Globally, workplace environment is regarded as an important issue of concern in attracting and retaining registered nurses in healthcare workforce (Heidari et al., 2017; Van Bogaert et al., 2009) and is well documented. The workplace environment in nursing, particularly in public hospitals, is regarded as a complex environment to practise in (Boaretto et al., 2016; Elbejjani et al., 2020). The study conducted by Hall (2004) affirmed that a stressful workplace environment often occurred in public hospitals. The nursing workplace environment in public hospitals is not only stressful but also observed as unsupportive (Hall, 2004), thus leading nurses to be stressed. Unsupportive workplace environment demotivates nurses and thus they disengage themselves from performing their duties because of job dissatisfaction (Hegazy et al., 2021). However, nursing workplace environment that supports nursing staff in professional practice leads to high positive outcomes for both patients and nurses (Heidari et al., 2017).

This is the workplace where nurses perform their daily activities and experience extreme pressure based on the nature of their work. Hence, Damschroder et al. (2009) described nursing workplace environment as the inner setting of the organisation where nurses interact with the environment within which they perform their activities. Nursing workplace environment differs from one hospital to another; the dissimilarity grounded on nursing staff’s perceptions of their specific work-related interactions and environment (Lephoko et al., 2006).

There are factors in the workplace environment that may enable or hinder professional nursing practice. Moreover, Lake (2002) described nursing workplace environment as ‘organisational characteristics of a work setting that facilitate or constrain professional nursing practice’. Workplace environmental factors as perceived by Edem et al. (2017) are employees’ safety and job security, poor orientation in the new role, collegial working relationship among employees, feedback and acknowledgement for work well done, work engagement in decision making, and problem solving within the organisation (Ibrahim & Fadlalmola, 2020).

Although newly qualified registered nurses (NQRNs) enter the nursing practice environment with fluctuating feelings of delight of being a graduate coupled with fear of making mistakes because of limited clinical skills (Diaz et al., 2023). Today’s NQRNs enter a chaotic workplace environment attributed to inadequate staffing, insufficient resources, unchallenging jobs, high patient acuity, a lack of staff development, heavy workload, poor interpersonal relationship between nurse and colleagues, lack of managerial support and feedback (Alzahrani, 2022; Conradie et al., 2017, Lephoko et al., 2006). These factors have negative effect on the nursing workplace environment (Ramiah, 2020). The nursing workplace environment not only influences staff factors such as satisfaction and turnover but also affects the capacity to provide high-quality and safe patient care (Rathert et al., 2009).

Literature revealed attributes of workplace environment as associated with patient outcomes and nurses’ outcome. Workplace environment has an impact on staff both positively and negatively (Bakhtiyari, 2020). Nurses who perceive their workplace environment to be positive are motivated to perform their duties satisfactorily and thus reduce their intent to quit the job and enhance patient quality care (McHugh et al., 2016). Staffing nursing units with increased rate of registered nurses is perceived as a predictor of nurse recruitment and retention strategy (Balsanelli & Cunha, 2013; Edem et al., 2017; Stimpfel et al., 2014). In nursing profession, workplace environment is acknowledged as a crucial predictor of work-related outcomes, such as high safe and quality care, and decreased intent to abandon the job (Huang et al., 2020).

Nursing profession is globally regarded a high risk, stressful and burdensome profession given the fast-paced workplace environment with extreme job-demands (Lim et al., 2022; Luan et al., 2017). Thapa et al. (2022) describe job demands as organisational attributes that require physical and psychological efforts, which may lead to burnout. Stressful circumstances in nursing are related to the demanding work and responsible employee life (Nemec & Čuček Trifkovic, 2017). Nurses as forefront providers of patient care, their ability to render quality health service is determined by workplace environment (De Brouwer, 2019). Workplace environmental aspects such as emotional and psychological demands are linked to high risk for developing emotional exhaustion, whereas support in the workplace environment counteract emotional exhaustion (Hassard et al., 2017; Thapa et al., 2022).

Although there is a challenge of retaining nurses in the healthcare sector (Heidari et al., 2017) due to shortage of staff and workload, NQRNs require supervisors support to enhance their job performance. The degree of NQRNs’ involvement in professional practice is crucial to quality patient outcomes (De Brouwer, 2019). This can be counteracted by establishing a positive workplace environment for nurses with detailed workplace processes and collegial relationships to enhance nurse job satisfaction, productivity, quality of patient care and lower turnover rate (Lorber & Savič, 2012; Smokrović et al., 2022), and thus less stress.

Studies have investigated the effect of physical workplace environment on employees’ job satisfaction, performance, and well-being (Bakhtiyari, 2020). Some studies investigated nurses’ workplace environments and their impact on nurses’ and patients’ outcomes (De Brouwer, 2019). However, little research has been conducted to explore the experience of NQRNs (R.683) of workplace environment in their first 18 months of employment. Nowadays, nursing workplace environment plays a crucial role in nurses’ productivity. Hence, it is vital for nurse managers to understand the experience of workplace environment by NQRNs in their first 18 months of employment. The understanding of NQRNs experiences will help nurse managers to devise support strategies to deal with negative factors of workplace environment in nursing.

Most studies unveiled that most employees abandon their institution because of poor relationship with their immediate supervisors (Edem et al., 2017). Collegial supportive workplace environment in nursing is a core indicator of organisational support for NQRNs (Hegazy et al. 2021). For NQRNs to have less stress and be retained, a conducive nursing workplace environment under the support of good leadership is desired (Johnson et al., 2018). The studies by Al-Hamdan et al. (2016) and Edem et al. (2017) revealed that nursing workplace collegial relationships were linked to intent to stay decisions.

A positive supportive workplace environment in nursing is attributed to harmonious relationship between nurses and doctors as well as nurse and colleagues, adequate staffing, and managerial support. Stalpers et al. (2016) in their study concluded that adequate staffing was found to be the predictor of rendering high quality nursing care. A nursing workplace environment with adequate human resources augment remarkable nursing care (Stimpfel et al., 2014).

Therefore, working in a positive workplace environment is healthy because nurses are stimulated to think critically and are actively involved in decision making and problem solving within their practice setting. Nurses who feel empowered and recognised are motivated to perform their duties excitedly and thus enhance quality patient care and job satisfaction (Balsanelli & Cunha, 2013). Ferguson and Cioffi (2011) in their study findings concluded that positive workplace environment contribute in enhancing staff morale and quality patient outcomes. Furthermore, there will be low attrition rate, low patient accident and complaints, thus high productivity (Hegazy et al., 2021). A South African study by Rijamampianina (2015) reported that a supportive positive environment yields positive outcomes for the organisation because motivated employees are eager to provide quality care.

Contrarily, a negative workplace environment in nursing comprised aspects that make it difficult for nurses to perform their duties. Insuffiecient monetary or non-monetary reward (praise), poor colleagial relationships, lack of performance feedback, role ambiguity, inadequate human and material resources, exaggerated expectations from supervisors and peers as well as lack of managerial support (Bakhtiyari, 2020), demotivate NQRNs and thus lowers their performance.

A lack of involvement in organisational goal setting lead to disengagement because NQRNs feel they do not own the set goals as they were not part of it. Therefore, initiating a meeting and involving NQRNs in goal setting enhance their performance to attain co-set goals (Bkhtiyari, 2020). Poor recognition for work performed demotivates NQRNs and thus lower their performance. Hence, supervisors or nurse managers should acknowledge the work performed by their subordinates and give praise where it is due, not just specifically monetary rewards based on agreed interests.

Negative workplace relationships with colleagues through bullying and verbal abuse result in hostile workplace environment (Johnson et al., 2018), which may cause physical illness, emotional distress or mental stress (Havaei et al., 2021; Zangaro & Soeken, 2007; Zhou et al., 2015). Furthermore, the study by Edem et al. (2017) revealed that 84% of health workers perceived immediate supervisor support as stimulator to perform better.

A lack of feedback demoralises NQRNs as they will not know if their performance need improvements or to be maintained. Therefore, supervisors should give regular feedback on employees’ performance both positive and negative to enhance improvements where need arises (Bakhtiyari, 2020).

Unclear role for NQRNs causes frustration and retards performance. Hence, NQRNs should be provided with clear job descriptions and job specifications with reasonable expectations based on their knowledge and skills to perform assigned duties competently (Bakhtiyari, 2020).

Although the healthcare system is ever-changing, the demands for nurses remain unchanged. Globally, it is noticed that nurses comprise the largest percentage of the health workforce (Hegazy et al., 2021; Hung et al., 2018; Ibrahim & Fadlalmola, 2020; Rispel, 2015). However, because of ageing, majority of experienced registered nurses are leaving the healthcare sector, and the high number of NQRNs are entering the workforce to replace them (Laschinger et al., 2015).

The ageing population, chronic illnesses, and prolonged hospitalisation of patients have created an alarming escalation in the demand for nursing services (Rose, 1982). Hence, there is continuous demand for nurses in the healthcare system. In the study conducted in India, the Joumard & Kumar (2015) reported that worldwide countries are confronted by tremendous growth of healthcare needs, compounded by declining number of nursing professionals. The study conducted by Tamata and Mohammadnezhad (2022) acknowledged that nursing is a profession providing essential health care services worldwide and reported inconsistency in the supply of nurses to meet the increased demand of health services. Therefore, cohort of NQRNs (R.683) are employed to handle various demands in healthcare.

Despite NQRNs’ (R.683) previous enrolled experience, re-entry into the workplace environment is overwhelming and stressful (Bjerknes & Bjork, 2012; Feng & Tsai, 2012; Halpin et al., 2017). Martin et al. (2020) maintain that entering the healthcare workforce where independent practice is expected produces a feeling of stress and uncertainty (Wall, 2016). Majority of NQRN experience stress because of their inability to meet the job demands based on their appraisal of the available intrinsic resources to control the situation (Mtegha et al., 2022).

Studies on NQRNs’ conversion to practice reveal that an unsupportive workplace culture is a recurring challenge in public hospitals predisposing NQRNs to be bulled (Daws et al., 2020; Wong et al., 2018). Although the workplace environment is regarded as complex and interactive in nature (Kramer et al., 2011) improvement of NQRNs’ support is the best approach in retaining nurses and thus enhances performance resulting to quality patient care. It is acknowledged that nurses are carers; however, while rendering care for healthcare users (patients), nurses neglect taking care for their colleagues (Hawkins et al., 2019). Nurses who are not taken care of in the beginning of their professional journey, perceive the workplace environment to be threatening (Çamveren et al., 2020). Conversely, the workplace environments that are employee friendly are associated with job satisfaction, less stress and intent to abandon the nursing profession (Hugh et al., 2018).

The negative workplace environment has effects not only on NQRNs but also the nursing profession, organisation, and the patient (Hawkins et al., 2019). Within the healthcare workforce, NQRNs are the most vulnerable to negative workplace environment (Chang & Cho, 2016; Rush et al., 2014). This is reportedly because of their previous experience in nursing (Gallegher, 2012) and the unrealistic self, peer, and managers’ expectations for NQRNs to cope and perform nursing activities with ease (Gallagher, 2012; Rapley et al., 2006). Despite NQRNs (R.683) being in possession of previous nursing experience, in a hospital environment they encounter a change of identity, taking new responsibilities, accountability and independence to practise (Houghton, 2014; Mtegha et al., 2022), thus causing them to be overwhelmed and stressed (Hallaran et al., 2022).

Although negative workplace environment has been addressed in several studies in nursing, it is still a burning issue in the nursing profession. Literature has provided information on the impact of inadequate support on NQRNs and the reason for some of the NQRNs abandoning the nursing profession while others proceeding in the ‘mist of the storm’ without quitting despite the challenges of workplace environment. In addition, NQRNs who enter workplace environment are globally significant for the nursing profession, healthcare sector, and provision of quality patient care (Halpin et al., 2017).

Moustaka and Constantinidis (2010) in their study reported that negative relationships among fellow workers, and lack of social support from both peers and supervisors could contribute to the development of stress. Consequently, a negative workplace environment has negative impact on the well-being of NQRNs. Hussein (2018) stated that prolonged stress can lead to burnout, illness, absenteeism, attrition, job dissatisfaction, and decreased performance. These outcomes affect the organisation too, because NQRNs will be absent and may decide to quit the job, which in turn may affect safety of the patient and quality patient care (Boaretto et al., 2016).

Much has been documented about challenges experienced by NQRNs in their first year of employment, yet not much has been revealed from the view of NQRNs (R.683) who upgraded from enrolled nursing about their workplace environment experience in their first 18 months of employment.

Therefore, the objective of this study is to explore and describe experiences of workplace environment by NQRNs (R.683) in their first 18 months of employment in selected hospitals of Limpopo province, South Africa. It is vital for nurse managers to understand the experiences of NQRNs (R.683) workplace environment in the selected hospitals of Limpopo province, in order to devise strategies to manage negative workplace environmental factors if any experienced.

A qualitative study that was exploratory, descriptive, and contextual was employed (Polit & Beck, 2017) to obtain rich information regarding experiences by NQRNs (R.683) for the first 18 months period of their employment in the new role. This approach enabled the researcher to gain an in-depth understanding of the phenomenon. Furthermore, it provided an opportunity to probe and observe non-verbal cues from participants.

The study population comprised 51 NQRNs (R.683) in their first 18 months working experience as registered nurses from six selected hospitals. A non-probability purposive sampling technique was employed to select NQRNs (R.683) working in any nursing unit in selected public hospital, who were registered with the South African Nursing Council, and in their first 18 months working experience as a registered nurse. Six public hospitals in two different districts of Limpopo province were purposively selected as majority of NQRNs (R.683) were practising in those institutions.

One main theme and five subthemes emerged from the focus group interviews with NQRNs (R.683) (Table 1).

Focus group and participants were numbered as Focus Group 1 to 7 (FG1–FG7) and Participants as 1 to 10 (P1–P10).

The study’s findings, contribute to a better understanding of the experiences of workplace environment by NQRNs (R.683) in their first 18 months of employment in the new role in selected hospitals in Limpopo province. Despite being in possession of previous enrolled nurse experience, NQRNs (R.683) still face many challenges of negative workplace environment such as poor collegial relations and teamwork, bullying in the form of verbal harassment dire staff shortages related increased workload, poor orientation on tasks leading to stress, and inability to cope. Public health institutions should develop comprehensive strategies that can improve positive work environment realities, including staffing, rationing of workload, and team climate.