Fig. 2

Model 2 – work engagement as mediating outcome variable – retested model. Legend: All variables, with the exception of workload, were coded for analysis whereby higher scores indicated a stronger agreement or more favourable ratings. On the latter measure, higher scores are suggestive of unfavourable perceptions or conditions. All pathways were significant (p < .05) except between absorption and nurse assessed quality of care (p = .076). The independent variables of nurse practice environment predict the mediating variables of work engagement dimensions, as well as job outcomes and nurse-assessed quality of care (dependent variables). In addition, workload, decision latitude, and social capital have a mediating position between the nurse practice environment and work engagement dimensions. Nurse–physician relations and hospital management – organizational support impact nurse management at the unit level. Nurse management at the unit level has a strong direct impact on job outcomes and nurse-assessed quality of care as well as on decision latitude and social capital. Hospital management – organizational support has an indirect impact on the outcome variables through workload and work engagement dimensions. Nurse–physician relations shows an indirect impact on the outcome variables through decision latitude. Social capital impacts feelings of vigor, and decision latitude supports feelings of dedication. Absorption, impacts indirectly by vigor and directly by dedication, has a direct impact on nurse-assessed quality of care. The variances in job outcomes and nurse-assessed quality of care explained by this model were 59 and 53%, respectively. Nurse management at the unit level has a strong direct impact on outcome variables with explained variances of 23 and 37%, respectively