ArticleJournal of nursing management2026
Breakroom Culture and Nurse Burnout: A Multilevel Moderated Mediation Analysis.
Article in Journal of nursing management, 2026. The graph could read no effect estimate from its abstract, so it casts no vote on the map. Cited by 1 paper.
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1 citing paper in PubMed.
- Breakroom Culture and Nurse Burnout: A Multilevel Moderated Mediation Analysis.Journal of nursing management · 2026Article
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Abstract
aimTo examine whether perceived organisational support (POS) mediates the association between breakroom culture and nurse burnout (low psychological well-being and disengagement) and whether unit-level teamwork engagement moderates this mediation.
backgroundNurse burnout threatens care quality and workforce retention globally. Informal social resources embedded in the everyday work environment, such as breakroom culture (shared supportive peer interactions during rest periods), remain underexplored-particularly in nonWestern healthcare contexts. Grounded in the Job Demands-Resources theory and Organisational Support Theory, this study examined the mediating role of POS and the moderating role of unit-level team work engagement in the breakroom culture-burnout relationship.
methodsA cross-sectional multilevel study was conducted with 720 nurses nested in 36 units across three Chinese tertiary hospitals. Breakroom culture was measured using a contextually validated five-item scale; POS with the revised Survey of POS; low psychological well-being (reverse-scored WHO-5, as an indicator of exhaustion-related distress) and disengagement (adapted cynicism subscale) as individual-level outcomes. Unit-level team work engagement was measured using the UWES-9-T. Multilevel structural equation modelling with latent decomposition and 5000 bootstrap resamples tested the hypothesised multilevel moderated mediation model (unit-level moderator, individual-level mediator and outcomes).
resultsBreakroom culture was positively associated with POS (β = 0.39, p < 0.001), which in turn was negatively associated with low psychological well-being (β = -0.46, p < 0.001) and disengagement (β = -0.41, p < 0.001). Indirect effects via POS were significant for low psychological well-being (ab = -0.18, 95% CI [-0.24, -0.13]) and disengagement (ab = -0.16, 95% CI [-0.21, -0.12]), with no residual direct effects. Team-level work engagement moderated the first stage of mediation (βinteraction = 0.15, p = 0.003); the indirect effects were significantly stronger in units with higher team work engagement (indices of moderated mediation: -0.06 and -0.05).
conclusionA supportive breakroom culture is associated with reduced nurse burnout through enhanced POS-an informal-organisational support pathway amplified by positive team-level work engagement. Due to the cross-sectional design, causal claims cannot be established from this study. IMPLICATIONS FOR NURSING MANAGEMENT: Nurse managers should reconceptualise breakrooms as strategic recovery spaces, apply low-cost environmental upgrades, and model relational leadership during breaks. Written task guidelines should protect break time from nonclinical chores. Routine monitoring of team-level work engagement using validated tools (e.g., UWES-9-T) is recommended. Healthcare institutions should embed relational well-being metrics into quality dashboards and accreditation standards.
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