.26	−0.04	0.58
3-way Interaction (Nurse work environment, RN staffing, and nurse satisfaction)
Mixed/RN Staff/Very Satisfied3	0.47	0.69	−0.69	0.07*	−0.14	0.5
Better/RN Staff/Very Satisfied3	−0.19	0.16	−1.02	0.01**	−0.17	0.25
County Competition Index (HHI)2	−2.24	0.35

¹Indicates Predictor Variable

²Because competition dichtomized, HHI not included in competitive and non-competitive models

Asterisks denote significance,

^*prob <=.10,

^**prob<=0.05

³3-Way interaction term reference group is ‘Poor/RN Staffing/Very Satisfied’